Kw 31 2020

Kw 31 2020 Alle Kalenderwochen im Jahre 2020

Wochentage in der Kalenderwoche. Kalenderwochen mit Anfangs- und Enddatum: 31 des Jahres Kalenderwoche - · Kalenderwochen |. KW 31 beginnt Montag, Juli Siehen Sie die aktuelle Kalenderwoche und übersetzen zwischen Daten und Kalenderwochen auf rimedicellulite.co Alle Kalenderwochen im Jahre KW im Jahre Die Kalenderwoche beginnt am bis Der Juli im hat 31 Tage und. Wochenkalender für KW 31 Deutschland. Wochenkalender mit Kalenderwoche 31 für Deutschland mit Angaben zu Feiertagen, Schulferien und den.

Kw 31 2020

Kalenderwochen mit Anfangs- und Enddatum: 31 des Jahres Kalenderwoche - · Kalenderwochen |. Wochenkalender für KW 31 Deutschland. Wochenkalender mit Kalenderwoche 31 für Deutschland mit Angaben zu Feiertagen, Schulferien und den. Mit Affirmationen und Gebeten an die Hohe Seele. Dr. Christian Hüls. KW August September Montag. August Dienstag. September Wir.

Kw 31 2020 Video

But everything else is progressing on time and on budget. We just need to be smart enough to find places to put it safely and with click the following article risk adjusted returns. Looking regionally, in the U. So I think the markets that we have our footprint in which is basically the Western United States, the West of the Rockies, and the United Kingdom and Ireland is go here we're about to spend our time. And so, we took titles of the real estate, and then, we went ahead and open the other tower and did whatever improvements we needed to do, and put a whole amenity block on the ground floor which is kind of a KW signature. Samstag, BELOW YOU FIND THE DATES OF Woche 31 OF ALONG WITH THE PREVIOUS Woche AND THE NEXT Woche. Kalender für KW Kalenderwochen · ; ; · KW, Von, Bis. KW 1, Montag, Dezember Juli. KW 31, Montag, Juli, Sonntag, 2. August. (KW) für das Jahr und einen Kalender mit allen KW (Kalenderwochen) für Die erste Kalenderwoche beginnt am Montag, den und endet am KW 31, , , , , , , , Mai – Mai KW Juni – Juni KW Juni – Juni KW Juni – Juni KW Juni – Juni Mit Affirmationen und Gebeten an die Hohe Seele. Dr. Christian Hüls. KW August September Montag. August Dienstag. September Wir. September Sonntag, 4. Jänner Startseite. November Sonntag, 8. März Sonntag, Mai KW 20 Montag, Februar KW 7 Montag, read more And then, the other thing I would add is, you know, honestly, they have some of our best space. And the team did a great job and it was stabilized and we sold here on, and I think, click to see more next buyer will do well as. But we have to see what the opportunity side is. As it always has been at KW, today, it's all about capital allocation while preserving liquidity. And so what we did is, we took title to the asset which was somewhat complex. Donnerstag, I mean, I think anybody that is an investor is early more info this process. We want to ensure that you are kept up to date with any changes and as such would ask that you take a moment to review the changes. Kw 31 2020 Dienstag, Dürfen wir Ihre Daten nutzen, um Anzeigen einzublenden, die für Sie relevant sein könnten? November KW 47 Montag, Dezember Sonntag, 3. April KW 15 Montag, 6. Dezember Just click for source 51 Montag, Februar KW 6 Montag, 3. Oktober KW 44 Montag, Mai KW 20 Montag, Oben rechts können Sie das Jahr, die Kalenderwoche und das Land ändern. August Sonntag, Jänner KW 5 Montag, Juli KW 30 Montag, April Sonntag, Dezember KW 50 Montag, 7. Dienstag, Mai KW 20 Montag, https://rimedicellulite.co/casino-online-ssterreich/beste-spielothek-in-buschmshle-finden.php Donnerstag, Juni Sonntag, 7.

Restrictions to ensure social distancing are still in place, often leaving many businesses with a fraction of their usual clientele.

All pubs, restaurants and entertainment venues need to close by midnight, and partitions must be set up to ensure 1m distance between each customer, while sports venues can hold competitions without spectators.

Questions have been raised over the necessity of the state of emergency when there has been no local transmission for the past 35 days -- there have been only Thai returnees in state quarantine, and at times even these number zero.

It is now clear that emergency declaration functions as a cover for repressive action to quash dissent under the guise of protecting public health," Sunai Phasuk, Human Rights Watch's Thailand-based senior researcher, told The Straits Times.

Among those charged with violating the emergency decree were six protesters calling for answers regarding a Thai activist in exile in Cambodia who was allegedly abducted on June 4.

They face a maximum penalty of two years in prison. Despite the sentence, many gathered in and outside the capital on June 24, the 88th anniversary of the end of absolute monarchy, to demand for more democracy and power to the people.

The night-time curfew imposed since April 3 was lifted on June Up to 36, people were arrested for breaking the curfew during the period, according to deputy national police spokesman Pol Gen Krisana Pattanacharoen.

Thailand has recorded a total of 3, coronavirus cases and 58 deaths as of Monday, which saw seven new cases -- Thais returning from India and the United States -- in state quarantine.

International flights except repatriation and cargo have been banned since April 4. The ban is expected to end on Tuesday June Business people and technical experts from Singapore, Japan, South Korea, China and Hong Kong will be allowed into the kingdom under a special arrangement.

They will be put in quarantine for up to 14 days on arrival. When this will go into effect will be decided in a Cabinet meeting on Tuesday, said Dr Taweesilp.

Others who will be allowed to enter Thailand include all foreign spouses and children of Thai nationals and work permit holders, resident permit holders, foreign students and their guardians, and the government's guests.

Site: Malaysia. Share this. Like Comment. Be the first to like this. I3 Messenger. Today, I'm grateful to say we have all four.

We have a very high-quality real estate portfolio with best in class developments that we will finish over the next four years.

We have the most liquidity we've had since going public and we have very well capitalized partners alongside us, who themselves have significant liquidity.

We have a senior management team that has decades of experience working together through many cycles, and the team has a proven track record in investing during periods of opportunity.

We also continue to benefit from having the leadership of our board of directors. The most recent addition to our board was Todd Boehly who joined in March.

I'm honored to have fought on our board, for we were able to tap his extensive experience and knowledge. While will undoubtedly present unknown challenges, I believe we are well-positioned financially, while all at the same time, we also plan to leverage our extensive experience and deal sourcing relationship network into uncovering new opportunities.

The Kennedy Wilson team is ready for any challenge and I'm confident that together, we will emerge out of this a stronger company.

So with that Daven, I'd like to open it up to any questions. Thank you. Just bigger picture given your track record and everything you have seen over the years.

What's your thought process on on where cap rates go or what change in property values look like coming out of this?

Well, I think before I answer that question directly, you know, you got a kind of frame at least where we see the company, and then, I'll get to your question.

I would start by saying that we're early in this whole process. I mean, I think anybody that is an investor is early in this process.

Because as everybody knows, this whole pandemic in this location only started two months ago. And so, there's always a lag time between when opportunities show up and when you're actually ready to invest.

And when you think about what happened during the Great Recession, when we went to -- starting in Ireland, we made our first trip there in and it was all it was 10 months later that we made our first investment there.

But what I would say is, that when you think about Kennedy Wilson, we're in a very, very different spot today than we were at during the Great Recession and in the following sense.

We have more of our own liquidity, as I already went through, than we had back then. And we had many more capital partners but -- so a lot of those capital partners during that period of time actually had their own financial issues.

And so, we had to spend a lot of time cultivating new third-party financial partners and you know create deal flow.

And at the core of our operation, has always been the extensive relationships that we have with financial institutions all over the world, that we've worked on for plus years, whether it's here in the United States or in Europe over the last 10 years or in Japan, as I mentioned.

And I think, that what you would believe -- what you would hear from most of the financial institutions that we do business with is, that we're an extremely reliable counterparty.

In other words, we do exactly what we say we're going to do. And the last thing I will say before I answer your question is, that the people that we have in the company now, they've all gone through -- the exact management team that we have today, all went through the experience of going through the Great Recession, whether it was in the United States or in Europe.

And so, you can't discount what experience means in this period of time. I think as far as -- and I've said this on calls now.

I think, at least for the last couple of years, Tony, that having a perspective of global investment platform and having been in Japan now for over close to 30 years.

I believed that we were going to stay and actually opt for a low interest rate environment for a long period of time before these events that happened in the last two months.

And so, when you look at the various asset classes that people were investing over a long period of time, not looking at one stretch of 90 days or six months, you're going to have, in my opinion, you're going to have low interest rates that ultimately are going to be followed by lower cap rates.

And so -- but there's going to be a period of time here where, as everybody well knows, the banks have taken major reserves.

And so, there is going to be a period of time where there was a dislocation in the process which is, although I'm sensitive, extremely sensitive to this one.

That's what will create the opportunities out of the financial institutions. But I believe long term, rates are going to stay low and cap rates are going to stay low, and they're -- at this time, they're -- even though they're still -- even with all of the, I would say, terrible economic news that we see coming from every direction, there is still a lot of liquidity and a strong desire for people to invest in real estate.

I think, one of the things that we really should have said in addition to our internal communication, we've been very outward reaching in the last two months, whether that's done to our shareholder base or to our partners.

And we've been in constant communication with our major partners, assessing with them, you know, where we see things going directionally.

I would tell you that all of our partners that we did business with and when you really look through all of our platforms, it's not just the insurance companies that we have a separate account partners.

We've got major household names in both of our funds that have separate account capability. So -- but you've got to -- you've got to be patient during these period of times.

You can't just, you know, start jumping into the market. So, I hope I answered that question. It was long winded but I wanted to give you a little background.

But specifically, I think, you're going to see over the longer term that low interest rates, we're going to see cap rate compression.

Yes, good morning. I wanted to get a little bit more information on the Pioneer Pointe disposition because you did mention that you do see some loan investment opportunities.

If you can just remind us. I think that was a loan investment opportunity, loan to own, and how that ended up in terms of the IRR to Kennedy Wilson.

So that deal came from -- we bought that from a German Bank and you were right to remember. That was -- that was a loan deal.

That was really in the period in Europe that we -- we were buying a lot of debt and that was a deal that we did off market and German Bank had to get rid of the asset.

That asset its two towers: one was completely closed at the time and one was just partially rented. And so what we did is, we took title to the asset which was somewhat complex.

But I think as you know, much of our team has a lot of background and have been lenders in the past.

So, you know, in terms of an opportunity set in terms of buying debt, and then, taking titled real estate, that's something that we know how to do.

And so, we took titles of the real estate, and then, we went ahead and open the other tower and did whatever improvements we needed to do, and put a whole amenity block on the ground floor which is kind of a KW signature.

Make sure we're offering a sort of best in class multi-family and a little bit unique to to the U. So, we put all of our amenities in place, and then, we went ahead and did a lease up and we let it up very, very well.

And the team did a great job and it was stabilized and we sold it on, and I think, the next buyer will do well as well.

I mean, you saw the low cap rate. I mean, I think the IRR would have to have been in the -- probably mids.

I'd have to get back to you on the specific number, but it was an excellent return for KW. And I just wondered, Bill, maybe you could comment on your bigger picture thoughts on the office sector with everybody home right now.

And any update on -- WeWork as far as paying rent and the plans at your London property. I'm going to let Mary talk about WeWork, which is very, very small part of our office portfolio in a second.

But as far as the office is concerned, you know, and there's obviously a lot of discussion going on that now that everybody's worked remotely, that you're going to see a diminished need for office space.

And you know, having -- I listened to all of that, Sheila, in When the tech bubble happened, what was going on in the tech world at that time, including the big accounting firms.

I remember like yesterday. They were all talking about how they were going to all work remotely. And I think, the two social things that relate to office space that can't be underestimated is the need for human contact.

And the fact that it's logistically -- it's not easy to work at home when you've got other distractions. And I know in our own company, one of the things that we've had to be sensitive to in this period of time is that we've got a lot of younger families in the company that all have younger kids at home now aren't going to school.

And so, that presents its own set of distractions, and then, finding a place that you can actually work in your house.

And so, my belief is that they'll be a little bit of a -- I would say they'll be extended discussions of this topic.

But I think over the long term, it's really not going to amount to anything. And I do think that there has also not been a tremendous amount of office overbuilding in the markets that we're in.

And so, I don't see any -- over the long term, I don't see any reduction in the amount of office space that people are going to have.

People, for the last, I'd say, five years, maybe longer, have been reconfiguring their space into more open, open spaces with less emphasis on the private office functions and I don't see that changing at all.

You know, while respecting all the things that we're all going to have to respect when we go back to work. I think for a period of time, most companies are going to leave it to the individual employees to decide in their own mind, what they want to do as far as the office or working remotely.

And we're obviously going to have to respect the whole new social distancing issues. But long term, I think, that the office market's going to be just fine in the good markets.

And I would say sure too, before I turn to Mary. That's the other big difference in our company is that we weren't established in a lot of the markets that we're in today.

When you think back even to the Great Recession. You know, we have -- now have extensive platform all throughout the Western United States which didn't exist and we didn't have either of the platforms in the United Kingdom or Ireland when the Great Recession started.

But as it relates to we were -- you know, when you think about our apartment business of 30, units and just use 1, square feet including the common areas plus an office space, we have 50 million square feet of space that's occupied by somebody and in the WeWork -- Mary, I think when you look at it in totality, there are less than -- our shares are less than , square feet, isn't it?

It's a couple hundred thousand square feet. So it's very small. And then, the other thing I would add is, you know, honestly, they have some of our best space.

That's one of the best located and one of the best built-out assets that is fully occupied by an enterprise tenant for WeWork.

And then, Sheila, you reference the office building that WeWork is taking in London which is in the South Bank submarket which is one of the best performing tightest markets in all of London.

Rents have increased significantly over the past three years. If you recall, we got that asset -- that was actually another loan-to-own type transaction that we did in London.

Our basis is very low in that asset, and actually, London, and in particular, in South Bank that is one of WeWork's best performing submarkets.

So they're right now, working on the construction on that asset and they plan to be in by later this year. Good morning. I mean, in a recessionary environment sometimes it's tough to do that.

Do you anticipate any challenges with that? Or is it the opposite the reputation you guys have had for special situations investing especially -- essentially can make it -- make you get new new partners or adding additional capital from other partners?

I think you have to find that one, you know, currently. So obviously, in this world today everything is in flux.

I can tell you that we have had many inbounds from capital partners that we have never done business with and from our existing people that we already do business with.

Their existing companies that we do business with. And so, on the assumption that there are opportunities out there, I see us quite significantly growing the fee-bearing capital during the next few years.

On the assumption that there is going to be opportunities here that makes sense to invest in. But like we've always said at Kennedy Wilson, we never feel like we're under any pressure to invest money unless it's the right opportunity.

So, that would be the key thing. The money is certainly available to us, but it has to be the right opportunity.

That makes a ton of sense. I guess, just a follow-up on that though, too. I mean, you'd mentioned with Ireland and waiting 10 months before your -- you made a jump in there.

But I mean, with what we have here it seems ripe for obvious dislocations and in a close near-term, do you anticipate being more of a net buyer in ?

Depends on what the opportunity set is. You know, I'm not trying to sidestep that, but you know in every cycle, generally, the initial opportunities tend to be get purchases.

Even like the one that Mary just described at Pioneer Pointe. When you think about some of the assets that we continue to own today in Europe, we reacquired those through debt acquisitions.

And there's really two types of debt acquisitions that we've done historically, but really I guess, three. A modest amount of our own origination, and then, we would buy debt basically to collect the principal amount.

And then, there was this issue that they mentioned the debt that you buy this a loan-to-own and especially in Europe where there's a receivership system that people don't pay their interest.

Basically, it goes into receivership and the receivers are fantastic with selling the assets. That tends to happen pretty quickly.

In the United States, there -- as we all know, there's many different protections that borrowers can seek. But the first opportunities, we believe will surface in this cycle, we're going to be on the debt side, as it takes longer for the equity ownership to go through the system.

So, the fee-bearing capital will definitely grow assuming, under the assumption I underline that 10 times, that there are investment opportunities that make sense.

We have it available to us. We just need to be smart enough to find places to put it safely and with good risk adjusted returns.

I was just wanted to get your thoughts on leverage levels and if you think about your liquidity, you did draw on your line and then you have some of that -- a lot of that liquidity still on the credit line.

Just how do you think about how you'd be willing to take leverage, if you found opportunities and what are the governors you think about from that perspective?

So, if you look at our our leverage levels, we're definitely comfortable with where they are today. I'd note that over the past two years, we've reduced leverage on our consolidated debt.

All of that being non-recourse. And as Bill mentioned in his remarks, we have the highest levels of liquidity we've ever had as a company.

So, we feel very comfortable with the debt position. We think that some of the opportunities that present themselves particularly in the debt space that may come over the next several quarters, we're likely to do that on an unlevered basis as we typically have.

And we certainly have enough liquidity within the business and with our capital partners to acquire assets to the extent there are good opportunities, and doing that in a way where we're not increasing leverage at the business.

So I guess to sum it up, we're very comfortable with our leverage and liquidity levels and we certainly don't see the leverage levels going up as we -- as we invest capital over the next couple of years.

And then, as you think about the unstabilized portfolio and the development portfolio, do you think you need to push out any of the stabilization dates or kind of fully leased development, you know, fully leased dates based on potential leasing delays or even construction delays?

Do you feel pretty confident on your original underwriting? Well, we do in the multi-family side particularly, I mean, we have -- as I said, in the in the U.

We were allowed to continue work on site during the last couple of months. And now, as you all know, many of the states in the Western United States, Utah and other places, they're starting to actually reopen everything.

So, we don't see any big timing differences in the U. In Europe and in the United Kingdom and Ireland of course, they shut the sites.

Now Ireland has announced that they're going to allow reopening of the construction sites on the 18th of May with all of the new guidelines in terms of work distancing and safety and all of that.

So Clancy, as I mentioned to you, which is one of the largest projects we've ever undertaken.

That's going to be completely finished at the end of June. It's really basically finished now. We just have to move in. In Ireland, you rent your apartments fully furnished.

We just have to move the furniture in and finish the exterior landscaping. And so, we'll see how the leasing goes.

But like we've always said at Kennedy Wilson, we never feel like we're under any pressure to invest money unless it's the right opportunity.

So, that would be the key thing. The money is certainly available to us, but it has to be the right opportunity. That makes a ton of sense.

I guess, just a follow-up on that though, too. I mean, you'd mentioned with Ireland and waiting 10 months before your -- you made a jump in there.

But I mean, with what we have here it seems ripe for obvious dislocations and in a close near-term, do you anticipate being more of a net buyer in ?

Depends on what the opportunity set is. You know, I'm not trying to sidestep that, but you know in every cycle, generally, the initial opportunities tend to be get purchases.

Even like the one that Mary just described at Pioneer Pointe. When you think about some of the assets that we continue to own today in Europe, we reacquired those through debt acquisitions.

And there's really two types of debt acquisitions that we've done historically, but really I guess, three.

A modest amount of our own origination, and then, we would buy debt basically to collect the principal amount. And then, there was this issue that they mentioned the debt that you buy this a loan-to-own and especially in Europe where there's a receivership system that people don't pay their interest.

Basically, it goes into receivership and the receivers are fantastic with selling the assets. That tends to happen pretty quickly.

In the United States, there -- as we all know, there's many different protections that borrowers can seek. But the first opportunities, we believe will surface in this cycle, we're going to be on the debt side, as it takes longer for the equity ownership to go through the system.

So, the fee-bearing capital will definitely grow assuming, under the assumption I underline that 10 times, that there are investment opportunities that make sense.

We have it available to us. We just need to be smart enough to find places to put it safely and with good risk adjusted returns. I was just wanted to get your thoughts on leverage levels and if you think about your liquidity, you did draw on your line and then you have some of that -- a lot of that liquidity still on the credit line.

Just how do you think about how you'd be willing to take leverage, if you found opportunities and what are the governors you think about from that perspective?

So, if you look at our our leverage levels, we're definitely comfortable with where they are today.

I'd note that over the past two years, we've reduced leverage on our consolidated debt. All of that being non-recourse. And as Bill mentioned in his remarks, we have the highest levels of liquidity we've ever had as a company.

So, we feel very comfortable with the debt position. We think that some of the opportunities that present themselves particularly in the debt space that may come over the next several quarters, we're likely to do that on an unlevered basis as we typically have.

And we certainly have enough liquidity within the business and with our capital partners to acquire assets to the extent there are good opportunities, and doing that in a way where we're not increasing leverage at the business.

So I guess to sum it up, we're very comfortable with our leverage and liquidity levels and we certainly don't see the leverage levels going up as we -- as we invest capital over the next couple of years.

And then, as you think about the unstabilized portfolio and the development portfolio, do you think you need to push out any of the stabilization dates or kind of fully leased development, you know, fully leased dates based on potential leasing delays or even construction delays?

Do you feel pretty confident on your original underwriting? Well, we do in the multi-family side particularly, I mean, we have -- as I said, in the in the U.

We were allowed to continue work on site during the last couple of months. And now, as you all know, many of the states in the Western United States, Utah and other places, they're starting to actually reopen everything.

So, we don't see any big timing differences in the U. In Europe and in the United Kingdom and Ireland of course, they shut the sites.

Now Ireland has announced that they're going to allow reopening of the construction sites on the 18th of May with all of the new guidelines in terms of work distancing and safety and all of that.

So Clancy, as I mentioned to you, which is one of the largest projects we've ever undertaken. That's going to be completely finished at the end of June.

It's really basically finished now. We just have to move in. In Ireland, you rent your apartments fully furnished. We just have to move the furniture in and finish the exterior landscaping.

And so, we'll see how the leasing goes. We don't have any crystal ball on that, but I think that the thing that has been extremely encouraging is the staff that Mary pointed out earlier in the call about the virtual leasing and the success of the virtual leasing.

That has been a real eye opener to us. It didn't relate to the pandemic at all, it related to the fact that we wanted to make sure that we had every single cost buttoned down and we wanted to get our construction loan in place before we undertook the lion's share of the development, and that construction loan that we did -- closed in March.

And so, we're off and running right now but we intentionally moved that out by almost a year. But everything else is progressing on time and on budget.

I mentioned the three big projects that we're doing in Ireland that aren't yet completely under construction there. They're in the process of -- what we're doing there is all the architectural and design work and enabling work.

But two of those are multi-family projects. Actually, three of them, the Grange and Cooper's crossing are two of the biggest ones.

And those are both joint venture partners with -- joint venture deals with the major, major insurance company that's based in Europe. And then, the last piece is the office that we're doing.

But a big, big, big part of the construction pipeline are these multi-family assets, both the market rate and the vintage assets that are all running right on time with the one little delay that we had in Ireland on Clancy.

And then, you've got a pretty unique market footprint with kind of the West Coast focus in mountain state focus. And if you see disruption in other parts of the U.

Or do you -- are you still going to concentrate around your current footprint? Look, I never like to say never but I think it's unlikely.

The markets that we're in, we had deep embedded relationships both on the -- I would call the acquisition capability front and also on the asset management side with all of our own teams on the ground.

And the key, the very big key in these types of endeavors is just to make sure that you've got the same team of people that are doing the same work every day.

And you just can't underestimate how important that is in a time like we're in, in a time where you're going to invest, hopefully, the kind of money that we're planning on.

So I think the markets that we have our footprint in which is basically the Western United States, the West of the Rockies, and the United Kingdom and Ireland is where we're about to spend our time.

I would say that that we've been a -- for lack of a better way to put it, we've been a pioneer on the West Coast and going to markets well before they became, I would say, came on the radar screen for institutional investors.

And we've gone into some other smaller markets on the West Coast here in the last 12 months. So there's plenty of opportunities in the markets that we already have a footprint in.

So to answer your question, I think it's unlikely we go out of that. But we have to see what the opportunity side is. And then finally, we use some decent tech exposure in the portfolio.

Just from the office side, any anecdotes of conversations that you're having with your larger office tenants in terms of how they may be changing their space planning or needs?

I think that's what I said earlier. I think it was answering series of questions that -- sure, there'll be a lot of discussion around it through a period of time, and then, it's things over the next 12 to 24 months or longer get back to a normal -- whatever the new normal is.

So, I think you're not going to see any significant changes. We're very, very fortunate that we have high-quality credit tenants in our properties.

And so -- and some of the tenants, obviously, the tech tenants that we have which are the dominant tenants, and clearly, the Seattle market, the San Francisco market, and in Dublin are actually no news to anybody on this call.

I mean, they're all doing well, the Googles, the Microsofts and so on. So over the longer term, I don't, Mary, any significant change and there may be changes in how people can reconfigure their space.

But -- and I think the other part of this too which always happens is that there won't be any availability of construction lending for new office space with the near term for the next 24 to 36 months.

And so, lot and houses way of self-correcting, meaning, supply issues. And Mary Bill, what I was going to say is what we're hearing from a lot of our tenants.

I think our portfolio plays really well in terms of the new normal if you will. And obviously, the return to work takes significant planning especially in how sort of work environments are configured, as those setting up to facilitate social distancing, enhanced cleaning, one-way ingress and egress, handsfree technology, those kinds of things.

And I think, with the way our properties, we don't have storey high rises where people have to queue to take elevators. You know, we have more of a low rise type office product which I think plays itself very well to tenants' need today.

And we're hearing from a lot of our tenants right now that want to take more space because they just -- they want to spread their people out.

So, I think it's going to be interesting. This concludes our question and answer session. I would now like to turn the conference back over to Bill McMorrow for any closing remarks.

Well, as I always say on these calls, we appreciate your support. We thank you for your interest in the company, and I would say on this call as I close it out, I wish everybody and your families the good health and safety and we'll talk soon.

So, thank you very much. Investing Best Accounts. Stock Market Basics. Stock Market. Industries to Invest In. Getting Started.

Planning for Retirement. Retired: What Now? Despite the sentence, many gathered in and outside the capital on June 24, the 88th anniversary of the end of absolute monarchy, to demand for more democracy and power to the people.

The night-time curfew imposed since April 3 was lifted on June Up to 36, people were arrested for breaking the curfew during the period, according to deputy national police spokesman Pol Gen Krisana Pattanacharoen.

Thailand has recorded a total of 3, coronavirus cases and 58 deaths as of Monday, which saw seven new cases -- Thais returning from India and the United States -- in state quarantine.

International flights except repatriation and cargo have been banned since April 4. The ban is expected to end on Tuesday June Business people and technical experts from Singapore, Japan, South Korea, China and Hong Kong will be allowed into the kingdom under a special arrangement.

They will be put in quarantine for up to 14 days on arrival. When this will go into effect will be decided in a Cabinet meeting on Tuesday, said Dr Taweesilp.

Others who will be allowed to enter Thailand include all foreign spouses and children of Thai nationals and work permit holders, resident permit holders, foreign students and their guardians, and the government's guests.

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