Aroundtown Sa Ord

Dear ladies and gentlemen, welcome to the conference call of the Rantan SA regarding the presentation of the H1 Report 2020. At our customer's request, the conference will be recorded. As a reminder, all participants will be in a listen-only mode. After the presentation, there will be an opportunity to ask questions. If any participant has difficulty hearing the conference, Please press star key followed by zero on your telephone for operator assistance. May I now hand you over to Mrs. Iwagi, Head of Communications and ESG, who will start today's conference call. Please go ahead.

Good morning, everybody. Thank you for joining us for our H1 2020 Results Call for Roundtable SA. You should have received our press release and can view this presentation on Around Town's website, either on the home section or under financial reports of the investor relations section. I'm Sylvie Largis, Around Town's Head of Communications and ESG. With me today will be our CEO, Shmuel Mayo, CFO, Igari Bender-Riets, Chief Capital Markets Officer, Oshin Mataji, Chairman of the Advisory Board, Gerhard Korma, and Zakir Gabay. For the duration of the call, all participants will be on a listen-only mode. Following our presentation, you will have the opportunity to ask questions. Please feel free to send us your questions via email also during the presentation. The email address is info at aroundtown.de. With that, I will now hand the call over to Oshri Masaji to start presenting our results.

Thank you very much, Sylvie. Good morning everyone and welcome to our H1 2020 earnings call. Q2 2020 was a challenging period in the commercial real estate sector, with the first wave of disruptions in business operations and shutdowns by COVID-19 starting in March of this year. Thanks to our dedicated workforce and proactive management to mitigate potential risks in the early stages of the impacts by the pandemic, swiftly identified how to navigate in the new market environment. During the second quarter, we significantly accelerated property disposals of our book values, launched a 500 million euro share buyback program, worked hard on rent collections, and support our diverse groups of tenants to cross through these uncertain times. We continue to take great care that all our countermeasures are in line with the health and well-being of our employees, tenants and stakeholders. Aroundpond strengthened its position during the first half of this year and is well positioned should we have to deal with a long-lasting change in the economic landscape. Let's start on slide 3 with a presentation. You can see here our KPIs for H1 2020. We will go into more details of each KPI later in the presentation. So please move on to slide 4. Our high portfolio quality is the sum of a great degree of geographical diversification with a focus on top-tier cities, with 59% of our office portfolio located in Berlin, Munich, Frankfurt and Amsterdam, and Berlin being our single largest location. When building our portfolio to €26 billion, we focus on a balanced distribution across preferred asset classes, with 70% of the portfolio being offices, logistics, wholesale and residential, while maintaining low dependency on any single tenant. During H1 2020, we signed already €1 billion in asset disposals with a significant premium to total costs of which €240 million has been completed in the first half. These disposals are generating significant shareholder value as we sold them above book at times when our share price trades at over 40% discount to NAV per share. By reinvesting the funds from the disposals into the share buyback program, we create significant shareholder value. But more about this in a few moments. We are very disciplined to our strategy to keep and improve our quality portfolio, healthy with a solid capital structure, high liquidity of 2.7 billion euros in cash and liquid assets, long leverage, debt maturities and high hedge fund tower covenants. All our key financial ratios are on a healthy level supported by BBB Plus rating by S&P. Our strong liquidity is eight times the debt maturing in the next two years, reassuring how well-prepared Orontan entered the global pandemic and can cope with a challenging market environment far longer than many peers. On the next slide, we will first go through the main operational results, followed by a review of the income statement and balance sheet figures. Please move on to slide 5. As announced in our last earnings call, we have now a clearer picture of the results from our independent external valuators. We managed to revalue two-thirds of our real estate portfolio and 95% of the hotel portfolio during H1 2020. The result is 560 million Euro revaluation gains in H1 2020 and a 2.5% like-for-like increase. During the lockdown, we took part in many discussions relating to the effects of the lockdown on real estate valuations, especially in hotels. The market uncertainty was very high as the world did not experience such extreme situations in the past. We were always positive about the fundamentals of our portfolio, much due to our diversification in archetypes, locations and tenants. The diversification is reflected in our valuation results. Our hotel portfolio was devalued by €200 million from €6.1 billion to €5.9 billion, reflecting minus 3.4% on a like-for-like basis. All remaining asset classes, excluding hotels, were revalued 770 million euros higher. Like for like, excluding hotels, this translates to a 4.7% growth for the first six months and altogether 2.5% like for like. We will provide a further detailed breakdown later in the presentation. Please now move to slide 6. During Q2 and following the breakout of the pandemic, we accelerated our disposal plans and managed to find 1 billion euros of disposals, 6% over book value, to be completed before year-end. 70% of the disposals are retail assets, which, as you know, is an asset class not in our focus, but inherited as part of the TLG takeover. 46% of the total disposals were in non-core locations. The average rent multiple on these disposals was 17. Moreover, we are currently in advanced negotiations for a disposal of an additional 1 billion euros in properties. These sales above book value of non-core properties are a testimony to our portfolio valuations, create NAV growth and further fuel our strong liquidity. This connects us directly to the other side of the equation, the buyback of shares. Please move to slide 7. As announced previously, we launched the share buyback program of our shares in early June this year, and we finalized it latest at the end of this year. The current program is set as a volume of up to 500 million euros with the aim to maximize our shareholders' value. The buyback program is fully funded by the successful disposal of our assets above book value, whilst the repurchase of shares is being conducted at a deep discount to our current NAV per share. The graph on the left-hand side of the slide highlights the discrepancy between the two values and the resulting shareholder benefits from this mismatch. So far, a quarter of the 500 million euro program has been repurchased at significant discounts to NAV, and we plan to further grow this amount as long as we see an unreasonable discount in our share price. We expect this will also improve significantly our KPIs per share. You can follow our weekly progress on the share buyback on our website under Investor Relations. Time for an update on our portfolio performance. And with that, I'll hand you over to Shmuel.

Thank you, Auschwitz. Please move to slide 9. You are all aware of the lockdown we experienced across most parts of Europe. This lockdown has been lifted in Germany and the Netherlands and other locations of our properties. Due to the successful disposal of our non-core assets, around town has increased its strength and resilience by focusing on the quality asset classes and geographic diversification. 87% of the portfolio value is invested in Germany and the Netherlands, of which the vast majority is in top three cities. These two nations maintain their position as two of Europe's strongest economies in general and also during the pandemic. Office, logistics, wholesale and residential assets make up 70% of the portfolio value. These segments have shown relative stability during the first half of this year. Therefore, it comes of no surprise to us that we did not experience any material early contract terminations due to the pandemic, but instead managed to extend many scheduled lease expirations. Only about 5% of our hotels have not opened for business yet, and few others are undergoing renovation or repositioning as we brought renovation plans forward in the lockdown period. All other tenants reopened their businesses. Slide 10 illustrates how healthy weighted average this term across each segment with an average of 8.2 years over the entire portfolio. Our diversification efforts extend also to the low dependency on our largest 10 tenants and with a thousand of tenants. We managed to achieve a good mix from different industries and tenants of all sizes. Except for hotels, collection rates during the imposed lockdown in Q2 have suffered only little compared to Q1 this year. Excluding hotels, we collected over 95% of our rent in the first six months. Office, logistics, and wholesale collection rates remained robust also during the lockdown. Office collection rates stood at 95% in Q2 and grew to 96% in July. Logistics and wholesale remained stable at 100% in Q2 and in July. The drop collection rates for retail to 81% was a direct result of the lockdown on non-essential retail, which was limited to Q2. Once the lockdown had been lifted, the collection rate for retail increased in July to 94%, and we expect this rate to further increase in the next period. Note that retail only makes up 7% of our portfolio and keeps decreasing as it is part of our non-core accelerated sales program. The hotel businesses continue to suffer heavily from the pandemic because of reduced air travel in most parts of Europe, and we saw a significant drop in the collection rate to 21% in Q2. Since the lockdown has been lifted in July, the hotel collection rate has slightly increased to 33%. The revival for demand of hotel rooms is likely to accelerate should there be enhance medical treatment, or even a vaccination available soon. Our hotel tenants are in constant contact with us to discuss solutions on a case-by-case basis, how we can best support our tenants in these challenging times. I'll now hand you back to Oshri for the next part of the presentation.

Thanks, Shmuel. On slide 11, we highlight the qualities of our office assets, half of our portfolio. Berlin is our single largest city with 26% of our office portfolio. Adding Munich, Frankfurt and Amsterdam, we achieved 59% in value of our entire office share in these top European cities with strong demand of key locations. Still, the biggest industry factor in our office portfolio is from the public sector, which has grown further to 23% of office tenants, while less than 1% of office tenants are related to the co-working sector. Directly impacted sectors by the pandemic, such as air travel, oil or tourism, also represent less than 1% of our office share. Thanks to the excellent operational efforts of our teams and consistent demand for office space, the weighted average lease term in our office portfolio increased during the second quarter from 4.5 to 4.8 years, mainly due to prolongations. German residential assets, as shown on slide 12, represent 12% of our portfolio and have proven to be the most resilient segment in Europe since the pandemic reached the continent. Nearly 1% of rents were deferred due to COVID-19 in Q2 of this year. Whilst the shrinking supply resulted in a lower transaction volume in Q2, The vacancy in top cities also remains stable on a low level as demand for quality residential space has not faded. The logistics and wholesale rents shown on slide 13 account for 8% of the portfolio with a vault of 6.9 years. This segment saw an uninterrupted rent collection rate of close to 100% this year as the last mile properties are experiencing increased demand. Our diversified portfolio across the full spectrum of major asset classes and regions allows us to minimize our risk exposure and dependency on any single asset class or location, which becomes more evident in such uncertain times than throughout the last decade. Please move to slide 14. Due to the successful disposal of part of our retail portfolio, we were able to decrease our retail exposure further to just 7%, with a world of 4.8 years. About half of the remaining retail assets are attention goods related, such as groceries, banks, pharmacies, drugstores, and others. Moving to slide 15, our hotel properties account for 23% of the overall portfolio value. All 176 hotels are externally operated and represent over 30 different experienced operators with an average lease duration of 15.2 years. Our double and triple net rental agreements with the hotel tenants are fixed via CPI-linked without a variable component and include different types of securities and guarantees. 85% of these hotels are in the four-star category, therefore benefiting from a large pool of diverse customers from business and leisure travelers alike. The hotel sector took a direct hit from the lockdown and decreasing air travel. Most of our hotel operators make use of the legally offered rent deferrals and close their operations to cut costs to a minimum during Q2. As mentioned, since the lockdown has been lifted, 95% of our hotels have reopened its doors and in particular those catering for leisure travellers experience growing demand from tourists in Europe that decide to travel this summer by ground transportations. Where does it leave us with regards to revaluations? Usually, we revalue each asset once per year, spread evenly across all quarters. This year, we already revaluated 95% of our hotel portfolio in the first half of 2020, as we aim to have a better understanding of the impact of the pandemic. As you can see from slide 16, we analyzed each of our key markets and identified differences when comparing individual cities as they cater for different types of hotel guests. Overall, the like-for-like revaluations dropped on average by 3.4% when comparing to December 2019. These valuation results include the time of shutdown and travel bans when many hotels were forced to close its doors. In some regions, such as Benelux, we had positive revaluation gains due to the strong recovery of our resort hotels in these regions. In general, city hotel values decrease stronger than in regional areas. Turning to slide 17, we want to highlight the importance of domestic travel demand. Our three core hotel markets, Germany, the Netherlands, and the UK, account for the majority of our hotel portfolio. Last year, even before the travel ban was in place, Germany and the UK had over 80% share of overnight stays from their domestic travelers. The Netherlands ranks third in Europe with over 60%. These numbers demonstrate the independency of international tourism for the demand of hotel rooms in those markets, especially when compared to southern and eastern European countries. We expect that the naturally high ratio of domestic hotel demand from leisure and business travelers will act as a catalyst for faster recovery for our tenants. Resort locations such as center parks enjoyed strong demand since the lockdown was lifted, particularly supported by the summer vacation season and substituting air travel with driving distance locations. Looking at the hotel collection rate in more detail on slide 18, it is fair to say that even after our hotels open, it will be a long improvement period before occupancy levels will reach pre-crisis levels. 60% of contractual rent has been collected during the first six months this year. Regarding the deferred 40%, we remain cautious and have created provisions for about half of the deferred rent, which remain to be collected when the market recovers. Post-shutdown, July shows a slight improvement in the collection rate to 33%. The majority of the sector continues to suffer from the lack of demand. As a reminder, the German government gave permission to affected tenants to defer Q2 2020 rental payments for up to two years. We evaluate on a case-by-case basis where rent deferrals make sense and sharp up to 8% interest as suggested by the government. On supply 19, we see an overview of the well-diversified hotel tenants and ramps. These well-known and long-established operators provide a long-standing experience in different market environments and we don't have any major dependency on a single tenant. The largest tenant in this segment is Center Park, who accounts for nearly 5% of the total rental income and currently experiences a strong pickup of bookings from travelers that choose to arrive via ground transportation. I'll now hand you over to Eyal, who will guide you through our capital structure and key financials.

Let's continue to Flight 20. Here, we highlight our conservative capital structure with an unencumbered asset ratio of 74% for 16.6 billion euros in value as of June 2020. The loan-to-value remained low at 36% and continues to have sufficient headroom to our covenants and also our stricter board limit of 45%. Moreover, the interest capital ratio remained constant year over year, at a strong level of 4.5 times. As a result of our reduced acquisition activities, we have been less active in the number of new capital market issuances this year compared to the previous year. Nonetheless, we still took advantage of some funding opportunities below our current average cost of debt of 1.6%, while maintaining a longer average debt maturity of 6.2 years. Naturally, We continue to monitor our funding options across different issuances and currencies globally to time the market and always have sufficient liquidity at hand for growth opportunities and economic challenges. During the first half of this year, we also focused on our liability management activities to successfully repurchase some shorter and more expensive bonds outstanding. Meanwhile, we maintain close ties with our large network of brokers globally and were involved in many due diligence processes during the first half this year. So far, we are still convinced that it is best to maintain patience until we see special investment situations opening up due to the current crisis. As in previous crisis experience, there is a time lag between the peak of the crisis and when financially distressed real estate owners appear in the market. We expect those opportunities to arise in the course of next year, offering much greater returns for our long-term shareholders. Please move to slide 22. Our net rental income in the first half of 2020 results in an amount of 588 million euros. The like-for-like rental growth in H1 2020 stood at 3% and is a combination of 3.2% from interest rental growth and a decrease of 0.2% in their frequencies. A decrease in occupancy related to delay in new lettings during the lockdown in Q2. Net profit for the period amounted to 626 million euros, and the earning per share resulted in 36 cents. Moving to flyer 23, adjusted EBITDA grew during the first six months of 2020 to 500 million euros, up from 363 million euros over age 119, a growth year-over-year of 29%, mainly as a result of the merger with CLG. Slide 24 provides an overview of our platform operation. During the first six months of 2020, our FFO1 grew to 312 million euros, up from 239 million euros for the first half of 2019. FFO1 per share, after perpetual increase by 5% to 20 cents, in August 2020. As part of our management assessment, we have created a 35 million euros extraordinary rent provision in response to the prevailing uncertainties of the effects of COVID-19 over the hotel industry. The company is still working with its tenants on a case-by-case basis, as mentioned before, to collect deferred rents. Future recovered and collected deferred rents will support future operational growth. Since the rent collection for the other asset classes didn't deviate significantly from pre-pandemic levels, there was no need for an extraordinary provision for these asset types. We thus present an FFO1 after-perpetual nose COVID-adjusted for H1 2020 with 17 cents per share, which includes this extraordinary negative effect. During the first half of 2020, the FFO2 increased to 384 million euros, resulting from the FFO1 COVID-adjusted of 277 million euros, plus 107 million euros disposal gains over the 239 million euros disposals in H1. Continuing to slide 25, the EFRA energy for the first half of 2020 increased further to 12.4 billion euros, and the EFRA energy per share grew by 3% to 9 euros due to the profit generation in the period. On slide 27, we present our guidance for 2020. We see we have now better visibility on the main COVID effects on the majority of our asset types, collection levels, and performance of the company in 2020. Due to the uncertainties, especially over the hotel industry, we took a conservative approach to estimate the company's performance this year. Moreover, now we can better estimate the magnitude of the disposals, which are significantly higher than our expectations from a few months ago. Our assumptions for the full year 2020 SFO1 are additional net disposals in the amount of 1 billion euros, which are in advanced negotiations. That's in addition to the 1 billion already signed deals, year-to-date, and a flat like-for-like result. Therefore, we expect in full year 2020 an FFO1 after perpetual loans in the range of €460 to €485 million, 34 to 36 cents per share. The per share amount is lower in comparison to 2019. This is due to the large amount of disposals in the amount of €2 billion. The additional disposals are expected to be carried out at a round-book value and will provide substantial fuel for additional share buyback amounts at a very steep discount. The large disposals will weigh on the FFO trend of 2020, but once the share buyback will become substantial, the per share results will bounce back and more. We expect to see the effects of the share buyback more in 2021 and less in 2020, as the share buyback will have only a partial effect this year. We also provide the guidance for the FFO1 to share after perpetual COVID-adjusted. We are currently conservatively assuming provisions on the hotel rent for the full year in the range of 110 to 130 million euros in 2020, assuming the hotel performance remains on its current weak level also in age 2 to 2020. This provision will need to be adjusted every period based on the updated market conditions. As part of our risk management and assessment, we make the provision, but we'll continue to work with our tenants on a case-by-case level to collect the full amount of friends. Therefore, the FFO1 per share after perpetual COVID adjusted is expected to be in the range of 25 to 28 cents per share. We understand we took a conservative approach and reiterate that if provisions are an extraordinary adjustment, And once the lockdown effects and travel bans are over, we expect to reach the high collection rate pre-COVID and show stronger growth on the first year method. That concludes the H1 2020 presentation. The appendix holds plenty of more information for you all to review. I will now hand you over to Sylvie and we'll leave the Q&A session.

Thank you, Eli. Before we invite the direct telephone questions, we would like to answer questions that we have received by e-mail. prior and during this call. For simplicity reasons, we have taken liberty to group similar questions in order to answer as many questions as possible. Allow me now to read out these questions. First question. What is your current view on the office market? How is the vacancy and rent developing in light of the coronavirus? How do you expect the work-from-home trend to impact your operations?

Half of our portfolio are offices, which are located in Germany and the Netherlands. In most aspects, the office market in Germany and the Netherlands remains stable due to the prevailing fundamentals of these markets. Our four largest office locations are Berlin, Munich, Frankfurt and Amsterdam, which are approximately 60% of the office portfolio. They continue to benefit from positive demand also during the lockdown periods. Based on market research, 87% of all new office space completed this year has been already let and the pre-let ratios are also increased further during Q2. In our view, the demand pre-COVID has been very strong and top locations were at record low vacancy rates, so the decrease in demand within the crisis remains to be offset by the low supply. Since March, when the impact of the pandemic started to affect demand, We have seen lower levels of requests for new lappings in a range of 20-30% in comparison to prior periods, but new leads never stopped to arrive. In addition, we also experienced a longer duration to complete a transaction in comparison to prior periods. This is the result of both the shutdown in the market, which started to be lifted in May, and also due to the economic uncertainties. The effect of the lower request for lessings is not fully included in our Q2 results, and we expect to see a certain impact on the new lessings in the upcoming period. Although with the uncertainty of the impact of the pandemic, companies tend to postpone decisions for new office space. We so far experienced a similar level of prolongation by existing tenants in comparison to former periods. We believe that tenants want to secure their spaces for the coming period. In Q2, we have prolonged 100,000 square meters at 10.5 euros per square meter, similar to the existing rent levels. Market reports state that the GDP declined in Europe to be the steepest since World War II. As a result, it can be expected that companies are holding back. The federal government expects GDP to decline by at least 6.3% in 2020. with export-oriented industries and service provisions particularly affected. We see tenants postponing decisions to take new spaces and expand, which might impact our operations negatively in the near future. But we expect these trends to resume once uncertainty is cleared and companies will resume to grow. Major recovery effects are expected from 2021. The federal government forecasts a GDP increase of 5.2%, with the IFO Institute even predicting GDP growth of 6.4%. At the same time, the IFO Business Climate Index has improved significantly since bottoming out in April. Companies are looking to the future with greater optimism, with business expectations returning to February's pre-coronavirus levels by the end of June. In addition, the direct consequences of the pandemic are being absorbed by economic and employment policies. We believe that market reports give a good snapshot on the current office market. Accordingly, prime rents in the top seven cities in Germany increased by 3.5% in Q2 2020 compared to last year. The increase in rent was in all top cities. In addition, vacancies dropped further in Q2 2020 to 3.2%, a very low level. On the other hand, the take-up of new space was down by 36% year-over-year, which is the result of companies holding back, but also the result of lower available legible area. Looking forward, according to this market report, in 2021, over 50% of the office space and pipeline under construction It's already pre-less, but we will need to see how the current crisis will fully unfold, the length and the full impact on the economy. Germany's labor laws, which support employment in times of crisis, so-called Kurzarbeit, provide companies the option to reduce employees' working hours without terminating contracts, while employees receive benefits from the government. Thus, as soon as the company businesses are improving again, the workforce is readily available. The effect is that landlords will not reduce office space unless the business is materially impacted long-term. Also not fully reflected so far is the impact of the historical record-heavy stimulus packages provided by governments and the current interest rate environment, which will offset the negative effects to some extent. According to market reports, the stimulus will create hundreds of thousands of jobs. which will increase the demand for office space by over 2 million square meters. The economies of Germany and the Netherlands entered this crisis from a strong position with strong economies, low unemployment rates and low debt burdens. These factors are crucial for a fast recovery as the government has the necessary power to offset negative impacts to some extent. The office collection in Q2 was not materially affected from the lockdown and amounted to 95%, which is a result of our very well distributed office portfolio in all the top cities in Germany and the Netherlands combined, with a low tenant dependency on any single tenant industry and single tenant. Considering that the German government made it legally possible for tenants to defer rent if they have been materially impacted by the crisis, We consider our strong collection rate in this time as a testimony of our asset and tenant quality. The collection rate in July has further improved to over 96%. As to the working from home trend, working from home is not a new concept, but there are opinions in the market that the lockdown initiated a new trend to a higher sustainable share of working from home. We do believe that a more flexible usage of office space, working hours, working presence and new technological solutions will be part of the future office work. We do not believe a new drastic change of office space will be used now that more companies made experience with working from home. Working from home on a voluntary basis and not government enacted basis provides several challenges. which will need to be overcome in order to enroll a sustainable shift. Employers will probably be the driving force to a higher share of working from home, as their highest incentive is cost savings. We see several challenges employers need to overcome, which we don't see there are suitable solutions available so far. Cost saving aspect will be less relevant for office space in Germany, where rents are significantly lower than in high-priced markets such as Paris and London. Also, new costs will arise, with shifting to a flexible office space and IT solutions will need to be implemented to manage a large workforce which has the flexibility to choose to work from home or at the office, where only a limited amount of desks will be available. The infrastructure and fit-out of home offices will need to be improved, which will lead to higher costs as well. We also believe that a flexible working space where employees can choose to work from home will have an impact on productivity. Where some industries and type of workers will be better suitable to adapt, others will suffer. Also, employers will try to implement control functions to monitor working hours and productivity. For many companies, a representative office space is a tool to attract and retain employees. Central locations and perks create high attraction. Although employees might not be the main driving force in the acceleration of the working-from-home trend, there are also challenges the employee faces which will have an impact on the employer. We believe the efficiency and focus of employees will suffer when being forced to spend a certain amount of working time at home if the environment at home is not suitable for home office. Also, the work-life balance might suffer when the borders between home and office, leisure time and working time are fading. And in general, new employees will have a harder time to adjust and it will take longer until they will contribute their full performance. Regardless of these challenges, we believe as more market participants are now open to work from home, the incentive is high to find some sort of solutions which will probably be fastest in the IT industry and in locations where the cost saving and commute time saving potential is highest, such as in London and Paris. We believe changes in trends and accordingly have increased investments in order to strengthen and improve our IT security, networks and connectivity, as well as modes of communication. Furthermore, we are highly supportive of tenants that require changes to their fit-outs and work closely in order to ensure productivity is at its optimum levels and tenant satisfaction is maximized.

Next question. Can you please give us more color on the impact on the hotel market in general and on your properties specifically? How do you see the recovery of this sector?

The impact of the lockdown on the travel, tourism and hospitality industry was among the largest in the market. Hotels make up 23% of our portfolio. Most of the hotels either had to shut down due to government enforcement or due to lack of client demand. Very few exceptions remained open. Also, as some hotels could cater COVID-related demand as municipalities needed to provide hospitality for the relocation of essential workers, for example. As of now, all lockdowns have been lifted in our locations. 96% of hotels are open, but the recovery differs depending on the location and type of hotel. Our tenants report on very low occupancies, which on average are currently around 25%. Pure mice and airport hotels are effectively not able to resume to normal capacities, as long as limitations are in place. Resorts, holiday park and countryside locations accessible by road recovered fast due to ongoing flight restrictions and start of the holiday season. We see this in our resorts in Holiday Park and leisure hotels in Germany and Benelux, where this summer the resorts reached high occupancy levels. In some countries, such as the UK, the lockdown was longer than in Germany, thus negatively impacting the hospitality industry stronger. Also, as of today, international tourism and business travel are still significantly below the levels pre-corona. Given no second wave, as well as further easing of restrictions, the market expectation is to reach 2019 levels in 2022 to 2023. It can be expected the recovering countries with high share of domestic travel, such as Germany and the UK, both with over 80%, is faster than countries depending on international travel. We expect to see recovery of city hotels in central locations in top cities in Europe, which will benefit from domestic and international business and leisure tourism. The occupancy levels are still low, but with a positive trend to recovery. As the majority of our hotels had to be closed during the lockdown, the majority of our hotel tenants used their legal rights to defer rent. which resulted in a low average collection rate of our hotel tenants in Q2 of 20%. As of July, the collection rate increased to 33%. Please note that our hotels are leased to strong third-party operators with fixed long-term rental agreements and present awards of 15 years. The rental agreements are double or triple net, fixed trust CPI link and no variable components in the lease. We are in constant contact with our tenants in these difficult times and try to support their past recovery. As mentioned above, due to the uncertainty regarding to the length of this crisis and the continuation of the crisis also during Q3, most of our tenants deferred rents currently until end of September. Deferred rents carry interest of 5-8%. Once the material uncertainty will disappear, we will reach to a complete settlement regarding the deferred rent. As post Q2 collection rates of the hotel portfolio have not improved and the uncertainties of the coronavirus prevail, the recovery in the hotel industry remains uncertain and we have decided to create conservatively an extraordinary general rental provision in Q2 at the amount of 35 million, which is deducted from our FFO. Nevertheless, Due to our strong diversification, we are still able to achieve a high FFO as you can see in our guidance.

Next question. Given the current market situation, are you still able to reduce existing vacancies? How strong is the current netting pipeline? Has the pandemic impacted the visionary potential?

During the first half of 2020, we have signed nearly 90,000 square meters of new leases of which 30,000 square meters in Q2. However, many of the new leases have been negotiated during previous periods. Following a muted level of activity in Q2 due to the uncertainty surrounding the market, we expect trends to remain relatively flat over the next period and new lettings to be more challenging, which will impact the speed with which we can reduce our vacancy. On average, in the office market, we experienced a higher prolongation ratio in comparison to former periods. Tenants are happy to secure their space as they are faced with uncertainties about the future. The prolongations have been of similar rent, so no rent increases here. We didn't experience any material extraordinary lease terminations due to insolvencies. For new lettings, we are experiencing delays in the process, mainly... related to tenants taking longer time to design, as they are evaluating on the right utilization of space and potential adaptation of fit-outs. What we also hear in the market is that large tenants which have centralized in large office space in the past, in the past decades, are now considering to decentralize into many smaller locations in order to avoid clustering of employees in case of a pandemic would arise. The logistics wholesale sector has basically not been any material impact from the lockdown, which can also be seen in the stable collection rates. Our retail sector has not been materially impacted due to high essential goods tenants, which improved their performance during the lockdown. Supermarkets, pharmacies, drugstores, mutual sales stores, banks, etc. stayed open during the lockdown and performed very well, while other industries, such as fashion, etc., which are usually found in high-street shopping centers, had been shut down and slow to recover. Our exposure to retail properties is only 7% of the portfolio. Paul signed this. Due to our high share of essential goods tenants, the collection rates have fared relatively well, with 81% collection rate in Q2 and the remaining deferred. Also, the few amounts of shopping centers we have are mainly local neighborhood center inventors in Berlin catering local demand and are thus less affected. We experienced a high interest of tenants to prolong the rent, mainly those of the essential goods tenants, who are very pleased to secure their current space. As of July, the retail collection rate increased to 94%. Looking forward, it is hard to estimate our ability to reduce vacancies significantly in the short to mid-term. We expect that it will take longer to reduce vacancy, and it could also be that vacancy rates will slide to increase in the short term, especially in the retail sector, but remain positive on the long-term outlook, as our properties benefit from sustainability-strong fundamentals, and our portfolio remains the same. Our properties are under-rented, and we are not constrained by having to rent at or above market rent levels in order to deliver rental books. The high diversification of our portfolio and focus on strong asset classes at very low valves of 8.2 years provide a high degree of stability.

Next question. Do you reconsider your strategy towards hotels now after the lockdown? Will you consider to acquire hotels in the future?

Hotel assets are a strong asset class with good cash flow and long-term characteristics, and we believe the crisis won't change the demand for hotels in the long run, and these assets will continue to produce strong long-term cash flows after the market has recovered. See differences between cities and leisure hotels to MICE hotels, heavily reliant on conferences and business travel. We believe that in the mid- to long-term, well-located city center and leisure hotels will continue to perform well, After the lockdown has been lifted, we saw in the resort and holiday park and countryside hotels a fast recovery from high domestic demand and the vacation season. This shows that the hotel industry will recover, although it will take more time for all hotel types to recover. Also, as an alternative in case a recovery is late to come, nearly 60% of all hotels have a potential for conversion to micro-apartments for elderly homes. although we do not expect that this option will be needed. Regarding acquisitions, currently we don't see many relevant opportunities in the market and price levels of high-quality hotels in good locations haven't decreased much. With the prolonging of this crisis, we expect illiquid and or leveraged players to become forced sellers and opportunities to come to our table. We will consider to acquire hotel assets in such a scenario and if very attractive opportunities will arise. Our high amount of liquidity is a competitive advantage and provides us with the firepower to act and to benefit from potential opportunities.

Next question. How did the rent collection develop during the lockdown and did it improve afterwards? Will you do some write-downs on unconnected rents?

In Q1, the collection rate was not impacted by the lockdown and standards around 98%, similar to previous periods. In Q2, the collection rate was 71% due to a low collection rate from the hotel properties and 93% excluding hotels. For the options tenants, only a small amount of rent was deferred, resulting in a collection rate of 96% in H1 compared to over 98% in former periods. There was no impact. on the collection from our logistic wholesale properties, which remain at nearly 100%. From our retail tenants, we collected 91% in H1, compared to nearly 100% in former periods, as the majority are essential goods which are performed very well during the lockdown. We expect to collect the deferred rent in the upcoming months, although in Germany tenants have the right to defer rent in Q2 and repay later within two years. The deferred rents carry interest of up to 8% and we expect the repayments to happen earlier assuming no frozen hotel.

Next question. Will you decrease any rents in your hotel portfolio? Do you see any chances for insolvency of your hotel?

We are discussing with our tenants to find suitable solutions out of this crisis. We will consider longer rent deferral periods, considering how long it will take to recover to a sustainable operational method. Our tenants are very professional, especially in stress situations, and are adjusting fast to market changes. We are working hard on individual solutions together with our tenants, and we expect to receive additional commitments in return for waived deferred rents, such as extension leases and higher rents in the future. In an extreme case where we see that the tenant is not able to perform or recover from the crisis, we can take over the operations and or replace with a new tenant or explore more deeply the alternative of converting these properties into micro-apartments or elderly homes. We will try to avoid this situation, but do have the fallback option. Currently, given that most locations have lifted the lockdown, we estimate the chances that hotel tenants will turn insolvent are quite low. As mentioned earlier, our hotel tenants are operating and managing hotels for decades and have proven track records of successfully navigating through past crisis situations and coming out from them. In a more pessimistic view of the situation, in case the virus continues to restrict travel again and for longer periods, market reports have suggested domestic demand will continue, which benefits our hotel portfolio as it is located in regions with strong domestic demand.

Next question. Could we get more light on the valuations in 2020? What were the valuation drivers? How much of the portfolio was valued in H1 2020? Was there an impact from COVID-19? What can be expected in the next period?

We have performed valuations of over two-thirds of our portfolio compared to around usually half of the portfolio evaluated in the semi-annual report. In particular, we requested from our external valuators to perform valuations of our hotel portfolio, of which 95% was evaluated in H1 2020. As always, the valuations were carried out by external professional valuators. In the first half of 2020, we have recorded positive valuations of €564 million, plus 2.5% on a life-for-life basis. 60% of the life-for-life valuations resolved from operation improvement, 50%, and the remaining from yield compression. The overall yield compression was close to 0.1%. We see the stimulus package supporting also the investment and transaction markets. Over 100 billion of German government bonds expire in 2020 and 2021, with an average yield of 3%, whereas the current 10-year yield is well below 0%. We see this yield pressure driving more capital into real estate properties, increasing the demand. We have seen the office portfolio performing well with plus 5% life for life value growth. The properties are very well located across strong cities in Germany and in the Netherlands and benefit from very strong fundamentals which proved in the crisis to be sustainable and relatively resilient. Looking forward, we expect the office valuations to remain stable supported by low yield compression. The residential portfolio held by GCP and not consolidated in the round-times evaluation results, showed also good valuation results with plus 3% life for life value books. Our retail portfolio valuation was stable with 1% life for life. Approximately half of the retail portfolio is comprised of essential goods, which is performing very well, also in the peak of the low. After the outbreak, We have sold around 600 million of retail properties, primarily in small non-core cities, at a premium to book value, highlighting our conservative valuations. On average, we expect the valuations of retail to remain stable. In the second quarter of 2020, our valuators performed an extensive effort and valued 95%, as mentioned, of the hotel properties. As the hotel industry has heavily impacted from the pandemic, it was important to for us to get an update here on the value impact on the properties, even though the transaction market for hotel properties practically froze and could not provide any reference point. The updated valuations on a like-for-like basis decreased by 3.4%. The specific sector experienced yield expansion of 0.2% in average. We have seen a moderate valuation decrease across the portfolio, minus 3.8% in Germany and minus 3.5% in the U.K., positive of 0.4% in the Benelux and minus 4% in other locations. Benelux is an exception with nearly 2% positive life-to-life growth, as these region clusters include hotel resorts, which are performing very strongly and have a very good outlook. The impact on security was higher, as the recovery from the lockdown is slower. Nevertheless, for the entire portfolio, including the hotels, We recorded a positive evaluation due to our small location and the rectification of different aspects.

What was the impact of the lockdown on your operations and did it cause any damage?

The health and safety of our employees is one of the highest responsibilities which we take very seriously. We initiated across the company distancing measures to working from home, virtual meetings, virtual roadshows, travel reductions, and so forth. Before returning to the office, face masks have been handed out and sanitizers installed in all entrances as well as distancing policies passed. The lockdown did not materially impact our operations, and we were able to adapt very fast to the changed situation due to our remote working capabilities and experiences. Our IT infrastructure has always been built up flexible with remote working options as it is not unusual for us to work from home or on the road. Prior to the lockdown, our IT team has also respect all systems and set up additional securities in order to be well prepared.

Your acquisition activity significantly decreased. Is this the result of the crisis? And if so, when do you plan to restart? How much firepower do you have for acquisitions? What is the updated expected yield from new acquisitions?

We have fought our acquisition activity at the outbreak of the crisis and its uncertainty of the impact and duration. We prefer to maintain our high liquidity for the right opportunities. Crisis situations usually produce unique acquisition opportunities of distressed horse sellers at significant discounts. We experienced this in the 2008-2009 crisis when banks and other financial institutions unloaded their foreclosed assets in the few years following the crisis. Besides the few acquisitions we have basically been signed prior to the crisis, we also merged this year with CLG, which adds a portfolio of close to 5 billion euros, and thus exceeding our acquisition volume of the past year. Since the lockdown has been lifted, we started to receive many deals from our deal sourcing network, And we are currently reviewing a pipeline of over 500 million euros. We firepower in the amount of 3 billion euros. Our adjusted yield for new acquisitions is to reach an unlevered NOI yield of 7% on total costs within four years after the acquisition. Another way of acquisition is executed by our share buyback program. in which we acquire additional positions of our own property at 40% discount to the net asset value, equivalent to the discount our share price trades to our NAV.

You disposed and signed for disposal a significant amount of properties in the recent period. What is the strategy behind it and what is the plan going forward?

Year-to-date, we signed disposals of 1 billion euros, of which 240 million euros were closed during H1 2020, sold 2% above book value and 81% above total costs. The vast majority of the disposals were signed after the pandemic outbreak and priced in the current market environment. The disposals follow our strategy to recycle capital of non-core properties, which are either locations not in our focus or asset types, and also mature assets, which are properties where the majority of upsides has been lifted. The proceeds shall be used to capture higher value in new acquisitions. Freed up funds are further strengthening our liquidity and part of it is funding our share buyback program. Acquiring shares at a huge discount to NAV, fueled by disposals above NAV, enables the around town team to benefit from the large mismatch between the share price and actual market levels. creating massive shareholder value. Arantan will continue to dispose properties and benefit from this buyback and currently has an advanced disposal pipeline of over 1 billion euros. We have the ability to extend our share buyback program and can acquire up to 20% of the aggregate nominal amount issued of share capital.

Next question. How much of the buyback program was utilized already? What is your stand with the shares you have in treasuries? Also, when do you make a decision if you pay or don't pay a dividend?

We set up the buyback program to benefit from the significant share price discount to the airplane regime while disposing assets of a good value. The buyback program is set until the end of this year and the volume is up to 500 million euros. The buyback is done by an external financial institution without the involvement of the company. In the past weeks, an amount of around 20 million euros The progress of the program is also presented in our website in the investor relations section. We have completed over 25% of the program so far, and in this space we will probably utilize the entire program amount before the year ends. The shares are brought back at an average share price of 5.1 euro per share. which is over 40% below our EPRON per share, thus creating significant shareholder value. The plan is to use this share for script dividends, acquisitions, capital increases, and more. In case the buyback program will be completed, and with the support of disposals higher than book values, we will consider to increase and extend the current program as long as the share price remains to be in a tip discount to our EPRON EV. Regarding the dividends, our decision to postpone the decision for distribution remains. Unfortunately, there are still significant uncertainties about the stability of the market, the willingness of governments to continue to support the market massively, the risk for a second wave, especially in the upcoming colder season, and with its further potential lockdowns, which would impact the travel and tourism industry. We can convene a general meeting at any time this year, in case the situation improves. Even though the lockdowns have been lifted officially, we all feel that things are not yet back to normal. As we mentioned, we estimate that the current situation might result in a financial distress for some players, which leads to very attractive wholesale opportunities, which we want to be able to execute. Unless companies have problems already going into the crisis, it usually takes time to get into a distressed situation with no more options to recover. We experienced these opportunities in the global financial crisis in 2009, where in the following years we had made many very good transactions, which created very long-term value for our shareholders.

Next question. Are you planning to access the capital markets again? You recently bought back part of your bonds. What is the plan? We have a very large pool of unencumbered assets. Would you consider to focus more on bank financing now in times of high volatility?

Due to our high amount of cash and liquid assets, which we aspire to enter in the crisis, and due to our high headroom to all our covenants, we are in no need to access the capital market at these volatile times. Our disposals, of which we signed of 1 billion euros year-to-date, are bad food values, frozen and poor on liquidity and equity positions. The funds are partially used to fund our 500 million euro series buyback program. We bought back part of our bonds with shorter maturities in 2022, 2023 and 2024. Our general policy is to extend and maintain a long average debt maturity and with that refinance ahead of maturities. Bank financing is in general always part of our diverse funding mix.

Can we get information on the lappings during the second quarter of 2020? How many square meters were left and what price level?

In the second quarter of 2020, a round-sum concluded contracts for about 128 square meters, which represent 19 million euro annual net rents, two-thirds of which refer to prolongation of existing tenants and a third to new tenants. The prolongation were done mainly in the office sector at 10.4 euro per square meter a 2.4% like-for-like increase. Also, the new lettings focused in the office sector and were done at 14 euro per square meter. The lettings concentrated in the second quarter were mainly in the office properties. The average interest rate per square meter for prolongation in the office segment was 10 euro with a value of 3.5 years, and the new lettings in the office segment were concluded at 14 euro per square meter on average and a value of 7.5 years.

The rent like-for-like amounted to 3% in the last 12 months, below the previous levels. What is the reason for the lower results and what can we expect to see in the next period?

The like-for-like for the period was 3%, 3.2% from interest rent growth and a negative 0.2% occupancy growth. We experienced the strongest like-for-like increases in Berlin, Amsterdam, Rotterdam, Utrecht and Leipzig. The interest rate of Life4Life remained stable in comparison to previous, while the Life4Life occupancy decreased and declined compared to previous periods. The decrease in the occupancy is due to a lower letting levels as the muted letting activities during the second quarter of 2020 had its impact. The delayed letting resulting from the lockdown and uncertainty in the market had affected the results and resulted in a slight decrease in the occupancy. Going forward, It is hard to estimate light-for-light results due to this uncertainty in the market. The longer the uncertainty will remain in the market, the harder it will be to let new spaces. The decrease in the occupancy light-for-light is expected to be offset by the extension or new space and from tenants following the leases, which is also by-product of the muted activity in the market.

What is the headroom to your covenants and do the perpetual notes carry any covenants?

We have significant headroom to our covenants as our actual levels are very strong. We have always maintained a large headroom as we built the company with a focus on a conservative capital structure. Thus, we were able to achieve a strong credit rating early after the public. Perpetual notes do not have any covenants as they are fully subordinated equity instruments without any maturity date more default rights or governance. In the current market situation, it will become more clear that these instruments provide a safety cushion in the same way as equity and loss of debt.

What is the status with your ongoing development and the plan with the building rights? Did the crisis impact the strategy? How much of the development rights is committed to ethics?

As of June 2020, we identified development rights in the amount of 1.6 billion euros, accounting for about 5% of the total assets. Our strategy remains, regardless of the crisis, to analyze the portfolio and identify underutilized space where we can extract the value potential by getting building rights of unused land on plots of existing properties, conversion rights and sell or potentially develop when the risk is low. We will consider executing development in our top locations only if it will meet certain criteria, such as pre-leg contracts and more than 10% unlevered NOI yields over the costs. The development rights we identified are mainly for residential and office properties, but as they are not finalized yet, could also change in order to further optimize. Over 50% is located in Berlin, 15% in Frankfurt, 10% in Hamburg and 5% in Dresden. Therefore, our committed capex is proportionally low and amounts to 200 million euros, less than 1% of the portfolio value, and is related to the ongoing projects. We have a few projects currently under construction. A large office building in Frankfurt and one of the best locations in Frankfurt next to the main train station, which we started to fully refurbish in the beginning of this year. The property will be repositioned to capture the high upset potential as it was significantly under-rented when we acquired it. Please also see slide 49 in the appendix of the presentation for more information about this project. Further, currently under construction are two high-quality office projects in the center of Gersen, which is a market characterized by low supply and high demand. One project is expected to be completed this year, and 70% is already pre-let, with the main tenants being government and blue-chip companies at 10-year lease contracts. The second project is expected to be completed next year, and 70% of the space is under final negotiations for pre-letting. We have a few other projects currently in progress. The largest is a hotel in Prime Center, Brussels, which we expect to be finalized next year and will result in a full repositioning of this property. Another project in Berlin, Treptow, at the river, a mixed-use building on Kurfürstendamm in Berlin, one of the best areas in Berlin, where we extended the top floors, is being finalized end of this year and already partially pre-lit. In addition, during the lockdown, We push forward two CAPEX projects in Berlin, Frankfurt and Cologne, which usually are done section by section. In general, due to the lockdown, we use the opportunity of fully closed hotels and execute the CAPEX measures, which will then be done faster.

Next question. What are your next steps after the merger with PLG? When will the new management come into effect? Will you increase your holding through a squeeze-out maybe? What about a domination agreement or delisting?

We are currently in the integration process. The crisis only slowed down the integration process slightly as both companies focused their resources on management actively. We have identified and listed several operational synergies already and we also announced the new management a few months ago. The CEO of the combined group will be Shmuel Mayo, Eyal Ben David will be the CFO, Barak Bachen will be the COO and Co-CEO, myself will be the Chief Capital Market Officer, the CCMO, and Klaus Tegel will be the Chief Development Officer, the CDO. Shmuel, Eyal and myself, you already know, Barak is currently the CEO of TLG and Klaus is currently a member of the Supervisory Board of TLG and Chairman of of TLG's project development committee. Both come with a large pack of skills and many years of experience they gained in the real estate industry. Barak has various management positions with Elat Group, a large real estate developer headquarters in the US, and was CEO of their European business. Klaus has extensive experience in the German real estate industry, among others as managing directors at Goldman Sachs Real Estate, Realty Management, as well as managing positions in BIM Holding AG, Deutsche Real Estate AG, Jones Lang Nassau, AGIV Real Estate AG and GIV Management. We hold around 80% in TRG and we might increase our holding in the future on an opportunistic basis. Domination agreements, squeeze-outs or delisting of TRG are currently not in our focus.

Can you give us some color about the synergies from the merger that have already been realized or will be realized in the current year and also quantify the effects on the FFO?

We have started to extract the operational synergies streaming from share knowledge, economies of scale and cost saving measures. The impact on 2020 FFO will be low, but we expect to see an impact starting from 2021. As to financing synergies coming from rating upgrades to A- rating, currently we see the rating upgrade to be postponed due to the negative market sentiment and from the uncertainty in the market due to the pandemic. We do not expect Standard & Poor's to upgrade companies at this time and it accordingly is affected. Once the stability will return to markets, we expect to get the acknowledgement from Standard & Poor's from the stronger portfolio and financial profile supported by the merger.

Those were the questions that we received prior to this call. We can now start the open session for your questions. We would appreciate if you can ask all your questions at once and we will answer them one by one.

Thank you very much. Then we will now begin our question and answer session via the telephone line. If you have a question for our speakers, please dial 0 and 1 on your telephone keypad now to enter the key. Once your name has been announced, you can ask a question. If you find your question is answered before does your turn to speak, you can dial 0 and 2 to answer your question. If you're using speaker equipment today, please lift the handset before making your selection. One moment please for the first question. We've received the first question. It is from Manuel Matin of AutoBHF. Your line is now open. Please go ahead.

Thank you, gentlemen, for taking my question. I have two questions regarding the valuation. One is concerning the hotel portfolio valuation. If I understood correctly, you valued 95% of the hotel portfolio, and you usually value properties only once a year. Are you going to make an exception given the volatility in the market and revalue the hotel portfolio maybe in Q3 and Q4 again? That would be the first question. Second question, similar to the rest of the portfolio, as you have revalued, I think, two-thirds of the portfolio. Thank you.

Hi, Manuel.

Thank you very much. Yes, we will consider an additional update for the valuation in case we see changes in the market that are not expected. And the remaining of the other portfolio will be revalued by year-end.

Thank you. Then we go to the next question. It is from Kai Kloser of Bloomberg. The line is now open. Please go ahead.

Yes, good morning. I've got two questions. First one could indicate how many hotels have opened again. I think you were planning, or you were told that about 66% are planning to be opened again by June. Can you give an update on that? And the second question, on the Quebec's plan, you mentioned 200 million. Is this the amount you plan to spend in this year, or is it the total amount? So if you could indicate how much was spent in the first half and will be spent in the remainder of this year. Thank you.

Hi, Guy. So, thank you for your questions about the hotels. 95% of the hotels are open at the moment. Referring the capex, we spent 144 million euros of capex in the first half, and we expect a similar behavior in the next quarter.

Thank you all for the many questions we received and for your participation in this call. Finally, let me say that at the Roundtable, our employees across all functions and levels are fully aware of the challenges that lie ahead of us. We increase our resources wherever needed and accelerate the digitalization process across our operations in order to provide our staff all tools needed to maintain the best operational results for our tenants, investors, and the environment. So thank you again for your time today, and we hope to meet you soon again in person. Goodbye.

Ladies and gentlemen, thank you for your attendance. This call has been concluded. You may disconnect.