Great. And as we move forward, if we continue to get these inquiries and we see some of the inventory levels coming down and obviously, with the burn capacity of what it's been in the last two months, we're very hopeful that we can get back to somewhat of a normal run rate in the second half of the year.Now there are a lot of uncertainties that are still tied to that. This decision does not come lightly. There were some comments along those lines in the prepared remarks. And we'd certainly like to see the natural gas prices moving higher, that should help even further going into 2021. Coal production at the Pennsylvania Mining Complex decreased to 2.4 million tons in Q2 of '20 compared to 7.2 million tons in the year ago quarter. This led to an unprecedented destruction in energy demand, specifically in the second quarter of 2020. In the second quarter, we suspended CCR's cash distribution to all unitholders, which resulted in an annual cash conservation of approximately $22 million for CEIX and approximately $58 million for CCR.


But we can continue to run on the maintenance capex if we need to.And one thing that I'll add to that, Nick, as we said many times before that we are well capitalized in the Pennsylvania Mining Complex. Despite a decline in shipments, our terminal revenues for the quarter were only modestly impaired at $15.9 million compared to $16.7 million in the year ago quarter. If the present dynamic were to continue, meaning gas prices where they are right now or getting better as the contracts kind of move into the future and production kind of stays where it is, and if the weather is normal -- I realize three major issues there, but how long do you think it would take to get the market back to some sense of supply/demand balance, if you had to venture a guess from what you see?My best guess at this time, if I were trying to give you a straight answer, which I will, Mark, is somewhere between three to six months. And then for 2021 capex, how can we think about that relative to the 2020 spend?We have -- obviously, we don't have a 2021 guidance out there for capex. Great. So that's encouraging. We first dealt with the weak demand early in the year due to a warmer-than-normal winter, then the COVID-19 pandemic hit us all, with most economies across the world essentially grinding to a halt to try to stop the spread of this disease. I hope you enjoy retirement, and can't tell you how much I've enjoyed getting to know you over the years and wish you all the best.Absolutely. This involves adjusting our cost structure and operating schedules to best align them with demand and preserve margins, working closely with our customers to manage shipment and inventory levels, as well as contractual obligations, maintaining operational flexibility and limiting any discretionary spending. For credentialed media, please contact: Zachery Smith Manager — External Affairs Phone: (724) 416-8291 ZacherySmith@consolenergy.com.

We will continue to focus on implementing our enhanced cleaning and disinfectant practices at our mines, both on the surface and underground. The improvement was primarily driven lower mine maintenance and supply cost, contractors and purchase service costs, and subsidence expense. With COVID infections still rising domestically and globally, we remain cautious and will continue to remain market-driven, staying focused on cost containment and managing liquidity will be our top priorities. We are also fully contracted for 2020, but we'll remain nimble and willing to work closely with our customers as we weather the storm together.In summary, our key priorities for the remainder of 2020 are, first, to ensure the health and safety of our workforce, their families and the communities in which we operate amid the ongoing COVID-19 pandemic; secondly, to safely and compliantly produce our high-quality coal to lowest possible costs; third, to continue to prioritize our liquidity through cash preservations and controlling the things that are within our control; fourth, to continue to improve our balance sheet and manage our liquidity; and finally, to work with our customers to ensure that the long-term nature of our relationships continue as we navigate this pandemic together.One final item before we move on to the question-and-answer portion of today's call. We're deep in conversations with a couple of other key customers about term business. Well, maybe I'll ask a qualitative question then. After a tough start to the year, where coal demand was impacted by mild winter weather and low natural gas prices, we were then hit with the widespread government-imposed shutdowns of non-essential businesses due to the COVID-19 epidemic.

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