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Live Nation Entertainment Reports Second Quarter 2017 Financial Results

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LOS ANGELES, Aug. 9, 2017 /PRNewswire-HISPANIC PR WIRE/ —

Highlights (year-over-year):

  • Revenue Up 29% for the Quarter to $2.8 Billion
  • Operating Income Up 53% for the Quarter to $113 Million
  • Adjusted Operating Income Up 22% for the Quarter to $221 Million
  • Net Cash Provided by Operating Activities Increased for the Quarter to $43 Million
  • Free Cash Flow Adjusted Up 42% for the Quarter to $154 Million
  • Event-Related Deferred Revenue Up 31% to $1.5 Billion as of June 30
  • Concert Tickets Sold for 2017 Shows are Over 68 Million, Up 22% through July
  • Sponsorship & Advertising Contracted Net Revenue Up Double Digits through July
  • Ticketmaster Fee-Bearing GTV at Constant Currency Up 13% through June

 

Live Nation Entertainment (NYSE: LYV) today released financial results for the three and six months ended June 30, 2017.

Live Nation continued growing its businesses in the second quarter, with revenue up 29%, operating income up 53% and adjusted operating income, or AOI, up 22%, while net cash provided by operating activities increased to $43 million, and free cash flow – adjusted increased to $154 million, up 42%.  All three segments grew as we continued demonstrating the strength of our business model.  Our concerts business is our flywheel, selling over 68 million tickets to shows this year through July, 12 million more tickets than at this point last year.

This demonstrates that we have built the industry’s most scalable and unparalleled live platform, bringing over 550 million fans in 40 countries to live events each year.  With key metrics in each of concerts, sponsorship and ticketing pacing double digits ahead of last year, we are confident that 2017 will be another record year of results for Live Nation.

Concerts Delivered Record Attendance

Starting with the concerts business, in the second quarter we promoted over 7 thousand shows for 24 million fans, an increase of 5.5 million fans from the second quarter last year.  As a result, for the quarter we grew revenue by 34%, operating income increased to $38 million, and AOI grew by 51% to $88 million.

We extended our position as the leading promoter in the world as we delivered growth across all markets and venue types.  We increased attendance in North America and internationally by over 2 million fans each; and arenas, amphitheaters, stadiums, festivals and theaters all increased attendance by double digits.  As we attract more fans to concerts, we continue to focus on maximizing the revenue and profitability of each show.  This starts with attracting more fans to each show, and during the quarter we increased our average show attendance by 11%, with every venue type delivering higher attendance per show.

Additionally, our food and beverage initiatives at our amphitheaters continue to improve the onsite experience, driving increased spend per fan with programs ranging from increasing the number of points of sale to improved product offerings to optimized pricing.  As a result, we continue to expect to increase ancillary spend by approximately $2 per fan again this summer.

Given the strong performance of our shows to date and the pipeline of shows for the rest of the year, I expect us to grow our fan base to 80 million this year.  And with these additional fans I am confident that we will deliver strong growth in our concerts results, providing the flywheel to grow our sponsorship and ticketing businesses.

Sponsorship & Advertising Delivered Continued Growth

In the sponsorship & advertising business, we again delivered strong growth this quarter, with revenue up 31%, operating income up 19%, and AOI up 21%.  Live Nation’s ongoing success in growing its high-margin sponsorship & advertising business is based on its unique scale and breadth in the live experience space.  No other advertising platform can match our 80 million onsite engaged fans, over 550 million direct connections with fans attending events each year and over 2 billion touch points across our digital reach.  From festivals to branded content to exclusive access to tickets and events, the combined Live Nation concerts and Ticketmaster platforms deliver an audience unmatched in music.

Our growth continues to be strongly driven by our strategic brand relationships, with over 50 sponsors that each spend more than $1 million with us each year, across our onsite and online platforms to reach that highly sought after millennial customer.  This group accounts for over 75% of our total sponsorship, and through the second quarter their committed spend has grown by 25% to over $250 million.

Festival sponsorship continues to provide the most attractive onsite platform; in the second quarter we grew revenue in this category by 32% year-on-year, and for the full year we are tracking toward mid-teens growth across our 95 festivals with over 8 million fans.

Based on this strong start to the year, and now with over 90% of our planned sponsorship for the year under contract, I currently expect double-digit operating income and AOI growth in the low teens for this business for the full year.

Ticketmaster Marketplace Growing

Ticketmaster continues to demonstrate that it is the best marketplace for venues, teams and artists to sell tickets to fans globally, with gross transaction value, or GTV, growth on fee-bearing tickets up 8% for the quarter, at constant currency.  Year-to-date, fee-bearing GTV is up 13%, and the past three quarters have been the highest transacted GTV quarters in the company’s history.  As a result, Ticketmaster’s revenue for the quarter was up 9%.  Year-to-date, revenue was up 15%, operating income was up 20%, and AOI was up 13%, with quarterly timing impacted by the shift in concert onsales to the first quarter as we discussed last quarter.

Our success at Ticketmaster starts with providing fans with the best solution to their ticketing needs.  Building on our integration of primary and secondary tickets, we have now expanded our listings to also include secondary tickets to shows for which Ticketmaster is not the primary ticketer, all purchased through the same checkout flow.  This has now increased the number of events we have listed by 35%, further leveraging the 120 million fans visiting our online sites per month.

And as we expand our inventory, we continue improving the customer purchase process, helping us increase conversion by high single digits on desktop and double digits on mobile sites.  As we increase conversion on mobile sites, we also continue to see a strong shift in purchase behavior to mobile, with these sites and our apps accounting for 31% of our sales in the quarter, up 27% year-on-year.

Along with the focus on fan experience, we are also providing venues, teams and artists with the additional tools and services to more effectively price and distribute their tickets.  One of the services we uniquely provide is the range of distribution partners that can sell incremental tickets for our clients.  For the quarter, these off-platform sales are up 11%, and year-to-date they are up 21% to almost 7 million tickets.

On the new product road map, we are seeing great success with our Verified Fan product, which enables artists to prioritize the distribution of tickets to actual fans utilizing our proprietary Ticketmaster scoring algorithm of fan behavior.  Since launching the product earlier this year, we have worked with 50 artists in the United States and Europe to sell over 1 million tickets to true fans, with a dramatic reduction in these tickets then being sold on secondary sites.

Overall, our Ticketmaster results are validating our dual strategy of delivering an effective marketplace for fans to buy tickets while providing a great software solution to venues, teams and artists looking to maximize the value of their events.  By continuing to do so effectively, I expect us to again deliver high-single-digit growth in ticketing operating income and AOI this year.

Summary

2017 is on track to be another year of growth and record results for the company.  Our key indicators for our businesses — concert tickets sold for shows this year, contracted sponsorship, and fee-bearing ticketing GTV — are all pacing double digits ahead of last year and as a result we expect each of our businesses to deliver record revenue, operating income and AOI this year.

Michael Rapino
President and Chief Executive Officer
Live Nation Entertainment, Inc.

The company will webcast a teleconference today at 5:00 p.m. Eastern Time to discuss its financial performance. Interested parties should visit the Events & Webcasts section of the company’s website at investors.livenationentertainment.com to listen to the webcast. Supplemental statistical and financial information to be provided on the call, if any, will be available under the Reports section at the same link. A replay of the webcast will also be available on the Live Nation website.

Notice Regarding Financial Statements

The company has provided certain unaudited financial statements at the end of this press release for reference. These unaudited financial statements should be read in conjunction with the full unaudited financial statements, and the notes thereto, set forth in the company’s Quarterly Report on Form 10-Q filed with the Securities and Exchange Commission today and available on the SEC’s website at sec.gov.

About Live Nation Entertainment

Live Nation Entertainment, Inc. (NYSE: LYV) is the world’s leading live entertainment company comprised of global market leaders: Ticketmaster, Live Nation Concerts, and Live Nation Media & Sponsorship. For additional information, visit investors.livenationentertainment.com.

FINANCIAL HIGHLIGHTS – 2nd QUARTER

(unaudited; $ in millions)

Q2 2017
Reported

Q2 2016
Reported

Growth

Q2 2017
Constant
Currency

Growth at
Constant
Currency

Revenue

Concerts

$

2,249.9

$

1,681.8

34%

$

2,279.7

36%

Sponsorship & Advertising

124.6

95.2

31%

126.1

32%

Ticketing

484.6

443.3

9%

490.0

11%

Other and Eliminations

(40.4)

(41.0)

1%

(40.4)

1%

$

2,818.7

$

2,179.3

29%

$

2,855.4

31%

Operating Income (Loss)

Concerts

$

37.5

$

2.8

*

$

36.8

*

Sponsorship & Advertising

70.4

59.1

19%

71.6

21%

Ticketing

43.7

46.8

(6%)

42.8

(9%)

Other and Eliminations

(5.2)

(4.2)

(24%)

(5.2)

(24%)

Corporate

(33.0)

(30.4)

(9%)

(33.0)

(9%)

$

113.4

$

74.1

53%

$

113.0

52%

Adjusted Operating Income (Loss)

Concerts

$

88.4

$

58.4

51%

$

88.6

52%

Sponsorship & Advertising

77.1

63.8

21%

78.3

23%

Ticketing

89.1

87.5

2%

89.0

2%

Other and Eliminations

(6.0)

(3.7)

(62%)

(6.0)

(62%)

Corporate

(27.2)

(25.1)

(8%)

(27.2)

(8%)

$

221.4

$

180.9

22%

$

222.7

23%

* percentages are not meaningful

 

FINANCIAL HIGHLIGHTS – 6 MONTHS

(unaudited; $ in millions)

6 Months
2017
Reported

6 Months
2016
Reported

Growth

6 Months
2017
Constant
Currency

Growth at
Constant
Currency

Revenue

Concerts

$

3,113.1

$

2,436.7

28%

$

3,156.8

30%

Sponsorship & Advertising

188.6

152.8

23%

191.0

25%

Ticketing

978.3

849.1

15%

989.2

16%

Other and Eliminations

(48.1)

(51.7)

7%

(48.2)

7%

$

4,231.9

$

3,386.9

25%

$

4,288.8

27%

Operating Income (Loss)

Concerts

$

(38.3)

$

(63.8)

40%

$

(41.1)

36%

Sponsorship & Advertising

96.8

84.4

15%

98.6

17%

Ticketing

98.3

82.1

20%

96.3

17%

Other and Eliminations

(5.0)

(5.9)

15%

(5.0)

15%

Corporate

(59.7)

(55.9)

(7%)

(59.7)

(7%)

$

92.1

$

40.9

*

$

89.1

*

Adjusted Operating Income (Loss)

Concerts

$

66.3

$

41.4

60%

$

65.7

59%

Sponsorship & Advertising

110.4

94.4

17%

112.2

19%

Ticketing

192.4

169.6

13%

191.8

13%

Other and Eliminations

(6.5)

(5.9)

(10%)

(6.5)

(10%)

Corporate

(49.1)

(45.1)

(9%)

(49.1)

(9%)

$

313.5

$

254.4

23%

$

314.1

23%

* percentages are not meaningful

 

  • As of June 30, 2017, total cash and cash equivalents were $2.2 billion, which includes $704 million in ticketing client cash and $464 million in free cash.
  • Event-related deferred revenue was $1.5 billion as of June 30, 2017, compared to $1.2 billion as of the same date in 2016.
  • For the quarter ended June 30, 2017, net cash provided by operating activities was $804 million and free cash flow — adjusted was $154 million.
  • We currently expect capital expenditures for the full year to be approximately $220 million, with approximately 50% to be revenue generating capital expenditures.
  • We currently expect the amortization of nonrecoupable ticketing contract advances for the full year 2017 to be approximately in line with the total amount in 2016.

 

KEY OPERATING METRICS

Q2 2017

Q2 2016

6 Months
2017

6 Months
2016

(in thousands except estimated events)

Concerts (1)

Estimated events:

North America

5,185

4,437

8,934

7,885

International

2,535

2,196

4,742

4,593

Total estimated events

7,720

6,633

13,676

12,478

Estimated fans:

North America

15,287

12,216

21,055

17,056

International

9,306

6,837

14,400

10,915

Total estimated fans

24,593

19,053

35,455

27,971

Ticketing (2)

Number of fee-bearing tickets sold

47,497

43,459

97,099

87,982

Number of non-fee-bearing tickets sold

54,539

60,608

132,974

137,090

Total tickets sold

102,036

104,067

230,073

225,072

(1)

Events generally represent a single performance by an artist.  Fans generally represent the number of people who attend an event.  Festivals are counted as one event in the quarter in which the festival begins, but the number of fans is based on the days the fans were present at the festival and thus can be reported across multiple quarters.  Events and fan attendance metrics are estimated each quarter.

(2)

The number of fee-bearing tickets sold includes primary and secondary tickets that are sold using our Ticketmaster systems or that we issue through affiliates.  This metric includes primary tickets sold during the year regardless of event timing, except for our own events where our concert promoters control ticketing and which are reported as the events occur.  The non-fee-bearing tickets sold reported above includes primary tickets sold using our Ticketmaster systems, through season seat packages and our venue clients’ box offices, along with tickets sold on our ‘do it yourself’ platform.

Reconciliation of Certain Non-GAAP Measures to Their Most Directly Comparable GAAP Measures (Unaudited)

Reconciliation of Free Cash Flow Adjusted to Net Cash Provided by Operating Activities

($ in millions)

Q2 2017

Q2 2016

Net cash provided by operating activities

$

42.9

$

(6.4)

Less: Changes in operating assets and liabilities (working capital)

148.5

145.4

Free cash flow from earnings

$

191.4

$

139.0

Less: Maintenance capital expenditures

(31.2)

(24.2)

          Distributions to noncontrolling interests

(6.3)

(6.7)

Free cash flow — adjusted

$

153.9

$

108.1

Net cash used in investing activities

$

(96.9)

$

(133.7)

Net cash used in financing activities

$

(19.1)

$

(15.8)

 

($ in millions)

6 Months 2017

6 Months 2016

Net cash provided by operating activities

$

803.6

$

511.0

Less: Changes in operating assets and liabilities (working capital)

(549.0)

(318.6)

Free cash flow from earnings

$

254.6

$

192.4

Less: Maintenance capital expenditures

(55.7)

(37.6)

          Distributions to noncontrolling interests

(18.5)

(22.2)

Free cash flow — adjusted

$

180.4

$

132.6

Net cash used in investing activities

$

(171.9)

$

(219.4)

Net cash used in financing activities

$

(24.2)

$

(69.1)

Reconciliation of Free Cash to Cash and Cash Equivalents

($ in millions)

June 30,
2017

Cash and cash equivalents

$

2,216.8

Client cash

(704.3)

Deferred revenue — event-related

(1,512.0)

Accrued artist fees

(59.7)

Collections on behalf of others

(40.6)

Prepaid expenses — event-related

564.1

   Free cash

$

464.3

Forward-Looking Statements, Non-GAAP Financial Measures and Reconciliations:

Certain statements in this press release constitute “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. Such forward-looking statements include, but are not limited to, statements regarding anticipated record results for the company in 2017; expectations regarding strong growth in the company’s concerts results, mid-teens growth in sponsorship revenue across the company’s festivals, double-digit operating income and adjusted operating income growth in the low teens for the company’s sponsorship & advertising business, and high-single-digit growth in ticketing operating income and adjusted operating income; expected increase in ancillary spend at the company’s amphitheaters this summer; and anticipated growth in the company’s fan base in 2017.  Live Nation wishes to caution you that there are some known and unknown factors that could cause actual results to differ materially from any future results, performance or achievements expressed or implied by such forward-looking statements, including but not limited to operational challenges in achieving strategic objectives and executing on the company’s plans, the risk that the company’s markets do not evolve as anticipated, the potential impact of any economic slowdown and operational challenges associated with selling tickets and staging events.

Live Nation refers you to the documents it files from time to time with the U.S. Securities and Exchange Commission, or SEC, specifically the section titled “Item 1A. Risk Factors” of the company’s most recent Annual Report filed on Form 10-K, and Quarterly Reports on Form 10-Q and its Current Reports on Form 8-K, which contain and identify other important factors that could cause actual results to differ materially from those contained in the company’s projections or forward-looking statements. You are cautioned not to place undue reliance on these forward-looking statements which speak only as of the date on which they are made. All subsequent written and oral forward-looking statements by or concerning Live Nation are expressly qualified in their entirety by the cautionary statements above. Live Nation does not undertake any obligation to publicly update or revise any forward-looking statements because of new information, future events or otherwise.

This press release contains certain non-GAAP financial measures as defined by SEC Regulation G. A reconciliation of each such measure to its most directly comparable GAAP financial measure, together with an explanation of why management believes that these non-GAAP financial measures provide useful information to investors, is provided herein.

Adjusted Operating Income (Loss), or AOI, is a non-GAAP financial measure that we define as operating income (loss) before acquisition expenses (including transaction costs, changes in the fair value of acquisition-related contingent consideration obligations, and acquisition-related severance and compensation), depreciation and amortization (including goodwill impairment), loss (gain) on disposal of operating assets and certain stock-based compensation expense. We use AOI to evaluate the performance of our operating segments. We believe that information about AOI assists investors by allowing them to evaluate changes in the operating results of our portfolio of businesses separate from non-operational factors that affect net income, thus providing insights into both operations and the other factors that affect reported results. AOI is not calculated or presented in accordance with GAAP. A limitation of the use of AOI as a performance measure is that it does not reflect the periodic costs of certain amortizing assets used in generating revenue in our business. Accordingly, AOI should be considered in addition to, and not as a substitute for, operating income (loss), net income (loss), and other measures of financial performance reported in accordance with GAAP. Furthermore, this measure may vary among other companies; thus, AOI as presented herein may not be comparable to similarly titled measures of other companies.

Constant Currency is a non-GAAP financial measure. We calculate currency impacts as the difference between current period activity translated using the current period’s currency exchange rates and the comparable prior period’s currency exchange rates.  We present constant currency information to provide a framework for assessing how our underlying businesses performed excluding the effect of foreign currency rate fluctuations.

Free Cash Flow — Adjusted, or FCF, is a non-GAAP financial measure that the company defines as net cash provided by (used in) operating activities less changes in operating assets and liabilities, less maintenance capital expenditures, less distributions to noncontrolling interest partners. The company uses FCF among other measures, to evaluate the ability of its operations to generate cash that is available for purposes other than maintenance capital expenditures. The company believes that information about FCF provides investors with an important perspective on the cash available to service debt, make acquisitions, and for revenue generating capital expenditures. FCF is not calculated or presented in accordance with GAAP. A limitation of the use of FCF as a performance measure is that it does not necessarily represent funds available for operations and is not necessarily a measure of the company’s ability to fund its cash needs. Accordingly, FCF should be considered in addition to, and not as a substitute for, net cash provided by (used in) operating activities and other measures of financial performance reported in accordance with GAAP. Furthermore, this measure may vary among other companies; thus, FCF as presented herein may not be comparable to similarly titled measures of other companies.

Free Cash is a non-GAAP financial measure that the company defines as cash and cash equivalents less ticketing-related client funds, less event-related deferred revenue, less accrued expenses due to artists and cash collected on behalf of others, plus event-related prepaids. The company uses free cash as a proxy for how much cash it has available to, among other things, optionally repay debt balances, make acquisitions and fund revenue generating capital expenditures. Free cash is not calculated or presented in accordance with GAAP. A limitation of the use of free cash as a performance measure is that it does not necessarily represent funds available from operations and it is not necessarily a measure of our ability to fund our cash needs. Accordingly, free cash should be considered in addition to, and not as a substitute for, cash and cash equivalents and other measures of financial performance reported in accordance with GAAP. Furthermore, this measure may vary among other companies; thus, free cash as presented herein may not be comparable to similarly titled measures of other companies.

Reconciliations of Certain Non-GAAP Measures to Their Most Directly Comparable GAAP Measures (Unaudited)

Reconciliation of Adjusted Operating Income (Loss) to Operating Income (Loss)

($ in millions)

Operating
income
(loss)

Stock-based
compensation
expense

Loss (gain)
on disposal
of operating
assets

 

Depreciation
and

amortization

Acquisition
expenses

Adjusted
operating
income
(loss)
reported

Foreign
exchange
impact

Adjusted
operating
income
(loss)
constant
currency

Three Months Ended June 30, 2017

Concerts

$

37.5

$

2.0

$

0.1

$

46.1

$

2.7

$

88.4

$

0.2

$

88.6

Sponsorship & Advertising

70.4

0.3

6.4

77.1

1.2

78.3

Ticketing

43.7

1.1

43.2

1.1

89.1

(0.1)

89.0

Other and Eliminations

(5.2)

(0.8)

(6.0)

(6.0)

Corporate

(33.0)

4.8

1.0

(27.2)

(27.2)

Total Live Nation

$

113.4

$

8.2

$

0.1

$

95.9

$

3.8

$

221.4

$

0.1

$

222.7

Three Months Ended June 30, 2016

Concerts

$

2.8

$

2.9

$

(0.4)

$

49.9

$

3.2

$

58.4

$

$

58.4

Sponsorship & Advertising

59.1

0.3

4.4

63.8

63.8

Ticketing

46.8

0.6

39.9

0.2

87.5

87.5

Other and Eliminations

(4.2)

0.3

0.2

(3.7)

(3.7)

Corporate

(30.4)

4.4

0.1

0.9

(0.1)

(25.1)

(25.1)

Total Live Nation

$

74.1

$

8.2

$

(0.3)

$

95.4

$

3.5

$

180.9

$

$

180.9

Six Months Ended June 30, 2017

Concerts

$

(38.3)

$

4.7

$

(0.6)

$

92.6

$

7.9

$

66.3

$

(0.6)

$

65.7

Sponsorship & Advertising

96.8

0.7

12.9

110.4

1.8

112.2

Ticketing

98.3

2.0

90.6

1.5

192.4

(0.6)

191.8

Other and Eliminations

(5.0)

(1.5)

(6.5)

(6.5)

Corporate

(59.7)

8.7

1.9

(49.1)

(49.1)

Total Live Nation

$

92.1

$

16.1

$

(0.6)

$

196.5

$

9.4

$

313.5

$

0.6

$

314.1

Six Months Ended June 30, 2016

Concerts

$

(63.8)

$

5.9

$

(0.4)

$

93.8

$

5.9

$

41.4

$

$

41.4

Sponsorship & Advertising

84.4

0.7

9.3

94.4

94.4

Ticketing

82.1

1.6

85.7

0.2

169.6

169.6

Other and Eliminations

(5.9)

(0.2)

0.2

(5.9)

(5.9)

Corporate

(55.9)

8.9

0.1

1.8

(45.1)

(45.1)

Total Live Nation

$

40.9

$

17.1

$

(0.3)

$

190.4

$

6.3

$

254.4

$

$

254.4

 

LIVE NATION ENTERTAINMENT, INC.

CONSOLIDATED BALANCE SHEETS

(unaudited)

June 30,
2017

December 31,
2016

(in thousands)

ASSETS

Current assets

Cash and cash equivalents

$

2,216,812

$

1,526,591

Accounts receivable, less allowance of $32,871 and $29,634, respectively

865,107

568,936

Prepaid expenses

850,340

528,250

Other current assets

52,019

49,774

Total current assets

3,984,278

2,673,551

Property, plant and equipment

Land, buildings and improvements

887,145

838,545

Computer equipment and capitalized software

566,650

524,571

Furniture and other equipment

281,417

256,765

Construction in progress

138,231

125,430

1,873,443

1,745,311

Less accumulated depreciation

1,056,070

993,775

817,373

751,536

Intangible assets

Definite-lived intangible assets, net

798,097

812,031

Indefinite-lived intangible assets

368,913

368,766

Goodwill

1,754,974

1,747,088

Other long-term assets

527,791

411,294

Total assets

$

8,251,426

$

6,764,266

LIABILITIES AND EQUITY

Current liabilities

Accounts payable, client accounts

$

858,089

$

726,475

Accounts payable

123,940

55,030

Accrued expenses

1,000,778

781,494

Deferred revenue

1,737,491

804,973

Current portion of long-term debt, net

66,430

53,317

Other current liabilities

49,929

39,055

Total current liabilities

3,836,657

2,460,344

Long-term debt, net

2,249,157

2,259,736

Deferred income taxes

205,770

197,811

Other long-term liabilities

155,788

149,791

Commitments and contingent liabilities

Redeemable noncontrolling interests

346,831

347,068

Stockholders’ equity

Common stock

2,054

2,034

Additional paid-in capital

2,392,556

2,381,011

Accumulated deficit

(1,024,972)

(1,073,457)

Cost of shares held in treasury

(6,865)

(6,865)

Accumulated other comprehensive loss

(136,134)

(176,707)

Total Live Nation stockholders’ equity

1,226,639

1,126,016

Noncontrolling interests

230,584

223,500

Total equity

1,457,223

1,349,516

Total liabilities and equity

$

8,251,426

$

6,764,266

 

LIVE NATION ENTERTAINMENT, INC.

CONSOLIDATED STATEMENTS OF OPERATIONS

(unaudited)

Three Months Ended
June 30,

Six Months Ended
June 30,

2017

2016

2017

2016

(in thousands except share and per share data)

Revenue

$

2,818,693

$

2,179,258

$

4,231,874

$

3,386,974

Operating expenses:

Direct operating expenses

2,142,874

1,605,688

3,068,374

2,389,891

Selling, general and administrative expenses

434,385

374,826

817,693

712,040

Depreciation and amortization

95,870

95,424

196,465

190,379

Loss (gain) on disposal of operating assets

115

(279)

(544)

(254)

Corporate expenses

32,016

29,440

57,819

54,049

Operating income

113,433

74,159

92,067

40,869

Interest expense

27,927

25,284

53,937

50,716

Interest income

(1,031)

(650)

(1,976)

(1,206)

Equity in losses (earnings) of nonconsolidated affiliates

(536)

305

(2,876)

(287)

Other expense (income), net

(3,466)

7,353

(6,308)

(1,194)

Income (loss) before income taxes

90,539

41,867

49,290

(7,160)

Income tax expense

9,984

5,406

16,505

12,333

Net income (loss)

80,555

36,461

32,785

(19,493)

Net loss attributable to noncontrolling interests

(923)

(1,280)

(15,700)

(12,716)

Net income (loss) attributable to common stockholders of
Live Nation

$

81,478

$

37,741

$

48,485

$

(6,777)

Basic net income (loss) per common share available to common stockholders of Live Nation

$

0.31

$

0.13

$

0.08

$

(0.16)

Diluted net income (loss) per common share available to common stockholders of Live Nation

$

0.29

$

0.13

$

0.08

$

(0.16)

Weighted average common shares outstanding:

Basic

204,688,374

201,896,009

204,212,281

201,796,075

   Diluted

213,879,152

208,601,733

213,119,962

201,796,075

Reconciliation to net income (loss) available to common stockholders of Live Nation:

Net income (loss) attributable to common stockholders of Live Nation

$

81,478

$

37,741

$

48,485

$

(6,777)

Accretion of redeemable noncontrolling interests

(18,837)

(11,292)

(31,414)

(24,628)

Basic and diluted net income (loss) available to common stockholders of Live Nation

$

62,641

$

26,449

$

17,071

$

(31,405)

 

LIVE NATION ENTERTAINMENT, INC.

CONSOLIDATED STATEMENTS OF CASH FLOWS

(unaudited)

Six Months Ended
June 30,

2017

2016

(in thousands)

CASH FLOWS FROM OPERATING ACTIVITIES

Net income (loss)

$

32,785

$

(19,493)

Reconciling items:

Depreciation

71,713

67,482

Amortization

124,752

122,897

Deferred income tax benefit

(7,943)

(2,708)

Amortization of debt issuance costs, discounts and premium, net

6,332

5,199

Non-cash compensation expense

16,101

17,144

Other, net

10,889

1,845

Changes in operating assets and liabilities, net of effects of acquisitions and dispositions:

Increase in accounts receivable

(282,075)

(171,670)

Increase in prepaid expenses and other assets

(407,601)

(407,450)

Increase in accounts payable, accrued expenses and other liabilities

377,770

186,888

Increase in deferred revenue

860,916

710,841

Net cash provided by operating activities

803,639

510,975

CASH FLOWS FROM INVESTING ACTIVITIES

Investments made in nonconsolidated affiliates

(18,209)

(13,508)

Purchases of property, plant and equipment

(128,607)

(78,880)

Cash paid for acquisitions, net of cash acquired

(16,619)

(122,318)

Other, net

(8,505)

(4,704)

Net cash used in investing activities

(171,940)

(219,410)

CASH FLOWS FROM FINANCING ACTIVITIES

Proceeds from long-term debt, net of debt issuance costs

55,549

4,821

Payments on long-term debt

(74,207)

(18,640)

Distributions to noncontrolling interests

(18,523)

(22,211)

Purchases and sales of noncontrolling interests, net

(8,106)

(16,559)

Proceeds from exercise of stock options

32,629

743

Payments for deferred and contingent consideration

(14,149)

(3,732)

Other, net

2,642

(13,516)

Net cash used in financing activities

(24,165)

(69,094)

Effect of exchange rate changes on cash and cash equivalents

82,687

(13,497)

Net increase in cash and cash equivalents

690,221

208,974

Cash and cash equivalents at beginning of period

1,526,591

1,303,125

Cash and cash equivalents at end of period

$

2,216,812

$

1,512,099

 

Logo – http://mma.prnewswire.com/media/510431/Live_Nation_1200x550_Logo.jpg

SOURCE Live Nation Entertainment

Versatile, Segment-Leading 2018 Honda HR-V Arriving at Dealerships

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Sporting a vibrant new blue color and sporty new alloy wheel treatment, the 2018 edition of the best-selling Honda HR-V begins arriving in dealerships this Monday, August 14.

Versatile, Segment-Leading 2018 Honda HR-V Arriving at Dealerships

– HR-V leads hot subcompact-SUV segment in retail sales

– New color and updated wheel design enhance sporty personality

– HR-V combines coupe-like styling with SUV functionality and great efficiency

TORRANCE, Calif., Aug. 11, 2017 /PRNewswire-HISPANIC PR WIRE/ — With its stylish coupe-like design and SUV functionality, the versatile and segment-leading1 2018 Honda HR-V begins arriving at Honda dealerships August 14 carrying a Manufacturer’s Suggested Retail Price (MSRP2) starting at $19,570. The HR-V became America’s retail best-selling subcompact SUV1 in April 2017 and has posted seven consecutive months of year-over-year sales gains. Up 27.9 percent for the first half of 2017, HR-V sales to individual retail buyers outpace all other subcompact SUVs.

Sporting a vibrant new blue color and sporty new alloy wheel treatment, the 2018 edition of the best-selling Honda HR-V begins arriving in dealerships this Monday, August 14.

For 2018, the Honda HR-V offers a vibrant new color, Aegean Blue Metallic, available on select trims. HR-V also features a refreshed wheel design with black-painted inserts – available on EX and higher trims – to enhance HR-V’s sporty personality.

The 2018 Honda HR-V will continue to deliver one of the most versatile interiors in the segment thanks to Honda’s 2nd-row Magic Seat® that offers four different modes for multiple seating and cargo-hauling configurations. With 100.1 cu.-ft. of passenger space and 58.8 cu.-ft. of cargo volume (LX FWD) with the 2nd-row seats folded down, the HR-V has space to rival some competitors’ midsize SUV offerings.

Not only is the 2018 Honda HR-V stylish and functional, it’s also efficient, with EPA3 fuel economy ratings of 28/34/31 mpg (city/highway/combined) for CVT-equipped two-wheel drive models and 27/31/29 mpg for models with all-wheel drive, while 6-speed manual 2WD models received a 25/33/28 mpg rating.

The 2018 HR-V is also fun to drive, with lively yet secure handling and a standard 6-speed manual transmission (2WD models). HR-V is powered by a responsive 1.8-liter SOHC 16-valve 4-cylinder engine with i-VTEC® valvetrain, with peak output of 141 horsepower (SAE net) at 6,500 rpm and 127 lb.-ft. of torque (SAE net) 4,300 rpm. The HR-V is available with Honda’s Real Time AWD with Intelligent Control System™ for outstanding all-weather handling and control. A continuously-variable transmission (CVT) is available on all models, and a 6-speed manual transmission is available on the LX and EX trims with 2WD.

2018 Honda HR-V Pricing and EPA Data

Trim

Drivetrain

MSRP

EPA MPG Ratings

(city/highway/combined)

LX

2WD w/ 6MT

$19,570

25/33/28

LX

2WD w/ CVT

$20,370

28/34/31

LX

AWD w/ CVT

$21,670

27/31/29

EX

2WD w/ 6MT

$21,620

25/33/28

EX

2WD w/ CVT

$22,420

28/34/31

EX

AWD w/ CVT

$23,720

27/31/29

EX-L w/ Navi

2WD w/ CVT

$25,040

28/34/31

EX-L w/ Navi

AWD w/ CVT

$26,340

27/31/29

The 2018 Honda HR-V offers standard safety and driver-assistive features including the anti-lock brakes (ABS) with Brake Assist and Hill Start Assist, Vehicle Stability Assist™ (VSA®) electronic stability control system, a Multi-Angle Rearview Camera, a Tire Pressure Monitoring System (TPMS) and more.

The Honda HR-V has set new monthly sales records in every month of 2017, with its best month of all-time coming in July of this year4. The 2017 HR-V was named the 2017 Best Subcompact SUV for Families and the 2017 Best Car for the Money of the Best Subcompact SUV category by U.S. News & World Report along with additional prestigious accolades.

The 2018 HR-V was developed by Honda R&D Co. Ltd. in Japan, and is manufactured at two Honda auto plants located in Celaya and Guadalajara, Mexico. For additional media information including high-resolution photography of the 2018 Honda HR-V, please visit www.hondanews.com/channels/hr-v. Consumer information is available at www.automobiles.honda.com/hr-v.

About Honda
Honda offers a full line of reliable, fuel-efficient and fun-to-drive vehicles with advanced safety technologies sold through over 1,000 independent U.S. Honda dealers. The Honda lineup includes the Fit, Civic, Accord and Clarity series passenger cars, along with the HR-V, CR-V and Pilot sport/utility vehicles, the Ridgeline pickup and the Odyssey minivan.

Honda has been producing automobiles in America for 35 years and currently operates 19 major manufacturing facilities in North America. In 2016, more than 95% of all Honda and Acura vehicles sold in the U.S. were made in North America, using domestic and globally sourced parts.

1 Based on Urban Science retail sales data for 2017CYTD June.
2 MSRP excluding tax, license, registration, $940 destination charge, and options. Dealer prices may vary.
3 Based on 2018 EPA mileage ratings. Use for comparison purposes only. Your actual mileage will vary depending on how you drive and maintain your vehicle, driving conditions and other factors.
4 Based on American Honda sales data.

Honda Logo.

Photo – http://mma.prnewswire.com/media/544329/2018_Honda_HR_V.jpg
Logo – http://mma.prnewswire.com/media/460855/american_honda_motor_co_inc_logo.jpg

 

SOURCE American Honda Motor Co., Inc.

Understood.org makes heading back to school easier for families of students who struggle in the classroom

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NEW YORK, Aug. 11, 2017 /PRNewswire-HISPANIC PR WIRE/ — The Ad Council and Understood.org have joined together to promote ways children and their families can be “First-Day Ready” for the new school year. Understood.org is offering a free First-Day Ready Guide to help parents—with students of every age—successfully manage back-to-school transitions.

The guide offers customized tips based on three key questions such as a student’s grade or academic struggles. Practical resources include teacher introduction letters, backpack checklists and suggestions for how to create a dedicated homework station, among many others.

The beginning of a new school year can be challenging for all children, but it is an especially difficult time for families with children who struggle with reading and writing, math, focus and organization. One in five children in the U.S. have learning and attention issues, like ADHD and dyslexia, and many never receive a formal diagnosis. Children with these types of challenges can feel especially stressed during the back-to-school season as they face new subjects, teachers, friends and schools.

“Our First-Day Ready Guide offers parents and caregivers a personalized way to help their child start the school year on the right foot,” said Kevin Hager, managing director of Understood.org. “It’s important to keep in mind that all kids learn in different ways and at different paces. With the right support, kids with learning and attention issues can thrive in school and in life.”

Without proper awareness and support, students with learning and attention issues struggle. According to a recent report by the National Center for Learning Disabilities, students with specific learning disabilities are 31 percent more likely to experience high levels of bullying, more than twice as likely to be suspended, and drop out of school at three times the rate of children without these challenges.*

For more information on learning and attention issues, visit Understood.org. The First-Day Ready Guide is available in both English and Spanish.

Understood.org
Created by 15 nonprofit partners, Understood.org is a free online resource and community supporting parents of the 1 in 5 kids with learning and attention issues. Understood.org empowers millions of parents through personalized resources, daily access to experts, interactive tools and a supportive online and on-the-ground community. Winner of the 2015 Webby Award for Best Family/Parenting Site and the 2016 Cynopsis Award for Best Branded Digital Platform, Understood.org is operated by the National Center for Learning Disabilities (NCLD). For more information and resources, visit Understood.org, like us on Facebook, or follow us on Twitter.

Ad Council
The Ad Council brings together the most creative minds in advertising and media to address the most worthy causes. Its innovative, pro bono social good campaigns raise awareness. They inspire action. They save lives. To learn more, visit Adcouncil.org, follow the Ad Council’s communities on Facebook and Twitter, and view the creative on YouTube.

DATA SOURCE:

* National Center for Learning Disabilities – 2017 The State of Learning Disabilities: Understanding the 1 in 5 report

http://www.ncld.org/the-state-of-learning-disabilities-understanding-the-1-in-5

Photo – https://mma.prnewswire.com/media/543920/Ad_Council_Understood_Logo.jpg  

SOURCE The Ad Council

Labor Commissioner’s Office Cites Jack in the Box Franchise Owner More Than $900,000 for Misclassification

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SACRAMENTO, Calif., Aug. 9, 2017 /PRNewswire-HISPANIC PR WIRE/ — The California Labor Commissioner’s Office cited a Jack in the Box franchise operator $903,084 for misclassifying 40 managers as exempt and denying them overtime pay.

Nor-Cal Venture Group, Inc. owns 26 Jack in the Box franchises in California, most of which are in the greater Sacramento area. The Labor Commissioner’s Office opened an investigation after receiving a complaint and found that 40 employees were misclassified as exempt. As managers, they were required to work a minimum of 45 hours per week with no overtime, regardless of how many hours they worked.

“For these employees, being misclassified as managers resulted in being paid less than minimum wage,” said Labor Commissioner Julie A. Su. “That’s not an acceptable way of doing business in California, and my office will continue to enforce labor laws that uphold that wage floor.” 

Managers who spend less than half of their work time on managerial duties must be paid overtime. Investigators determined that the 40 workers were performing the same duties as other employees.

The citations issued to Nor-Cal Venture Group, Inc. include $416,783 in unpaid overtime wages and penalties, $218,227 in minimum wage violations and penalties, $169,427 in liquidated damages and $98,647 in waiting time penalties for 16 of the workers, who were not paid at the conclusion of their employment. When workers are paid less than minimum wage, they are entitled to liquidated damages that equal the amount of underpaid wages plus interest.

Worker misclassification results in an estimated loss of $7 billion each year in payroll tax revenue to the state. Employees misclassified as independent contractors are also frequently underpaid and do not have on-the-job benefits and protections, including workers’ compensation coverage, family leave, unemployment insurance, the right to organize or join a union, and protection against employer retaliation.

The Labor Commissioner’s Office, officially known as the Division of Labor Standards Enforcement, is a division of the Department of Industrial Relations (DIR). Among its wide-ranging enforcement responsibilities, the Labor Commissioner’s Office inspects workplaces for wage and hour violations, adjudicates wage claims, investigates retaliation complaints and educates the public on labor laws.

In 2014, Commissioner Su launched the Wage Theft is a Crime multilingual public awareness campaign. The campaign defines wage theft and informs workers of their rights and the resources available to them to recover unpaid wages or report other labor law violations. Employees with work-related questions or complaints may contact DIR’s Call Center in English or Spanish at 844-LABOR-DIR (844-522-6734).

Members of the press may contact Peter Melton or Jeanne-Mairie Duval at (510) 286-1161, and are encouraged to subscribe to get email alerts on DIR’s press releases or other departmental updates.

The California Department of Industrial Relations, established in 1927, protects and improves the health, safety, and economic well-being of over 18 million wage earners, and helps their employers comply with state labor laws. DIR is housed within the Labor & Workforce Development Agency. For general inquiries, contact DIR’s Communications Call Center at 844-LABOR-DIR (844-522-6734) for help in locating the appropriate division or program in our department.

https://www.facebook.com/CaliforniaDIR  
https://twitter.com/CA_DIR  
http://www.youtube.com/CaliforniaDIR  
http://www.dir.ca.gov/email/listsub.asp?choice=1

SOURCE California Department of Industrial Relations

The Latino Food Industry Association Announces Official Launch To Advance, Promote, Educate And Advocate For Hispanic-Owned Food Industry Businesses

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Latino Food Industry Association launches to support the U.S. Hispanic $11 billion food & beverage market

LOS ANGELES, Aug. 10, 2017 /PRNewswire-HISPANIC PR WIRE/ — With Hispanics now spending at a higher rate on groceries and shopping perishables more frequently than other consumer groups, the Latino Food Industry Association (LFIA) announced its official launch to serve its members, and educate the public and policymakers on the contributions and significant impact being made by Latino-owned food businesses and purveyors on the national economy. 

Latino Food Industry Association launches to support the U.S. Hispanic $11 billion food & beverage market

“Given the Hispanic market’s $1.5 trillion in annual buying power and the rapid growth of Hispanic-owned businesses in the food and beverage segment, many of our members felt it was time to launch the Latino Food Industry Association to maximize our position in the industry,” said Ruben Smith, LFIA Board Chair. “Our members include grocery chains, independent grocers, restaurateurs, food and beverage manufacturers and distributors, growers and several national brands who see a unique opportunity to boost market share as Hispanic food grows in popularity.”

The LFIA was established to promote, support, educate and advocate for the thousands of Latino owners, employees and entrepreneurs who are involved in every aspect of the country’s rapidly growing food industry. Thanks to shifting U.S. demographics that are skewing heavily Latino, there are now more opportunities for Hispanic entrepreneurs and business owners to succeed than ever before in the food industry.

Hispanics have become the most important demographic growth driver in the food, beverage and restaurant sectors. The U.S. Hispanic population is growing exponentially compared to non-Hispanics. With an estimated 54 million Latino men and women representing 17% of the U.S. population with buying power well over $1 trillion, it is easy to see how this consumer market has influenced the food and beverage industries in the U.S. 

Recently, U.S. Hispanics grew restaurant visits while non-Hispanic visits declined. At home, the Hispanic population combined with their adherence to dining traditions is beginning to influence national consumption patterns. Fresh and from-scratch are the most common food forms in Hispanic meal preparation. Stove-top preparation dominates Hispanic meals more than non-Hispanic meals due to the types of dishes being prepared.  Based on these numbers, it’s clear the Hispanic food industry creates wealth, employment and opportunities now and into the future.

“To stay competitive in the burgeoning marketplace, we believe our members need be equipped with the necessary tools to compete and flourish in the food industry,” said LFIA Board member David Lizarraga.  “The Latino Food Industry Association aims to provide member services including advocacy training, compliance workshops, legislative updates, operational trainings, technology and marketing and branding improvements, among others.”

LFIA has already gained significant membership through its partnership with the Neighborhood Market Association, which has a network of members ranging from more than a hundred grocery stores and 1,200 convenience stores, as well as an extensive list of suppliers, distributors, manufacturers, growers, corporations and individuals.  Other key founding members include two of California’s most successful grocery chains, Northgate González and Vallarta Supermarkets. Initial corporate sponsors include Coca-Cola and PepsiCo.

Please click here to download photos of the Latino Food Industry Association press conference.

Contact:

Robert Alaniz

Milagro Strategy Group

(626) 437-3354

Logo – https://mma.prnewswire.com/media/543865/Latino_Food_Industry_Association_Logo.jpg

SOURCE Latino Food Industry Association

ASLA Launches Diversity SuperSummit Report and Online Resources

0
american_society_of_landscape_architects_logo

WASHINGTON, Aug. 10, 2017 /PRNewswire-HISPANIC PR WIRE/ — The American Society of Landscape Architects (ASLA) today launches its ASLA Diversity SuperSummit 2017 Report, which highlights strategies and action items to increase diversity in the landscape architecture profession. Here is the report: https://www.asla.org/uploadedFiles/CMS/Meetings_and_Events/Diversity_Summit/2017_ASLADiversitySuperSummitReport_FINAL.pdf

american_society_of_landscape_architects_logo

The takeaways in the report will serve as accountability for ASLA and as an actionable guide for the Society’s newly created career discovery and diversity position for the upcoming year. It can also serve as a guide for other organizations pursuing the same goal. Here is a summary of the full report: https://www.asla.org/uploadedFiles/CMS/Meetings_and_Events/Diversity_Summit/2017_DiversitySuperSummitSummary.pdf

In 2013, ASLA convened its first Diversity Summit with the goal of developing a deeper understanding of why landscape architecture is failing to attract a more diverse profile. Each summit has brought together a group of established and emerging landscape architects who identify as African American or Latinx to develop strategies that address diversity issues in the field.

Five years later, the 2017 Diversity SuperSummit convened the largest group of attendees to date, with 23 returning and six new participants, at the ASLA Center for Landscape Architecture in Washington, D.C. Participants evaluated goals from previous summits, developed focus areas for four key diversity initiatives to guide ASLA’s work plan in the coming year and discussed the future of the Diversity Summit.

ASLA is excited to share those conversations in the ASLA Diversity SuperSummit 2017 Report.

In addition to the SuperSummit Report, ASLA has also launched the Diversity Summit webpage: https://www.asla.org/DiversitySummit

It provides resources from the past five years of diversity summits including handouts, videos, presentations, news articles and summit reports. Focus items and resources will continue to be established and evaluated as ASLA plans future summits.

Planning will begin soon for the 2018 Diversity Summit, and ASLA will launch a call for letters of interest in early 2018 for potential participants. Be sure to check back to the webpage for information on how to apply.

About ASLA
Founded in 1899, the American Society of Landscape Architects is the national professional association for landscape architects, representing more than 15,000 members in 49 professional chapters and 72 student chapters. Members of the Society use “ASLA” after their names to denote membership and their commitment to the highest ethical standards of the profession. Landscape architects lead the stewardship, planning and design of our built and natural environments; the Society’s mission is to advance landscape architecture through advocacy, communication, education and fellowship.

Logo – https://mma.prnewswire.com/media/213969/american_society_of_landscape_architects_logo.jpg

SOURCE American Society of Landscape Architects

Organic Consumers Activists in Seven US Cities and Mexico City Dump Weedkiller-Contaminated Ben & Jerry’s Ice Cream

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FINLAND, Minn., Aug. 10, 2017 /PRNewswire-HISPANIC PR WIRE/ — The Organic Consumers Association (OCA) will hold protests today against Ben & Jerry’s, a subsidiary of Unilever, in seven US cities, and Mexico City. US cities are: Austin, Texas; Burlington, Vt., Chicago; Los Angeles; Minneapolis; New York; and Washington, D.C.

Photo – http://mma.prnewswire.com/media/543930/oca_ben_jerrys_protest_Image_PRNewswire.jpg

Protests will take place at noon local time, except Los Angeles (4 p.m. PT)

“Ben & Jerry’s built its brand on claims that its products are “natural” and “GMO-Free,” and that the company is committed to “social responsibility,” which includes concern about environmental issues, global warming, fair labor, animal welfare, and economic success for all partners, including dairy farmers,” said Ronnie Cummins, OCA’s international director. “Serving up ice cream made with milk from cows raised on GMO animal feed and contaminated with Monsanto’s Roundup weedkiller violates those promises.

“Ben & Jerry’s contributes to the massive pollution of Vermont and US waterways by supporting industrial dairy which relies on GMO crops for animal feed. By sourcing organic milk, the company could clean up Vermont’s water and support organic dairy farmers who currently are forced to sell their milk at conventional prices because they lack markets,” Cummins said.

On July 25, 2017, The New York Times reported on tests of Ben & Jerry’s ice cream conducted by the OCA. Ten of 11 samples tested positive for glyphosate, the key ingredient in Monsanto’s Roundup herbicide, and/or AMPA, a metabolite of glyphosate.  Three recent peer-reviewed studies link very low levels of glyphosate—lower than what was found in B&J’s ice cream—to fatty liver disease, cancer tumors, kidney damage and more.

OCA is calling for Ben & Jerry’s to immediately transition to using only organic ingredients, including milk, or face an international consumer boycott.

About Organic Consumers Association
The Organic Consumers Association is an online and grassroots non-profit 501(c)3 public-interest organization advocating on behalf of more than two million U.S. consumers for health, justice, and regeneration. For more information, please visit www.organicconsumers.org. @OCA_Press.

 

SOURCE Organic Consumers Association

Acura Reveals Striking New Design for 2018 Acura RLX; Debut Set for Monterey Automotive Week

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2018 Acura RLX Sport Hybrid in Brilliant Red Metallic, the brand’s most sophisticated and best performing sedan ever.

TORRANCE, California, Aug. 10, 2017 /PRNewswire-HISPANIC PR WIRE/ — Acura today unveiled a redesigned 2018 Acura RLX reflecting the brand’s new Precision Crafted Performance design direction to create a more substantial presence for Acura’s top-of-the-line luxury sports sedan. The 2018 Acura RLX will make its public debut during the prestigious Monterey Automotive Week, August 15-19 on the Monterey peninsula. The new RLX incorporates design cues to showcase its performance capabilities, including Acura’s signature diamond pentagon grille, a more sculpted hood, new wheel designs, bold, newly designed LED taillights, dual exhaust finishers and a gloss black rear diffuser.

2018 Acura RLX Sport Hybrid in Brilliant Red Metallic, the brand’s most sophisticated and best performing sedan ever.

The 2018 Acura RLX is the most sophisticated and best performing Acura sedan ever, with Sport Hybrid Super-Handling All-Wheel Drive™ (Sport Hybrid SH-AWD™) technology, shared with the NSX supercar, that creates a powerful and precise driving experience unmatched in the segment. Acura has simplified the RLX trim structure to make the brand’s innovative Sport Hybrid technology more desirable and accessible streamlining the offering to two well-equipped variants. The new 2018 Acura RLX will go on sale in November.

The 377 total system horsepower1 RLX Sport Hybrid seamlessly integrates a direct-injected V-6 with three electric motors and Super Handling All-Wheel Drive™ for instant acceleration, precise handling, outstanding all-weather performance and excellent fuel economy. Based on developments from the NSX, the RLX Sport Hybrid powertrain and dynamic handling has been further optimized.  

The 310-horsepower RLX with Precision All-Wheel Steer™ is now mated to a new 10-speed Automatic Transmission (10AT) delivering a more refined driving experience, as well as improved acceleration and passing times.

“This redesign of the 2018 Acura RLX is transformational, creating road presence and styling that better reflect underlying performance capabilities of the vehicle,” said Jon Ikeda, Acura vice president & general manager.

Standard features on the 2018 RLX Sport Hybrid include premium Krell Audio System, Surround View Camera, parking sensors, LED fog lights, remote engine start, ventilated and heated front seats, heated rear seats and steering wheel and more.

The 2018 RLX features the unique AcuraWatch™ suite of technologies, as standard equipment, and has been enhanced with the addition of Traffic Jam Assist, a first for Acura. Working in conjunction with Adaptive Cruise Control with Low Speed Follow, Traffic Jam Assist helps reduce driver stress in highly congested traffic situations by helping keep the vehicle in its lane and a set interval behind a car detected ahead.

AcuraWatch™ also includes Collision Mitigation Braking System (CMBS) with automatic emergency braking, Lane Departure Warning (LDW), Forward Collision Warning (FCW), Lane Keeping Assist (LKAS), Adaptive Cruise Control (ACC) with Low-Speed Follow and Road Departure Mitigation (RDM). AcuraWatch uses a millimeter wave radar and monocular camera sensing technology to detect other vehicles as well as lane markings and can help intervene to prevent or mitigate the severity of a collision.

The 2018 Acura RLX is complimented by three new exterior colors including two premium paint offerings – Brilliant Red Metallic and Majestic Black Pearl. Inside, the 2018 Acura RLX receives upgraded materials and touchpoints including a completely redesigned seat featuring high-contrast piping and stitching, as well as a new Espresso interior option, which adds sophistication to an interior with class-leading space and comfort.      

The 2018 Acura RLX will be featured at multiple events throughout Monterey Automotive Week including the Carmel-By-The Sea Concours on the Avenue on Tuesday, August 15 and The Quail, A Motorsports Gathering, on Friday, August 18.   

For More Information
Consumer information is available at http://www.acura.com. To join the Acura community on Facebook, visit http://www.facebook.com/acura. Additional media information including pricing, features and high-resolution photography is available at acuranews.com/channels/acura-automobiles.

About Acura
Acura is a leading automotive luxury nameplate that delivers Precision Crafted Performance, an original approach to technology and design that creates a new driving experience.

The Acura lineup features six distinctive models – the RLX premium, luxury sedan, the TLX performance luxury sedan, the ILX sport sedan, the 5-passenger RDX luxury crossover SUV, and the seven-passenger Acura MDX, America’s all-time best-selling three-row luxury SUV. Last spring, Acura launched its next-generation, electrified NSX supercar as a new and pinnacle expression of Acura Precision Crafted Performance.

1 Combined system horsepower as measured by the peak, concurrent output of the three electric motors and gasoline engine.

2018 Acura RLX Sport Hybrid in Brilliant Red Metallic, the brand’s most sophisticated and best performing sedan ever.

 

The 2018 Acura RLX Sport Hybrid interior receives upgraded materials and touchpoints including a completely redesigned seat featuring high-contrast piping and stitching, as well as a new Sea Coast leather steering wheel option, adding sophistication to an interior with class-leading space and comfort.

 

The 2018 Acura RLX Sport Hybrid is the most sophisticated and best performing Acura sedan ever, with Super-Handling All-Wheel Drive (SH-AWD) technology, shared with the NSX supercar, that creates a powerful and precise driving experience unmatched in the segment.

 

 

Acura Logo. (PRNewsFoto/American Honda Motor Co., Inc.)

Photo – https://mma.prnewswire.com/media/543456/RLX18_001.jpg
Photo – https://mma.prnewswire.com/media/543455/RLX18_002.jpg
Photo – https://mma.prnewswire.com/media/543457/RLX18_007.jpg
Photo – https://mma.prnewswire.com/media/543458/RLX18_010.jpg
Video – https://www.youtube.com/watch?v=Qm_W76xBmjQ
Logo –  https://mma.prnewswire.com/media/458749/acura_logo.jpg

 

SOURCE Acura

Tribal College and University Presidents Convene to Improve Native Student Outcomes

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PRINCETON, New Jersey, Aug. 10, 2017 /PRNewswire-HISPANIC PR WIRE/ — Tribal college and university (TCU) presidents from across the country met last week to examine the critical role of data in addressing student enrollment, retention and success at their institutions serving Native American students.

Photo: http://mma.prnewswire.com/media/543699/TCU_Presidents_Convening.jpg

To meet their goal of continuing to improve Native students’ outcomes and better share the story of how American Indian Tribal higher education is transforming their students’ lives, the TCU presidents explored using data intelligence as a tool and their role as leaders and leadership within their institutions. Educational Testing Service (ETS) Center for Advocacy and Philanthropy and Strada Education Network hosted the two-day event in partnership with the American Indian Higher Education Consortium (AIHEC) and the American Indian College Fund.

“One of our advocacy goals is to raise awareness of the challenges that our Native American communities face in higher education and to help mitigate those challenges,” said Lenora Green, executive director of the ETS Center for Advocacy and Philanthropy. “When we support our Tribal Colleges and Universities, we support the students they serve.”

The convening opened with a keynote speech by Timothy Renick, vice provost and vice president of enrollment management and student success at Georgia State University (GSU). During his session, Renick discussed how GSU raised graduations rates by 22 percent and closed all achievement gaps. He accentuated the importance of data and assessment and outlined several practical and low-cost steps that tribal colleges can take to improve outcomes for their students.

The presidents cited facing many of the same issues as GSU, and continued the dialogue with panel discussions and guided conversations led by Carrie Billy, President and CEO of AIHEC. During the sessions, the TCU presidents of Diné College in Tsaile, Arizona; Salish Kootenai College in Pablo, Montana; and Oglala Lakota College in Kyle, South Dakota, discussed how to put GSU’s strategies into action and what steps their institutions are taking to improve American Indian higher education.

“We need to pool our resources and share and compare the outcomes,” said Billy. “With that information we can continuously move forward and create a better learning community.”

On the final day of the TCU Presidents convening, the sessions focused on student success. Throughout the day ETS researchers and higher education experts shared tools and strategies and answered questions to pave the way to tribal student success.

“TCUs are important contributors to the success of Native American students, and they are well-positioned to make an even greater impact in enhancing degree attainment and career outcomes by applying data-informed and innovative solutions,” said Dr. Lorenzo L. Esters, Strada Education Network vice president, philanthropy. Esters, who presented results from Strada Education’s Associate Degree Graduates Report with Gallup, urged TCUs to survey alumni to gain insights and help align graduates with the workforce. Through Strada Education’s partnership with Gallup, more than 2,500 U.S. adults whose highest degree earned was the associate degree were surveyed to assess their overall well-being after college based on five elements — purpose, social, community, physical and financial well-being.

Dhanfu Elston, vice president of strategy, guided pathways, and Purpose First at Complete College America, began the day by stressing the importance of guided pathways for students and more emphasis on career outcomes. Elston explained that TCUs must lead students on the correct path, including ensuring that students take at least 30 credit hours each year and advising students on selecting majors to avoid poor choices.

Academic advisors also play a definitive role in student success. The student-to-faculty ratio can make it difficult for academic advisors to make a difference, but Elston stressed that TCUs can elevate that position to a more important role of career advisor.

ETS Senior Assessment Strategist Dr. Ross Markle explained the importance of understanding the strengths and challenges that students bring to college. Noncognitive skills such as study skills, motivation, self-management and social connections can provide a stepping stone to addressing the strategies tribal students need to succeed.

Markle explained that TCUs must be able to identify risks for tribal students and change their support programs accordingly so their students can finish their degrees. ETS’ SuccessNavigator® assessment — designed to help colleges reach at-risk incoming students and improve retention and completion rates — can help to identify and measure these factors. The assessment is currently being tested at Fond du Lac Tribal Community College in Cloquet, Minnesota; Southwestern Indian Polytechnic Institute in Albuquerque, New Mexico; and Nebraska Indian Community College in Macy, Nebraska.

“Let’s not just look at the data we have based on retention rates and graduation rates,” said Charles M. Roessell, President of Diné College. “Let’s look at the data of these students before they come to us and find a way to align ourselves with that.” 

The convening concluded with a final keynote speech from Richard Lui, journalist and anchor for MSNBC and NBC News. Lui stressed the importance of telling stories and encouraged the TCUs to do whatever it takes to get their stories to the public.

Despite declining TCU enrollments and negativity surrounding reservations, the tribal presidents continuously strive to improve Native students’ education and share their stories.

“We are beacons of hope for our people on our reservations,” said Thomas Shortbull, president of Oglala Lakota College. “It makes all the trials and tribulations we go through as presidents worthwhile.”

About ETS
At ETS, we advance quality and equity in education for people worldwide by creating assessments based on rigorous research. ETS serves individuals, educational institutions and government agencies by providing customized solutions for teacher certification, English language learning, and elementary, secondary and postsecondary education, and by conducting education research, analysis and policy studies. Founded as a nonprofit in 1947, ETS develops, administers and scores more than 50 million tests annually — including the TOEFL® and TOEIC ® tests, the GRE ® tests and The Praxis Series® assessments — in more than 180 countries, at over 10,000 locations worldwide. www.ets.org

About Strada Education Network
Strada Education NetworkSM, formerly USA Funds®, is a new kind of nonprofit organization that takes a fresh approach to improving the college-to-career connection. Through a unique combination of strategic philanthropy, research and insights, and innovative solutions, Strada Education Network advances Completion With a Purpose®, building a more purposeful path for America’s students to rewarding careers and fulfilling lives. Learn more at StradaEducation.org.  

 

SOURCE Educational Testing Service

(Español) Aceite de Canola, Beneficia tu Salud y Perfecciona tus Parrilladas

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Sorry, this entry is only available in Español.