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Live Nation Entertainment Reports First Quarter 2016 Financial Results

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Live Nation Entertainment logo. (PRNewsFoto/Live Nation Entertainment)






LOS ANGELES, May 3, 2016 /PRNewswire-HISPANIC PR WIRE/ — Live Nation Entertainment (NYSE: LYV) today released financial results for the three months ended March 31, 2016.  

Live Nation has continued growing its business in 2016, with first quarter revenue up 10% and AOI up 7% on a constant currency basis, with strong operating performance across the three divisions –  concerts, advertising and ticketing.  More importantly, at four months into the year we have enough information from leading indicators to be confident that we are on track to deliver record top line and bottom line results in 2016 as we continue building global market share in all our businesses.

We have built the industry’s most scalable and unparalleled live platform, connecting over 500 million fans to that magical two-hour event each year.  Concerts are the flywheel for our high-margin on-site retail, sponsorship & advertising, and ticketing businesses, and this year will be another step forward in the company delivering strong long-term growth.

Concerts Global Platform Growth

Starting with the concerts business, ticket sales for shows this year are pacing 10% ahead of last year through April 29th, with over 35 million tickets already sold.  We continue to be the world’s leading promoter with 21 of the top 25 global tours in 2016, including Beyoncé, Coldplay, Guns N’ Roses, Rihanna and Drake, driving a 13% increase in confirmed stadium, arena and amphitheater shows for the year, as of the end of April.

Along with attendance growth, we also expect to continue growing our high-margin on-site revenue this year as we more effectively target specific customer segments with new product offerings, notably at the high end, and with our upgraded Live Nation app that will enable ordering from the seat at many of our amphitheaters.

Festivals continue to have strong appeal for fans and artists and we are leveraging our leadership position with 78 festivals and 7 million fans to build our fan base while also creating a powerful platform for monetizing fans across advertising, on-site sales, and ticketing.

At the same time, we are expanding our global footprint, most recently adding South Africa as the 37th country we promote in, and our acquisition of Founders Entertainment which builds our presence in New York and adds Governors Ball to our global festival portfolio.

Our Artist Nation division continues to attract managers and their artist clients organically and through targeted acquisitions, feeding our concerts business.

Sponsorship & Advertising Delivered Continued Growth

The sponsorship & advertising business continued its strong growth in the first quarter, with revenue up 13% and AOI up 9% on a constant currency basis.  Through April, we have sold over 70% of our expected sponsorship and advertising for the year, positioning us for another year of double-digit growth.

As part of this, our contracted online advertising is up 14% through April as we further leverage our ability to integrate ticket-buying behavior with brands’ customer data to create more targeted profiling, leading to increased effectiveness of digital buys in music. Our online advertising is also growing from our increased content creation with our 25,000 concerts each year, as we work with a range of distribution partners to extend the live event and drive ad revenue.

And our contracted sponsorship is up 10% through April as more brands see the value from our scale platform of over 60 million fans as an effective way to directly connect with potential customers.

Ticketmaster Marketplace Growing

Ticketmaster continued to build its global marketplace in the first quarter, increasing gross transaction value (GTV) by 18% at constant currency.   This growth was led by continued strength in our secondary ticketing GTV, which was up 43% at constant currency, making this quarter the eighth consecutive quarter with growth over 20% in secondary GTV.

Primary ticketing GTV grew by 16% for the quarter at constant currency.  The month of February was our largest ever at Ticketmaster, selling over 17 million tickets globally, and during the quarter we had five of the top 20 ticket volume days in the history of Ticketmaster.

We have been able to continue growing our ticketing platform by simultaneously serving our existing venue clients, attracting new clients and developing fan products that increase conversion.  Over the past year, we have reinforced our position as the top global ticketing partner for venues and content, adding over 150 new clients to our more than 12 thousand clients.

On the product side, one of our main areas of focus continues to be delivering a great mobile experience for fans buying at Ticketmaster.  At this point, our websites are largely mobile responsive ready, and we have continued to upgrade our iOS and Android apps.  As a result, we increased our mobile ticket sales by 30% year-on-year, now accounting for 25% of all ticket sales.

During the first quarter we also made major strides in realizing our vision of an open marketplace.  We launched our first fully functional API with Bandsintown, enabling fans to directly search Ticketmaster’s inventory and buy tickets without leaving the Bandsintown app.  This week we are launching the same functionality with Facebook, both with their app and online, and expect to rapidly scale from there.  While still early, initial results show strong conversion uplift.

With Ticketmaster off to a great start over the first four months, in 2016 we expect to continue the profit growth trend of the past several years, with continued opportunity for years to come.

Summary

2016 is on track to be another year of growth and record results for the company.  All of the leading indicators for our concerts, sponsorship and ticketing businesses are performing ahead of last year and we expect each of the businesses to deliver revenue, AOI and free cash flow growth this year.

Our results are demonstrating the fundamental strength and growth trajectory of live events and Live Nation’s positioning to deliver long-term profit and cash flow growth.

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.

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

 

FINANCIAL HIGHLIGHTS – 1st Quarter

(unaudited; $ in millions)

Q1 2016 Constant Currency

Q1 2015

Growth

Q1 2016 As Reported

Revenue

Concerts

$

695.4

$

623.2

12%

$

681.1

Sponsorship & Advertising

58.8

52.1

13%

57.6

Ticketing

412.5

375.6

10%

405.8

Artist Nation

75.4

77.9

(3%)

75.1

Other & Eliminations

(11.9)

(8.5)

*

(11.9)

$

1,230.2

$

1,120.3

10%

$

1,207.7

Adjusted Operating Income (Loss)

Concerts

$

(14.0)

$

(11.7)

(20%)

$

(13.3)

Sponsorship & Advertising

31.4

28.9

9%

30.6

Ticketing

83.0

78.3

6%

82.1

Artist Nation

(3.8)

(4.8)

21%

(3.7)

Other & Eliminations

(2.3)

(1.6)

*

(2.3)

Corporate

(20.0)

(19.5)

(3%)

(20.0)

$

74.3

$

69.6

7%

$

73.4

Operating Income (Loss)

Concerts

$

(50.4)

$

(42.6)

(18%)

$

(49.1)

Sponsorship & Advertising

26.2

26.4

(1%)

25.3

Ticketing

35.4

34.2

4%

35.3

Artist Nation

(17.7)

(16.1)

(10%)

(17.5)

Other & Eliminations

(1.8)

(1.1)

*

(1.7)

Corporate

(25.6)

(24.7)

(4%)

(25.6)

$

(33.9)

$

(23.9)

(42%)

$

(33.3)

* percentages are not meaningful

As of March 31, 2016, total cash and cash equivalents were $1.7 billion, which includes $663 million in ticketing client cash and $278 million in free cash. Event-related deferred revenue was $1.2 billion as of March 31, 2016, compared to $919 million as of the same date in 2015. Free cash flow was $9.9 million for the first quarter of 2016 as compared to $25.0 million in the first quarter of last year.  We currently expect capital expenditures for the year to be between approximately $170 million and $175 million, with approximately 60% to be revenue generating capital expenditures.  In addition, we expect the amortization of nonrecoupable ticketing contract advances for 2016 full year to be in line with the total expensed in 2015.

 

KEY OPERATING METRICS

Q1 2016

Q1 2015

Concerts (1)

Estimated events:

North America

3,455

3,437

International

2,419

1,707

Total estimated events

5,874

5,144

Estimated fans (rounded):

North America

4,884,000

5,467,000

International

4,129,000

3,155,000

Total estimated fans

9,013,000

8,622,000

Ticketing (2)

Number of tickets sold (in thousands)

41,216

37,920

(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 tickets sold includes primary tickets only.  This metric includes tickets sold during the period regardless of event timing except for our own events where our concert promoters control ticketing which are reported as the events occur. The total number of tickets sold reported for the three months ended March 31, 2016 and 2015 excludes approximately 76 million and 72 million, respectively, of tickets sold using our Ticketmaster systems, through season seat packages and our venue clients’ box offices, for which we do not receive a fee.

 

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

Reconciliation of Adjusted Operating Income (Loss) to Free Cash Flow

($ in millions)

Q1 2016

Q1 2015

Adjusted operating income

$

73.4

$

69.6

Less:  Cash interest expense — net

(24.8)

(23.4)

           Cash taxes

(6.0)

(4.7)

           Maintenance capital expenditures

(14.4)

(15.3)

           Distributions to noncontrolling interests — net

(15.5)

(3.9)

Distributions from (contributions to) investments in nonconsolidated affiliates

(2.8)

2.7

Free cash flow

$

9.9

$

25.0

Revenue generating capital expenditures

(10.1)

(10.5)

Net

$

(0.2)

$

14.5

 

Reconciliation of Cash and Cash Equivalents to Free Cash

($ in millions)

March 31,

 2016

Cash and cash equivalents

$

1,699.3

Client cash

(663.0)

Deferred revenue — event-related

(1,181.1)

Accrued artist fees

(27.1)

Collections on behalf of others

(24.8)

Prepaid expenses — event-related

474.8

   Free cash

$

278.1

 

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 expected attendance and on-site revenue growth for the company’s concerts business in 2016; the anticipated launch of integrated ticketing search and sales functionality with Facebook and other websites and mobile apps and the expected impact on conversion rates; anticipated growth in global market share across the company’s businesses; expected record top line and bottom line results in 2016, with anticipated revenue, adjusted operating income and free cash flow growth in the company’s concerts, sponsorship and ticketing businesses; and the company’s prospects for long-term growth, including profit and cash flow growth. 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 accrued acquisition-related contingent consideration arrangements, 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 fluctuation.

Free Cash Flow is a non-GAAP financial measure that the company defines as AOI less maintenance capital expenditures, less net cash interest expense, less cash taxes, less net distributions to noncontrolling interest partners, plus distributions from investments in nonconsolidated affiliates net of contributions to investments in nonconsolidated affiliates. The company uses free cash flow, 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 free cash flow provides investors with an important perspective on the cash available to service debt and make acquisitions. Free cash flow is not calculated or presented in accordance with GAAP. A limitation of the use of free cash flow 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, free cash flow should be considered in addition to, and not as a substitute for, operating income (loss) and other measures of financial performance reported in accordance with GAAP. Furthermore, this measure may vary among other companies; thus, free cash flow 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 Non-GAAP Measures to Their Most Directly Comparable GAAP Measures (Unaudited)

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

  ($ in
millions)

Adjusted
operating
income (loss)
constant
currency

Foreign
exchange
impact

Adjusted
operating
income (loss)
reported

Non-cash and
stock-based
compensation
expense

Loss (gain)
on disposal
of
operating
assets

Depreciation
and

amortization

Acquisition
expenses

Operating
income (loss)

Three Months Ended March 31, 2016

Concerts

$

(14.0)

$

(0.7)

$

(13.3)

$

1.9

$

—

$

31.3

$

2.6

$

(49.1)

Sponsorship & Advertising

31.4

0.8

30.6

0.3

—

5.0

—

25.3

Ticketing

83.0

0.9

82.1

1.0

—

45.8

—

35.3

Artist Nation

(3.8)

(0.1)

(3.7)

1.2

—

12.5

0.1

(17.5)

Other and Eliminations

(2.3)

—

(2.3)

—

(0.1)

(0.5)

—

(1.7)

Corporate

(20.0)

—

(20.0)

4.5

0.1

0.9

0.1

(25.6)

Total Live Nation

$

74.3

$

0.9

$

73.4

$

8.9

$

—

$

95.0

$

2.8

$

(33.3)

Three Months Ended March 31, 2015

Concerts

$

(11.7)

$

—

$

(11.7)

$

2.1

$

0.2

$

29.2

$

(0.6)

$

(42.6)

Sponsorship & Advertising

28.9

—

28.9

0.5

—

2.0

—

26.4

Ticketing

78.3

—

78.3

0.9

(0.2)

43.3

0.1

34.2

Artist Nation

(4.8)

—

(4.8)

1.3

—

10.0

—

(16.1)

Other and Eliminations

(1.6)

—

(1.6)

—

—

(0.5)

—

(1.1)

Corporate

(19.5)

—

(19.5)

4.8

—

0.5

(0.1)

(24.7)

Total Live Nation

$

69.6

$

—

$

69.6

$

9.6

$

—

$

84.5

$

(0.6)

$

(23.9)

 

LIVE NATION ENTERTAINMENT, INC.

CONSOLIDATED BALANCE SHEETS

(unaudited)

March 31,
2016

December 31,
2015

(in thousands)

ASSETS

Current assets

Cash and cash equivalents

$

1,699,281

$

1,303,125

Accounts receivable, less allowance of $18,411 and $17,168, respectively

480,681

452,600

Prepaid expenses

747,661

496,226

Other current assets

38,631

36,364

Total current assets

2,966,254

2,288,315

Property, plant and equipment

Land, buildings and improvements

841,717

840,032

Computer equipment and capitalized software

502,217

505,233

Furniture and other equipment

241,081

233,271

Construction in progress

65,197

47,684

1,650,212

1,626,220

Less accumulated depreciation

927,422

894,938

722,790

731,282

Intangible assets

Definite-lived intangible assets, net

785,301

777,763

Indefinite-lived intangible assets

369,219

369,317

Goodwill

1,619,552

1,604,315

Other long-term assets

464,058

385,249

Total assets

$

6,927,174

$

6,156,241

LIABILITIES AND EQUITY

Current liabilities

Accounts payable, client accounts

$

802,718

$

662,941

Accounts payable

76,204

58,607

Accrued expenses

620,142

686,664

Deferred revenue

1,354,101

618,640

Current portion of long-term debt, net

43,990

42,352

Other current liabilities

29,082

32,002

Total current liabilities

2,926,237

2,101,206

Long-term debt, net

1,992,851

2,002,662

Long-term deferred income taxes

204,032

199,472

Other long-term liabilities

135,308

142,267

Commitments and contingent liabilities

Redeemable noncontrolling interests

264,088

263,715

Stockholders’ equity

Common stock

2,023

2,020

Additional paid-in capital

2,423,054

2,428,566

Accumulated deficit

(1,120,919)

(1,075,111)

Cost of shares held in treasury

(6,865)

(6,865)

Accumulated other comprehensive loss

(112,905)

(111,657)

Total Live Nation stockholders’ equity

1,184,388

1,236,953

Noncontrolling interests

220,270

209,966

Total equity

1,404,658

1,446,919

Total liabilities and equity

$

6,927,174

$

6,156,241

 

LIVE NATION ENTERTAINMENT, INC.

CONSOLIDATED STATEMENTS OF OPERATIONS

(unaudited)

Three Months Ended
March 31,

2016

2015

(in thousands except share and per share data)

Revenue

$

1,207,716

$

1,120,312

Operating expenses:

Direct operating expenses

784,203

721,289

Selling, general and administrative expenses

336,181

314,545

Depreciation and amortization

94,955

84,541

Loss on disposal of operating assets

25

39

Corporate expenses

24,506

24,360

Acquisition transaction expenses

1,136

(527)

Operating loss

(33,290)

(23,935)

Interest expense

25,432

25,363

Interest income

(556)

(1,565)

Equity in earnings of nonconsolidated affiliates

(592)

(2,980)

Other expense (income), net

(8,547)

21,028

Loss before income taxes

(49,027)

(65,781)

Income tax expense

6,927

745

Net loss

(55,954)

(66,526)

Net loss attributable to noncontrolling interests

(11,436)

(8,247)

Net loss attributable to common stockholders of Live Nation

$

(44,518)

$

(58,279)

Basic and diluted net loss per common share available to common stockholders of Live Nation

$

(0.29)

$

(0.31)

Weighted average common shares outstanding:

Basic and diluted

201,696,142

200,155,435

Reconciliation to net loss available to common stockholders of Live Nation:

Net loss attributable to common stockholders of Live Nation

$

(44,518)

$

(58,279)

Accretion of redeemable noncontrolling interests

(13,336)

(3,889)

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

$

(57,854)

$

(62,168)

 

LIVE NATION ENTERTAINMENT, INC.

CONSOLIDATED STATEMENTS OF CASH FLOWS

(unaudited)

Three Months Ended
March 31,

2016

2015

(in thousands)

CASH FLOWS FROM OPERATING ACTIVITIES

Net loss

$

(55,954)

$

(66,526)

Reconciling items:

Depreciation

33,069

32,134

Amortization

61,886

52,407

Deferred income tax expense (benefit)

(1,698)

4,371

Amortization of debt issuance costs, discounts and premium, net

2,591

2,644

Non-cash compensation expense

8,923

9,497

Other, net

4,621

(3,574)

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

Increase in accounts receivable

(16,878)

(47,700)

Increase in prepaid expenses and other assets

(305,294)

(210,388)

Increase in accounts payable, accrued expenses and other liabilities

79,094

11,536

Increase in deferred revenue

707,038

563,260

Net cash provided by operating activities

517,398

347,661

CASH FLOWS FROM INVESTING ACTIVITIES

Advances and collections of notes receivable, net

(4,827)

(664)

Investments made in nonconsolidated affiliates

(5,165)

(3,913)

Purchases of property, plant and equipment

(30,681)

(29,365)

Cash paid for acquisitions, net of cash acquired

(43,378)

(15,879)

Other, net

(1,693)

(762)

Net cash used in investing activities

(85,744)

(50,583)

CASH FLOWS FROM FINANCING ACTIVITIES

Payments on long-term debt

(9,764)

(8,682)

Distributions to noncontrolling interests

(15,462)

(3,858)

Purchases and sales of noncontrolling interests, net

—

(8,302)

Payments for deferred and contingent consideration

(15,678)

(2,000)

Other, net

(12,385)

(1,473)

Net cash used in financing activities

(53,289)

(24,315)

Effect of exchange rate changes on cash and cash equivalents

17,791

(48,134)

Net increase in cash and cash equivalents

396,156

224,629

Cash and cash equivalents at beginning of period

1,303,125

1,382,029

Cash and cash equivalents at end of period

$

1,699,281

$

1,606,658

 

FPL conducts annual storm drill; highlights new technology and emergency response partnerships in advance of 2016 hurricane season

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JUNO BEACH, Florida, May 5, 2016 /PRNewswire-HISPANIC PR WIRE/ — Florida Power & Light Company (FPL) today tested the response of more than 3,000 employees to Hurricane Alexa – a virtual Category 2 storm that was simulated to make landfall in Naples and exit the state along Florida’s Treasure Coast – during the company’s annual storm drill. This multi-day event is a critical component of the energy company’s extensive year-round training to ensure employees are ready to respond when their customers need them the most. As part of the week-long exercise, the company showcased new technology that would be utilized during a storm response, including an Unmanned Aircraft System (UAS) and an amphibious robot, both of which provide the company greater visibility of damage and speed restoration in the aftermath of a hurricane.

Photo – http://photos.prnewswire.com/prnh/20120301/FL62738LOGO

“With more than 10 years having passed since the last hurricane impacted Florida, we are constantly pushing ourselves to improve upon our storm response and restoration capabilities,” said Eric Silagy, president and CEO of FPL. “Today’s virtual exercise is designed to stress test the broader FPL organization, implementing lessons learned from storms in recent years, including Super Storm Sandy. Key to success is exercising our people, systems and restoration strategies under intense simulated conditions, while at the same time, engaging with our local, state and federal partners, vendors, contractors and peers within the energy industry. All of us stand ready to respond together as one state and one team to meet the challenges that severe weather can cause.  Simply put, it’s this type of coordinated response that our customers expect and deserve when crisis strikes.”

Representatives from the Florida National Guard, U.S. Department of Energy, partner energy companies and the Florida Division of Emergency Management, including Director Bryan Koon, observed and, in some cases, participated in the storm simulation at FPL’s Command Center in Riviera Beach, Fla.

“Paths of hurricanes don’t adhere to county lines or service area boundaries, but instead often slice through large sections of the state. That’s why collaborating and training together, like we did today at FPL’s drill, is not only beneficial for FPL customers, but for all Floridians,” said Florida Division of Emergency Management Director Bryan Koon. “FPL’s commitment to strengthening its partnerships at the local, state and federal level and with its peers at Duke Energy and Tampa Electric better position all of us first-responders as we work to restore normalcy to the state safely and as quickly as possible following a storm.”

During the drill, FPL demonstrated how emerging technologies are changing the way field employees assess damage in the aftermath of a storm – from drones that can survey overhead power line damage, to amphibious robots that can provide access to unsafe, flooded areas. In addition, the company’s mobile application puts damage information at the fingertips of restoration crews after a storm passes. Today, restoration activity that was previously recorded manually on paper is entered into smart phones and tablets, resulting in a more efficient and accurate process.

FPL also demonstrated how crews work more efficiently in the field to speed restoration. The company’s storm response fleet, including its Mobile Command Center and Community Response Vehicle, allows field employees to operate remotely in the hardest hit areas. The company’s network of smart meters allows response crews to use a simple computer “ping” to confirm lights are back on before a crew leaves a neighborhood, replacing the traditional door-to-door approach.

“We’ve taken unprecedented steps to transform our energy infrastructure into what’s become a national blueprint in the years since the last hurricane struck our state more than a decade ago,” said Silagy. “By investing more than $2 billion to build a stronger, smarter, more storm-resilient electric grid, we are delivering energy to our customers they can count on in good weather and bad.”

FPL also showcased its Lightning Lab, where a team of engineers tests the company’s equipment with up to 2 million volts of electricity to help find innovative solutions to better understand and reduce lightning’s impact on the electric grid.

Since Hurricane Wilma struck Florida more than a decade ago, FPL has made significant enhancements to its electric grid including:

  • Strengthening more than 600 main power lines, including those that serve more than 700 critical community facilities such as hospitals, police and fire stations and emergency communication systems;
  • Placing underground more than 450 main power lines;
  • Installing 4.8 million smart meters and 36,000 intelligent devices along the electric grid using advanced technology that helps detect problems and restore service faster when outages occur;
  • Clearing vegetation – a major cause of power outages – from more than 135,000 miles of power lines; and
  • Inspecting all power poles – more than 1.4 million – and upgrading or replacing those that no longer meet our standards for strength.

“We are better prepared today to respond to a hurricane than ever before, strengthening or undergrounding more than 1,000 power lines, more than half of which serve the critical community facilities and agencies that play a vital role in getting our state back up and running in the aftermath of a storm,” said FPL Senior Vice President of Power Delivery Manny Miranda. “As Floridians, we understand hurricanes are devastating forces of nature and power outages will occur; however, the significant investments we’ve made in recent years have placed FPL in the best possible position to restore power to our customers faster following a storm.”

FPL customers benefit from the strengthened power lines throughout the year, which have shown a 40 percent improvement in everyday performance. The upgrades have helped FPL achieve the best system reliability in Florida and among the best in the nation – nearly 50 percent better than the national average.

How to Connect with FPL during a storm
FPL’s website – FPL.com/storm – features storm checklists and other information to help customers prepare and develop their own storm plans.  When a real storm strikes, FPL will provide updated restoration time estimates and other progress reports in the locations listed below:

NOTE TO EDITORS: For additional information on FPL’s storm readiness and high-definition photos and B-roll, please call the FPL Media Line at 561-694-4442, or visit the digital library of FPL’s Newsroom (http://newsroom.fpl.com/). 

About Florida Power & Light Company
Florida Power & Light Company is the third-largest electric utility in the United States, serving more than 4.8 million customer accounts or more than 10 million people across nearly half of the state of Florida. FPL’s typical 1,000-kWh residential customer bill is approximately 30 percent lower than the latest national average and, in 2015, was the lowest in Florida among reporting utilities for the sixth year in a row. FPL’s service reliability is better than 99.98 percent, and its highly fuel-efficient power plant fleet is one of the cleanest among all utilities nationwide. The company was recognized in 2015 as one of the most trusted U.S. electric utilities by Market Strategies International. A leading Florida employer with approximately 8,800 employees, FPL is a subsidiary of Juno Beach, Fla.-based NextEra Energy, Inc. (NYSE: NEE), a clean energy company widely recognized for its efforts in sustainability, ethics and diversity, and has been ranked No. 1 in the electric and gas utilities industry in Fortune’s 2016 list of “World’s Most Admired Companies.” NextEra Energy is also the parent company of NextEra Energy Resources, LLC, which, together with its affiliated entities, is the world’s largest generator of renewable energy from the wind and sun. For more information, visit these websites: www.NextEraEnergy.com, www.FPL.com, www.NextEraEnergyResources.com.

Letter Carriers’ 24th Annual Food Drive set for May 14 throughout nation

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WASHINGTON, May 5, 2016 /PRNewswire-HISPANIC PR WIRE/ — The National Association of Letter Carriers (NALC) will conduct its 24th annual food drive on Saturday, May 14. The Stamp Out Hunger® Food Drive, the country’s largest single-day food drive, provides residents with an easy way to donate food to those in need in the community.

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Customers simply leave their donation of non-perishable goods next to their mailbox before the delivery of the mail on May 14. Letter carriers will collect non-perishable food donations on that day as they deliver mail along their postal routes, and distribute them to local food agencies. Visit www.nalc.org/food to learn more.

It is the nation’s largest single-day food drive, and is held annually on the second Saturday in May in 10,000 cities and towns in all 50 states, the District of Columbia, Puerto Rico, the Virgin Islands and Guam.

With the economic struggles many Americans face, the Letter Carriers’ Food Drive is as critical as ever. Not only do millions of Americans go hungry, organizations that help them are in need of replenishments.

Hunger affects about 50 million people around the country, including millions of children, senior citizens and veterans. Pantry shelves filled up through winter-holiday generosity often are bare by late spring. And, with most school meal programs suspended during summer months, millions of children must find alternate sources of nutrition.

“As letter carriers, we are honored to be able to help people in need,” NALC President Fredric Rolando said. “On a daily basis we see the struggles in the communities we serve, and we believe it’s important to do what we can to help.”

On May 14, as they deliver mail, the nation’s 175,000 letter carriers will collect donations left by residents near their mail boxes. People are encouraged to leave a sturdy bag containing non-perishable foods, such as canned soup, canned vegetables, canned meats and fish, pasta, peanut butter, rice or cereal, next to their mailbox before the regular mail delivery on Saturday.

Carriers will bring the food to local food banks, pantries or shelters. Several national partners are assisting the NALC in the food drive: U.S. Postal Service, National Rural Letter Carriers’ Association, United Way Worldwide, United Food & Commercial Workers International Union, AFL-CIO, Valpak and Valassis.

This year’s effort includes a public service announcement with award-winning actor and director Edward James Olmos. Television networks and stations can use this link to find and download high-quality 30- and 60-second versions of the PSA, in English and Spanish.

In a new addition to this year’s food drive, letter carriers are teaming up in a few targeted areas with Amp Your Good to get healthy fresh fruits and vegetables to local food banks. Postal patrons living in San Francisco, parts of New York City and Greenwich, CT can go to www.StampYourGood.com to donate fresh produce throughout the month of May.

In its 23 years, the Letter Carrier food drive has collected more than 1.4 billion pounds of food, and in each of the last 12 years it has collected more than 70 million pounds. The goal this year is to build on that success, given the continuing problem of hunger in the United States.

People who have questions about the drive in their area should ask their letter carrier, contact their local post office, or go to nalc.org/food, facebook.com/StampOutHunger or twitter.com/StampOutHunger.

The 280,000-member National Association of Letter Carriers represents letter carriers across the country employed by the U.S. Postal Service, along with retired letter carriers. Founded by Civil War veterans in 1889, the NALC is among the country’s oldest labor unions.

FDA takes significant steps to protect Americans from dangers of tobacco through new regulation

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SILVER SPRING, Md., May 5, 2016 /PRNewswire-HISPANIC PR WIRE/ — Today, the U.S. Food and Drug Administration finalized a rule extending its authority to all tobacco products, including e-cigarettes, cigars, hookah tobacco and pipe tobacco, among others. This historic rule helps implement the bipartisan Family Smoking Prevention and Tobacco Control Act of 2009 and allows the FDA to improve public health and protect future generations from the dangers of tobacco use through a variety of steps, including restricting the sale of these tobacco products to minors nationwide.

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“We have more to do to help protect Americans from the dangers of tobacco and nicotine, especially our youth. As cigarette smoking among those under 18 has fallen, the use of other nicotine products, including e-cigarettes, has taken a drastic leap. All of this is creating a new generation of Americans who are at risk of addiction,” said HHS Secretary Sylvia Burwell. “Today’s announcement is an important step in the fight for a tobacco-free generation – it will help us catch up with changes in the marketplace, put into place rules that protect our kids and give adults information they need to make informed decisions.”

Tobacco use is a significant public health threat. In fact, smoking is the leading cause of preventable disease and death in the United States and responsible for 480,000 deaths per year. While there has been a significant decline in the use of traditional cigarettes among youth over the past decade, their use of other tobacco products continues to climb. A recent survey supported by the FDA and the Centers for Disease Control and Prevention shows current e-cigarette use among high school students has skyrocketed from 1.5 percent in 2011 to 16 percent in 2015 (an over 900 percent increase) and hookah use has risen significantly. In 2015, 3 million middle and high school students were current e-cigarette users, and data showed high school boys smoked cigars at about the same rate as cigarettes. Additionally, a joint study by the FDA and the National Institutes of Health shows that in 2013-2014, nearly 80 percent of current youth tobacco users reported using a flavored tobacco product in the past 30 days – with the availability of appealing flavors consistently cited as a reason for use.

Before today, there was no federal law prohibiting retailers from selling e-cigarettes, hookah tobacco or cigars to people under age 18. Today’s rule changes that with provisions aimed at restricting youth access, which go into effect in 90 days, including:

  • Not allowing products to be sold to persons under the age of 18 years (both in person and online);
  • Requiring age verification by photo ID;
  • Not allowing the selling of covered tobacco products in vending machines (unless in an adult-only facility); and
  • Not allowing the distribution of free samples.

The actions being taken today will help the FDA prevent misleading claims by tobacco product manufacturers, evaluate the ingredients of tobacco products and how they are made, as well as communicate their potential risks.

Today’s rule also requires manufacturers of all newly-regulated products, to show that the products meet the applicable public health standard set forth in the law and receive marketing authorization from the FDA, unless the product was on the market as of Feb. 15, 2007. The tobacco product review process gives the agency the ability to evaluate important factors such as ingredients, product design and health risks, as well as their appeal to youth and non-users.

Under staggered timelines, the FDA expects that manufacturers will continue selling their products for up to two years while they submit – and an additional year while the FDA reviews – a new tobacco product application. The FDA will issue an order granting marketing authorization where appropriate; otherwise, the product will face FDA enforcement.

For decades, the federal government and the public health community have fought to protect people from the dangers of tobacco use. Since the first Surgeon General’s report on Smoking and Health in 1964, which warned Americans about the risks associated with smoking, significant progress has been made to reduce smoking rates among Americans. In fact, tobacco prevention and control efforts have saved at least 8 million lives in the last 50 years, according to the 2014 Surgeon General’s Report on the Health Consequences of Smoking. In 2009, Congress took a historic step in the fight for public health by passing the bipartisan Family Smoking Prevention and Tobacco Control Act (TCA) giving the FDA authority to regulate the manufacturing, distribution and marketing of tobacco products to protect the public health.

Today’s action marks a new chapter in the FDA’s efforts to end preventable tobacco-related disease and death and is a milestone in consumer protection. 

“As a physician, I’ve seen first-hand the devastating health effects of tobacco use,” said FDA Commissioner Robert M. Califf, M.D. “At the FDA, we must do our job under the Tobacco Control Act to reduce the harms caused by tobacco. That includes ensuring consumers have the information they need to make informed decisions about tobacco use and making sure that new tobacco products for purchase come under comprehensive FDA review.”

Today’s actions will subject all manufacturers, importers and/or retailers of newly-regulated tobacco products to any applicable provisions, bringing them in line with other tobacco products the FDA has regulated under the TCA since 2009.   

These requirements include:

  • Registering manufacturing establishments and providing product listings to the FDA;
  • Reporting ingredients, and harmful and potentially harmful constituents;
  • Requiring premarket review and authorization of new tobacco products by the FDA;
  • Placing health warnings on product packages and advertisements; and
  • Not selling modified risk tobacco products (including those described as “light,” “low,” or “mild”) unless authorized by the FDA.

“This final rule is a foundational step that enables the FDA to regulate products young people were using at alarming rates, like e-cigarettes, cigars and hookah tobacco, that had gone largely unregulated,” said Mitch Zeller, J.D., director of the FDA’s Center for Tobacco Products. “The agency considered a number of factors in developing the rule and believes our approach is reasonable and balanced. Ultimately our job is to assess what’s happening at the population level before figuring out how to use all of the regulatory tools Congress gave the FDA.”

To assist the newly-regulated tobacco industry in complying with the requirements being announced today, the FDA is also publishing several other regulatory documents that provide additional clarity, instructions and/or the FDA’s current thinking on issues specific to the newly-regulated products.

For more information:

The FDA, an agency within the U.S. Department of Health and Human Services, protects the public health by assuring the safety, effectiveness, and security of human and veterinary drugs, vaccines and other biological products for human use, and medical devices. The agency also is responsible for the safety and security of our nation’s food supply, cosmetics, dietary supplements, products that give off electronic radiation, and for regulating tobacco products.

Media Inquiries: Michael Felberbaum, 240-402-9548, [email protected]; Tara Goodin, 240-402-3157, [email protected]
Consumer Inquiries: 888-INFO-FDA

Lincoln Strategy Group announces Ulrico Izaguirre joining as Senior Vice President of Public Affairs

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PHOENIX, May 4, 2016 /PRNewswire-HISPANIC PR WIRE/ — Lincoln Strategy Group is pleased to announce and welcome Ulrico Izaguirre as Senior Vice President of Public Affairs. Ulrico will primarily be responsible for corporate and public affairs, business client management, client lobbying, and business development. 

Ulrico has over 16 years’ experience in federal and state campaigns in Arizona, New Mexico, Maryland, Nevada and Iowa along with corporate development and referendum management in Missouri, Rhode Island, Massachusetts, New York and Iowa. In the last 12 years of his career, Ulrico has spent extensive time in corporate government relations, PAC management, labor relations and corporate social responsibility. Ulrico built the largest PAC in the gaming industry as well as extensive experience in corporate community relations, non-profit foundations, employee engagement efforts, development, crisis communications management and corporate environmental sustainability programs at both Wynn Resorts, LTD and Caesars Entertainment, Inc.  Ulrico also helped develop and launch the Grand Canyon University MPA program as GCU’s subject matter expert, and adjunct faculty. 

Ulrico graduated magna cum laude from Arizona State University with a Master of Public Administration in 2009. Immediately after graduating from college in 1999 from Trinity University in San Antonio, Texas, Ulrico served in Vice President Al Gore’s west wing office as an aide.

“We are confident that Rico’s knowledge and experience will be an invaluable resource for all of our clients, and we look forward to growing our continued public relations and public affairs success with Rico as part of our team,” said Nathan Sproul, Managing Director of Lincoln Strategy Group.

About Lincoln Strategy Group

Lincoln Strategy Group is a full-service political and corporate public affairs and public relations management firm that has the skill and knowledge base to shape your message, sway opinion, motivate voters, constituency groups, allies and stake holders to successfully manage complex and difficult corporate public affairs strategies and campaigns. Our experience in political, corporate, non-profit consulting and tireless work ethic will help you overcome any obstacle. For more information please visit www.lincoln-strategy.com.

Entrepreneurs’ Organization to Support Young Leaders of the Americas Initiative Entrepreneurship Fellows Program

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Entrepreneurs' Organization logo

ALEXANDRIA, Virginia, May 4, 2016 /PRNewswire-HISPANIC PR WIRE/ — The Entrepreneurs’ Organization (EO), a global network of more than 11,000 business owners in 48 countries, has joined forces with Meridian International to support Young Leaders of the Americas Initiative (YLAI) Professional Fellows Program. The program is open to 250 entrepreneurs throughout Latin America and the Caribbean between the ages of 21 to 35 with at least two years of professional experience. Applicants interested in the five-week fellowship program are required to apply by the 20 May 2016 deadline, here: https://ylai.state.gov/. EO will be assisting with the sourcing, screening and interviewing of these delegates in advance of the program, as well as providing entrepreneurial-focused learning content and connections to EO’s U.S.-based chapters once the program is underway.

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“Given the business acumen of EO’s membership, more than 11,000 members in the U.S. and 47 countries, our members are fully equipped to serve as business mentors to a future generation of entrepreneurs in Latin America and the Caribbean,” said Vijay K. Tirathrai, EO’s CEO.

EO will provide its entrepreneurial-focused Forum Training for all 250 YLAI Fellows in a series of kick-off events in Dallas, TX later this year. Participants will then be separated into smaller working groups across 20 U.S. cities before the program ends in Washington, D.C. with a three-day conference and networking event featuring top U.S. government officials, as well as global public, private and non-profit leaders.

As part of U.S. President Barack Obama’s effort to empower entrepreneurs and civil society leaders in order to advance entrepreneurial ideas and effectively contribute to social and economic development in Latin America and the Caribbean, participants will continue their collaboration with U.S. partners and have access to ongoing professional development opportunities, mentorship and networking.

The YLAI is a program of the Bureau of Educational and Cultural Affairs (ECA), of the U.S. Department of State, in collaboration with Meridian International Center, which works with corporations, governments, NGOs and individuals in 190 countries to socio-economic development.

The Entrepreneurs’ Organization (EO) is a global, peer-to-peer network of more than 11,000 influential business owners with 144 chapters in 48 countries. Founded in 1987, EO is the catalyst that enables leading entrepreneurs to learn and grow, leading to greater success in business and beyond. For more information, visit www.eonetwork.org.

Rev. Samuel Rodriguez Calls For Presumptive Republican Nominee to Get Serious About Issues Concerning Latino Evangelicals

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National Hispanic Christian Leadership Conference logo.

SACRAMENTO, Calif., May 4, 2016 /PRNewswire-HISPANIC PR WIRE/ — Rev. Samuel Rodriguez, lead pastor of New Season Church in California and President/CEO of the National Hispanic Christian Leadership Conference (NHCLC), one of the world’s largest Latino Evangelical organizations, asked presumed Republican nominee Donald Trump to come to the table to discuss comprehensive immigration solutions, that include secure borders, but also a place for the millions of hard-working Latino immigrants who call the United States their home.

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“To date Donald Trump’s comments about immigration have been inflammatory, impractical and unhelpful,” Rodriguez said. “Now that he is the presumptive nominee, we call upon him to immediately stop rhetorical commentary he has previously used that discredits groups, including Latino immigrants, and start discussing and offering real, productive solutions for comprehensive immigration reform.”

In his victory speech following the Indiana primary, Trump spoke of reaching out to the Hispanic community. Rodriguez said now is the time to put action to his words and attempt to heal the hurt and damage his previous statements have caused.

“If Trump truly wants to make America ‘a beautiful and loving country’ then he must personally begin by treating all – black, white, Latino, male and female – as they deserve to be treated. For at the end of the day, every individual is made in the image of God and merits love and respect,” Rodriguez said.

A recent internal survey of NHCLC members highlighted an important fact: Hispanic Evangelicals are still very much up for grabs in 2016. When asked which candidate they would vote for today, no one candidate on either side of the aisle had clearly locked their support. More than one-third of the evangelical Hispanics polled claimed that no one candidate – democrat or republican – clearly represents them at this point in the race and that policy is more important than rhetoric.

“This tells us that evangelical Hispanics are still making up their minds,” said Rev. Rodriguez. “This is good news for the remaining candidates who will need their support in a general election, but will have to earn it. 

“As we continue down the path in choosing our next president, may we remember that our great nation’s future depends not on one man or one woman, but rather God,” Rodriguez continued. “Now is the time to pray fervently, especially as we celebrate the National Day of Prayer tomorrow, for God to heal America and bring unity to us once again.”

Rodriguez is President of NHCLC and author of the new book, “Be Light.” NHCLC is the world’s largest Hispanic Christian organization, serving as a representative voice for the more than 100 million Hispanic Evangelicals assembled in over 40,000 U.S. churches and another hundreds of thousands of congregations spread throughout the Spanish-speaking diaspora. For additional information, visit http://www.nhclc.org.

More Young Children with ADHD Could Benefit from Behavior Therapy

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CDC (PRNewsFoto/Centers for Disease Control)

ATLANTA, May 3, 2016 /PRNewswire-HISPANIC PR WIRE/ — More young children 2 to 5 years of age receiving care for attention-deficit/hyperactivity disorder (ADHD) could benefit from psychological services – including the recommended treatment of behavior therapy. The Centers for Disease Control and Prevention’s (CDC) latest Vital Signs report urges healthcare providers to refer parents of young children with ADHD for training in behavior therapy before prescribing medicine to treat the disorder.

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ADHD is a biological disorder that causes hyperactivity, impulsiveness, and attention problems. About 2 million of the more than 6 million children with ADHD were diagnosed before age 6. Children diagnosed with ADHD at an early age tend to have the most severe symptoms and benefit from early treatment. The American Academy of Pediatrics recommends that before prescribing medicine to a young child, healthcare providers refer parents to training in behavior therapy. However, according to the Vital Signs report, about 75% of young children being treated for ADHD received medicine, and only about half received any form of psychological services, which might have included behavior therapy.

“Parents may feel overwhelmed with decisions about their child’s treatment for ADHD, but healthcare providers, therapists, and families can all work together to help the child thrive,” said Anne Schuchat, MD (RADM, USPHS), Principal Deputy Director, CDC.  “Parents of young children with ADHD may need support, and behavior therapy is an important first step.  It has been shown to be as effective as medicine, but without the risk of side effects. We are still learning about the potential unintended effects of long-term use of ADHD medicine on young children. Until we know more, the recommendation is to first refer parents of children under 6 years of age with ADHD for training in behavior therapy before prescribing medicine.”

The report looks at healthcare claims data from at least 5 million young children (2-5 years of age) each year insured by Medicaid (2008-2011) and about 1 million young children insured each year through employer-sponsored insurance (ESI) (2008-2014). In both groups, just over 75% of young children diagnosed with ADHD received ADHD medicine. Only 54% of young children with Medicaid and 45% of young children with ESI (2011) received any form of psychological services annually, which might have included parent training in behavior therapy. The percentage of children with ADHD receiving psychological services has not increased over time.

“Many families will benefit from behavior therapy. However, in some cases medicine may be appropriate,” said Georgina Peacock, MD, director of the Division of Human Development and Disability in CDC’s National Center on Birth Defects and Developmental Disabilities. “When healthcare providers and families know the benefits and risks of all available treatments, they are best prepared to make the most appropriate treatment choice for young children with ADHD.”

Parents do not cause their child’s ADHD, but parents can play a key role in the treatment of ADHD.  In behavior therapy, parents are trained by a therapist during eight or more sessions, learning strategies to encourage positive behavior, discourage negative behaviors, improve communication, and strengthen their relationship with their child. When applied, these skills can help the child at school, at home, and in relationships by improving behavior, self-control, and self-esteem. Learning and practicing behavior therapy requires more time, effort, and resources than treating ADHD with medicine, yet research shows that there are lasting benefits making it worth the investment.

In behavior therapy, therapists help parents build skills in guiding their child’s behavior. Skills may include, but are not limited to:

  • Positive communication:  When parents give children their full attention and reflect their words back to them, your child knows you are listening and care about what he has to say.
  • Positive reinforcement: Praise the child when she does something right. The more parents praise a behavior, the more likely it is the child will behave the same way again.
  • Structure and discipline: Children do better when their world is predictable. Set up routines and daily schedules to help the child know what to expect each day.  Respond to the child’s behavior the same way every time to help her learn more quickly. 

CDC message to healthcare providers

CDC is calling on doctors, nurses, and allied health professionals who treat young children with ADHD to support parents by explaining the benefits of behavior therapy and referring parents for training in behavior therapy. This report recommends that healthcare providers:

  • Follow clinical guidelines (American Academy of Pediatrics, American Academy of Child and Adolescent Psychiatry) for diagnosis and treatment of ADHD in young children.
  • Discuss with parents the benefits of behavior therapy and why they should get training.
  • Identify parent training providers in the area and refer parents of young children with ADHD for training in behavior therapy first, before prescribing medicine.

The report highlights missed opportunities for young children with ADHD to benefit from behavior therapy. Increasing referrals and the availability of appropriate services could help many families with young children who have ADHD.

“We recognize that these are not easy treatment decisions for parents to make,” said Dr. Schuchat. “We know that behavior therapy is effective, and the skills parents learn can help the whole family be successful. Building these skills in parents and children empowers families and helps young children with ADHD live up to their full potential.”

For more information, visit www.cdc.gov/ADHD or www.cdc.gov/vitalsigns.

U.S. Department of Health and Human Services

CDC works 24/7 protecting America’s health, safety and security. Whether diseases start at home or abroad, are curable or preventable, chronic or acute, stem from human error or deliberate attack, CDC is committed to respond to America’s most pressing health challenges.

Preventive health care can help Americans stay healthier throughout their lives. Those enrolled in health insurance coverage can use the “Roadmap to Better Care and a Healthier You” (English and Spanish) to learn about their benefits, including how to connect to primary care and the preventive services that are right for them, so that they can live a long and healthy life.

http://www.cdc.gov/media

(Español) La diversidad en los estudios clínicos: una forma de mejorar la salud

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Sorry, this entry is only available in Español.

MORE THAN JUST A CAR…More than 150K Owners Think So

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TORRANCE, California, May 4, 2016 /PRNewswire-HISPANIC PR WIRE/ — It’s a bond thicker than motor oil…the love owners have for their cars. And Toyota wants to help them express it.

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Starting today, Toyota owners can once again demonstrate affection for their Toyota vehicles through Más Que Un Auto (More Than A Car). The campaign lets them celebrate their car-love connection by ordering a personalized badge and sharing the story behind their car’s nickname. The most interesting stories will be featured in a collector’s item book later this year, becoming part of the brand’s history.

Customers can order their customized name badge at www.masqueunauto.com. The 3-D engraved nameplates arrive via mail at no cost. Quantities are limited and the campaign will continue while supplies last.

“Más Que Un Auto has had a profound effect on the culture of auto ownership. Automobiles are more than a way to get people around, they are ingrained in the fabric of their lives,” said Jack Hollis, group vice president, marketing at Toyota Motor Sales, U.S.A., Inc.  “Latinos have shown time and again their loyalty for the Toyota brand, and we want to help them immortalize their vehicles and thank them for welcoming us into their families.”

Entering the 12th consecutive year as the #1 automotive brand among Hispanics, Toyota continues to recognize Latinos’ loyalty to the brand and their cars. Toyota launched Más Que Un Auto in 2014 and since then, approximately 150,000 badges have been ordered nationwide.  During its initial launch, Más Que Un Auto resulted in the most user-generated content online and through social channels, for both Hispanic and non-Hispanic, in the brand’s history.

About Toyota
Toyota (NYSE: TM), the world’s top automaker and creator of the Prius and the Mirai fuel cell vehicle, is committed to building vehicles for the way people live through our Toyota, Lexus and Scion brands.  Over the past 50 years, we’ve built more than 30 million cars and trucks in North America, where we operate 14 manufacturing plants (10 in the U.S.) and directly employ more than 44,000 people (more than 34,000 in the U.S.).  Our 1,800 North American dealerships (1,500 in the U.S.) sold more than 2.8 million cars and trucks (nearly 2.5 million in the U.S.) in 2015 – and about 80 percent of all Toyota vehicles sold over the past 20 years are still on the road today.  

Toyota partners with philanthropic organizations across the country, with a focus on education, safety and the environment.  As part of this commitment, we share the company’s extensive know-how garnered from building great cars and trucks to help community organizations and other nonprofits expand their ability to do good. For more information about Toyota, visit www.toyotanewsroom.com. 

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