(Español) Pablo Soria de Lachica – Describe Como Desarrollar Transacciones Programadas En Forex
(Español) Comenzó con gran éxito la preventa para uno de los conciertos más esperados en el área de la bahía, La Banda MS de Sergio Lizárraga el 12 de agosto, 2016 en Oracle Arena en Oakland, CA
National Alliance for Hispanic Health statement on FDA Action on Tobacco: Will Save Lives And Help Reverse Hispanic Tobacco Tipping Point
WASHINGTON, May 5, 2016 /PRNewswire-HISPANIC PR WIRE/ — “Today’s action by the FDA will save lives by finally including cigars, hookah tobacco, pipe tobacco and e-cigarettes as regulated products. No form of tobacco use is safe and the rise of smoking among Hispanic youth, particularly use of e-cigarettes, has created a tobacco tipping point that unless reversed will result in a generation of tobacco related disease and early death,” said Dr. Jane L. Delgado, President and CEO of the National Alliance for Hispanic Health (the Alliance), the nation’s leading Hispanic health advocacy group.
Today, the U.S. Food and Drug Administration (FDA) finalized a rule extending its authority to all tobacco products, including e-cigarettes, cigars, hookah tobacco and pipe tobacco, among others. This rule helps implement the bipartisan Family Smoking Prevention and Tobacco Control Act of 2009. 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 (including online);
- Requiring age verification by photo ID;
- Not allowing selling covered tobacco products in vending machines (unless in an adult-only facility); and
- Not allowing the distribution of free samples.
According to data published last month by the Centers for Disease Control and Prevention (CDC) and the FDA Center for Tobacco Products in Morbidity and Mortality Weekly Report (MMWR), 4.7 million middle and high school students were current users (at least once in past 30 days) of a tobacco product in 2015. Among middle school students, Hispanics were the group most likely to be current tobacco users (10.6%) compared to non-Hispanic white (6.3%) and non-Hispanic black (6.6%) students. The data also showed that e-cigarettes are now the most common tobacco products used among youth and use escalated from 1.5 to 16.0 percent between 2011 and 2015 among high school students.
“Hispanic adults have always had smoking rates below the national average, resulting in lower rates of heart disease and other smoking related illness. However, the data released last month show that Hispanic middle school students are now more likely than their peers to use tobacco. It’s a tobacco tipping point, but actions like today’s historic move by the FDA will help families reverse this threat to the health of our children and communities,” emphasized Dr. Delgado. Dr. Delgado concluded, “If you need support talking to your children about not smoking or you or a loved one needs help quitting, we are here to help. Call our toll-free Su Familia Helpline at 1-866-783-2645. Together we can build a healthier and smoke-free America.”
About the National Alliance for Hispanic Health (The Alliance) — The Alliance is the nation’s foremost science-based source of information and trusted advocate for the health of Hispanics in the United States with a mission to achieve the best health outcomes for all. For more information visit us www.hispanichealth.org.
Nuestras Voces (Our Voices) — Nuestras Voces is a national network of over 100 organizations working for a tobacco-free world and to eliminate disparities in cancer prevention and treatment services. You can be part of this effort being led by the National Alliance for Hispanic Health! Join us at www.nuestrasvoces.org/join.
The Bayat Foundation Partners With The Starkey Hearing Foundation To Bring Hope, Healing And Hearing To The Dominican Republic
KABUL, Afghanistan, May 5, 2016 /PRNewswire-HISPANIC PR WIRE/ — Fulfilling its mission to serve people in need—wherever they may live—The Bayat Foundation, Afghanistan’s leading health and social development organization, completed a three-day hearing care mission April 18-20 in the Dominican Republic in support and sponsor of the Starkey Hearing Foundation.
Photo – http://photos.prnewswire.com/prnh/20160505/364234
The senior leadership of the Bayat Foundation volunteered to give the gift of hearing to people in need. Dr. Ehsanollah Bayat, Chairman, and Ms. Leah Bayat of the Bayat Foundation joined the Starkey Hearing Foundation’s hearing health specialists and mission team to provide hearing health care to more than 1,200 people living in the cities of Santo Domingo and Santiago de los Caballeros.
Joining the Bayat and Starkey Hearing Foundation service teams was world champion boxer Evander Holyfield who inspired the patients to achieve their potential.
Following the Santo Domingo hearing mission, the mission team traveled to Santiago de los Caballeros, the capital of Santiago Province. There, from April 19-20, the mission team established a Hearing Health Care Center at the Pontificia Universidad Católica Madre y Maestra, and provided hearing devices for more than 350 people living in Santiago de los Caballeros and the surrounding area.
The ages of the patients ranged from one year of age to 115 years old. A survey of the patients in Santo Domingo and Santiago de los Caballeros, indicated that 35 percent didn’t know the cause of their hearing loss and about 24 percent of the patients had experienced hearing loss at birth.
In each location, the hearing mission team—supported by scores of local volunteers, utilized a meticulous intake process, which prepared each patient to receive the most appropriate and effective type of hearing care. The intake process included recording the name, residence and vital statistics of each patient, conducting an examination cleaning of the ears and auditory system. Then each patient was fit with a set of ear molds—clear, wear-resistant plastic discs used to house the hearing aids provided without cost to each patient.
After completing intake, volunteers escorted each patient into the treatment area, where the Bayat and Starkey hearing care teams, together with specially trained volunteers fit each patient with the hearing devices that empowered each patient—many for the first time in their lives—to use the precious, powerful gift of hearing, sound and their voices to connect with their families, their communities and the world.
In the Dominican Republic, Starkey Hearing Foundation, working with its strategic partners, has held eight hearing missions, distributing more than 37,000 hearing devices so that individuals of every age can receive the gift of hearing and the power of caring.
“Our service in the Dominican Republic—helping people escape a life of silence and hear again—was amazing and transformative for recipients and volunteers alike” said Leah Bayat, a mission volunteer. “In three days, we were able to help nearly 1,300 hear—many for the first time in their lives. This work with the Starkey Hearing Foundation is a powerful example of how we, as individuals, can be the change we want to see, and hear, in the world.”
“More than 360 million throughout the world are affected by deafness or some sort of hearing loss,” said Dr. Ehsanollah Bayat, the Chairman and Co-Founder of the Bayat Foundation. “In Afghanistan, our two organizations work side by side to provide hearing to thousands of Afghans, so we are honored to help the Starkey Hearing Foundation continue this vital work, in the Dominican Republic, in Afghanistan, and all over the world.”
About the Bayat Foundation:
Since 2005, the US-based Bayat Foundation, a 501 c (3) charitable organization, has promoted the well being of the Afghan people. Founded and directed by Ehsanollah Bayat and Fatema Bayat, the Foundation has contributed to more than 300 projects dedicated to improving the quality of life for the youth, women, poor, and elderly of Afghanistan; including construction of 13 maternity hospitals that have now treated over 1,600,000 mothers and babies. Projects have included the construction of new facilities and sustainable infrastructure in needy regions, and the promotion of health, education, economic, and cultural programs. In addition to his charitable initiatives, Ehsanollah Bayat founded Afghan Wireless (AWCC) in 2002, which was the first GSM wireless and Internet Service Provider in Afghanistan, and later established Ariana Radio and Television Network (ATN), which includes Ariana Radio (FM 93.5). For more information, please email [email protected] or call 904-686-1470.
About Starkey Hearing Foundation:
Starkey Hearing Foundation, a public charity founded by William F. Austin, gives the gift of hearing to people in need in the U.S. and around the world. Disabling hearing loss affects more than 360 million people, including 32 million children, yet many do not have access to the hearing devices that improve lives and promote understanding. The Foundation focuses on hearing health missions, education, and recycling, as well as grants to mission-aligned organizations. Connect with Starkey Hearing Foundation on Facebook and Twitter, or visit www.starkeyhearingfoundation.org.
New Generation of Head Lice Treatment Tackles Super Lice
MORRISVILLE, North Carolina, May 5, 2016 /PRNewswire-HISPANIC PR WIRE/ — As fears circulate around the term “super lice,” misconceptions about the effectiveness of over-the-counter treatments are also spreading. Newer non-toxic, pesticide-free solutions such as Vamousse have developed innovative ways to tackle super lice head-on.
Super lice have developed resistance to certain pesticides used in traditional treatment products, according to a recent report from the American Academy of Pediatrics (AAP)1. These super lice are genetically resistant to permethrin and pyrethrin, the active ingredients in many traditional lice treatments. Super lice can survive even despite proper use of these products, which can cause frustration with parents.
Pesticide resistance means a need for a new generation of products. “Vamousse Lice Treatment works differently to kill lice and eggs, avoiding pesticide resistance issues,” says Jason Schmidt, an entomologist and Director of Product Development for TyraTech. “The active ingredient, natrum muriaticum, dehydrates the lice without using a pesticide.”
Vamousse is clinically proven effective against pesticide-resistant super lice2. Unlike many traditional products, Vamousse uses a physical mode of action to dehydrate lice and eggs by contact, to end an infestation fast.
Vamousse Lice Treatment was tested in clinical trials and lab studies using internationally recognized ASTM testing protocols.3 Following these industry standards, the product was tested against head lice and head lice eggs. Testing showed that Vamousse Lice Treatment, applied per product instructions, can kill both lice and eggs with a 15-minute exposure. While efficacy is critical, the AAP reports that treatment ideally should also be safe, free of toxic chemicals, easy to get without a prescription, easy to use, and affordable.1
“Parents want to be able to kill lice fast, but they also want the treatment to be safe and non-toxic,” says Schmidt. “Fortunately, this new generation of treatment starts working on contact and is available over-the-counter, typically in the first-aid or hair care section, making even super lice control accessible.”
Additional information and resources can be found at www.VamousseLice.com.
About Vamousse
- Clinically proven to kill lice and eggs in 1 treatment2
- Safe, non-toxic, and pesticide-free
- Proven effective against pesticide-resistant super lice2
- Easy-to-use mousse is quick and precise, rinses easily
- Available over-the-counter nationwide at Walmart, CVS, Walgreens, Rite Aid, Kmart, and in some regional chains, including Harris Teeter and HEB, and online at Walmart.com, CVS.com, Walgreens.com, Amazon.com and Drugstore.com.
- MSRP $24.99
- Non-toxic daily shampoo defends against head lice
- Shown in lab studies to kill lice
- Great for use by the whole family during:
- Lice outbreaks at school
- Summer camp, sleepovers
- Treatment of a sibling
- Risk of re-infestation
- Available over-the-counter nationwide at Walmart and in some regional chains, including Harris Teeter, and online at Walgreens.com, Amazon.com, Drugstore.com and Walmart.com.
- MSRP $12.99
- Powder home cleaning aid eliminates lice on non-washable household items
- Kills by contact
- Safe, non-toxic, no synthetic pesticides
- Clean scent
- Available online at Amazon.com
- MSRP $10.99
About TyraTech
Established in 2004, TyraTech, Inc. (AIM: TYR and TYRU) is a life sciences company focusing on nature-derived insect and parasite control products that are as effective as traditional chemical options while providing a new level of safety for people, animals, and the environment. TyraTech’s Nature’s Technology® leverages its patented scientific platform to provide a full range of biocides, head lice treatment, and insect repellent solutions, including Vamousse.
1 American Academy of Pediatrics (2016) Report on lice Retrieved from http://www.aappublications.org/news/2016/04/11/Lice041116
2 Clinical trial conducted at Lice Source Services, Plantation, FL, Dec. 2015
3 Scientific study information is available at http://www.vamousselice.com/scientific-studies
Contact: Chris Shigas
(919) 308-1816
March of Dimes Applauds FDA Deeming Rule on Tobacco Products
WASHINGTON, May 5, 2016 /PRNewswire-HISPANIC PR WIRE/ — The March of Dimes, the nation’s leading nonprofit organization advocating for maternal and child health, today commended the U.S. Food and Drug Administration (FDA) for deeming e-cigarettes to be tobacco products subject to the Food, Drug, and Cosmetic Act, as Amended by the Family Smoking Prevention and Tobacco Control Act. This decision will empower the agency to regulate e-cigarettes like other tobacco products, such as traditional cigarettes and cigars.
Logo – http://photos.prnewswire.com/prnh/20150409/197662LOGO
“E-cigarettes are clearly tobacco products, and they should be strictly regulated as such,” stated March of Dimes President Dr. Jennifer L. Howse. “Lack of regulation has allowed these products to be marketed and sold without limits, including to pregnant women and youth. The March of Dimes praises the FDA for moving to protect public health, including the health of women and infants, by regulating these products appropriately.”
The FDA’s decision is a critical step toward imposing appropriate regulations on the marketing and sale of e-cigarettes. With this announcement, manufacturers will be required to comply with a range of current regulations for tobacco products. Manufacturers may only make claims of lower risk if FDA confirms that adequate, appropriate scientific evidence supports that claim. In addition, manufacturers and vendors will be prohibited from selling these products to underage youth or distributing free samples.
“The March of Dimes is especially concerned that e-cigarettes are being pitched by some as a ‘safe’ alternative for pregnant women,” Dr. Howse added. “Absolutely no evidence exists to indicate that e-cigarettes are safe for pregnant women. The March of Dimes urges pregnant and breastfeeding women to avoid e-cigarettes and all other tobacco products to reduce the likelihood of preterm birth, low birthweight, and other health consequences.”
The FDA’s deeming rule would cover not only e-cigarettes but also cigars, pipe tobacco, waterpipe (hookah) tobacco, and novel products like nicotine gels and dissolvables. The March of Dimes has urged FDA to prioritize research into the effects of e-cigarettes and other nicotine products on pregnancy and birth outcomes. One study indicated that 40 percent of pregnant women surveyed believed electronic cigarettes are less harmful than traditional cigarettes; only 57 percent believed that e-cigarettes contain nicotine; and fewer than two-thirds of the women thought that e-cigarettes could be addictive. No data exists to indicate that e-cigarettes are safer or less addictive than traditional tobacco products, and many versions of e-cigarettes contain considerable levels of nicotine.
About March of Dimes
The March of Dimes is a national voluntary health agency whose volunteers and staff work to improve the health of infants and children by preventing birth defects, premature birth and infant mortality. Founded in 1938, the March of Dimes funds programs of research, community services, education and advocacy. For the latest resources and information, visit marchofdimes.org or nacersano.org. Find us on Facebook and follow us on Twitter.
2016 Mayors Challenge Entries in Latin America and the Caribbean Reveal a Focus on Addressing Social Inclusion, Sustainability, and Economic Growth – with a Strong Emphasis on Engaging Citizens in These Efforts
NEW YORK, May 5, 2016 /PRNewswire/ — Bloomberg Philanthropies today announced that 290 cities across Latin America and the Caribbean have submitted ideas to solve major challenges and improve city life for the 2016 Mayors Challenge. The ideas offer insight into the needs of communities and priorities of local leaders in the region.
Seven in ten ideas aim to address a social or economic challenge, while the remaining 30% focus on improving government effectiveness and efficiency.
- 71% of cities generated ideas to address major social or economic challenges such as:
- Social inclusion for vulnerable populations (23%)
- Sustainability (20%)
- Economic growth (13%)
- Education (9%)
- Public health (8%)
- 29% of city ideas focus on improving the overall effectiveness and efficiency of government
The 290 Mayors Challenge applicants represent over 172 million citizens in 19 countries across the region. Participating cities span the entire region with 71% from South America, 20% from Mexico and 9% from Central America and the Caribbean. Seventeen capital cities in the region submitted ideas to the competition – from Santiago to Brasilia to Mexico City to Kingston. With applications from 80 Brazilian cities and 59 Mexican cities, Brazil and Mexico had the largest number of cities that submitted applications.
5 cities from Haiti submitted applications and are now competing for $9 million dollars in innovation funds: Cap-Haïtien; Jean Rabel; Jérémie; Les Cayes; and Petite Rivière de l’Artibonite.
Applicants for the 2016 Mayors Challenge proposed innovative solutions to address a wide range of urban challenges. A series of themes emerged in the ideas, including:
- Leveraging technology and citizen engagement to improve government performance
- An emphasis on public education initiatives, citizen participation and digital solutions to prepare for and address natural disasters
- An interest in entrepreneurship and digital learning to improve education
- Promoting the inclusion of new or vulnerable populations through job creation, better use of public spaces and technology
- Improving public health through wide-ranging citizen engagement strategies
“Cities in Latin America and the Caribbean are some of the most innovative in the world, and they are proving it with their entries in our latest Mayors Challenge. The hundreds of proposals present exciting new ways to tackle problems across the region, and they have the potential to have a big impact on the lives of millions of people.” said Michael R. Bloomberg, founder of Bloomberg Philanthropies and three-term Mayor of New York City.
Additionally, a survey taken of participating cities showed significant city hall interest in innovation, but a lack of resources needed to experiment.
- More than half of participating cities report regularly borrowing ideas from cities in the region or even from around the globe when faced with a tough problem.
- Three out of 5 cities said they usually or always crowdsource ideas from citizens when they are faced with a tough problem.
- Just 1 out of 5 participating cities report usually having access to public or private funding to test new ideas.
“This is a region of the world with a rich history of public sector innovation. The ideas coming from the Mayors Challenge build on that legacy. We see a stronger focus in this year’s ideas on citizen engagement, which is both a trend in governments worldwide as well as an area in which Latin American cities have been clear leaders,” said James Anderson, the head of Bloomberg Philanthropies’ Government Innovation program.
The current applicants emerged from more than 900 Latin American and Caribbean cities who were invited by the Mayors Challenge in January 2016 to compete. Cities had until April 15, 2016 to generate and submit their innovative ideas to improve city government and city life. Modeled on successful competitions in the United States and Europe, the 2016 Mayors Challenge will award $5 million USD grand prize and four $1 million awards to four other cities that generate the most powerful and transferable ideas.
To learn more about the Mayors Challenge, visit www.mayorschallenge.bloomberg.org and @BloombergCities on Twitter and Instagram. Bloomberg Philanthropies has proudly partnered with the Centre for Public Impact (CPI) to implement this year’s challenge, provide related supports to city participants, and oversee coordination with other program partners. CPI is a not-for-profit, funded by The Boston Consulting Group, and dedicated to improving the positive impact of governments.
About Bloomberg Philanthropies
Bloomberg Philanthropies works in more than 120 countries around the world to ensure better, longer lives for the greatest number of people. The organization focuses on five key areas for creating lasting change: Arts, Education, Environment, Government Innovation and Public Health. Bloomberg Philanthropies encompasses all of Michael R. Bloomberg’s charitable activities, including his foundation and his personal giving. In 2015, Bloomberg Philanthropies distributed over half a billion dollars. For more information, please visit bloomberg.org or follow us on Facebook, Instagram, Snapchat, and Twitter @BloombergDotOrg.
Media Contact
Bloomberg Philanthropies, Rebecca Carriero, (212) 205-0182, [email protected]
Live Nation Entertainment Reports First Quarter 2016 Financial Results
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 |
Adjusted |
Foreign |
Adjusted |
Non-cash and |
Loss (gain) |
Depreciation amortization |
Acquisition |
Operating |
|||||||||||||||||||||||
|
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, |
December 31, |
||||||
|
(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 |
|||||||
|
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 |
|||||||
|
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
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:
- FPL Storm Center (www.FPL.com/storm)
- Twitter (www.twitter.com/insideFPL and www.twitter.com/FPL_Newsroom)
- Facebook (www.facebook.com/FPLconnect)
- YouTube (www.youtube.com/FPL)
- FPL’s Blog (www.FPLblog.com)
- FPL’s Power Tracker (www.FPL.com/powertracker)
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
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.
Logo – http://photos.prnewswire.com/prnh/20110406/DC78673LOGO
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.