UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

WASHINGTON, D.C. 20549

FORM 10-K

[X]	Annual report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934For the fiscal year ended December 31, ~~2016~~2017, or
[ ]	Transition report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934For the transition period from ________ to _________.

Commission File Number 001-09645

IHEARTCOMMUNICATIONS, INC.

(Exact name of registrant as specified in its charter)

Texas	74-1787539
(State or other jurisdiction of incorporation or organization)	(I.R.S. Employer Identification No.)
200 East Basse Road, Suite 100San Antonio, Texas	78209
20880 Stone Oak ParkwaySan Antonio, Texas	78258
(Address of principal executive offices)	(Zip code)

(210) 822-2828

(Registrant’s telephone number, including area code)

Securities registered pursuant to Section 12(b) of the Act: None

Securities registered pursuant to Section 12(g) of the Act: None

Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. YES [ ] NO [X] Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Exchange Act. YES [ ] NO [X] Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. YES [ ] NO [X] Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files).YES [X] NO [ ] (Explanatory Note: The registrant is a voluntary filer and is therefore not subject to the filing requirements of the Securities Exchange Act of 1934. However, during the preceding 12 months, and pursuant to the bond indentures of iHeartCommunications, Inc., the registrant has filed all reports that it would have been required to file by Section 13 or 15(d) of the Securities Exchange Act of 1934 if the registrant was subject to the filing requirements of the Securities Exchange Act of 1934 during such timeframe.) The registrant meets the conditions set forth in General Instructions I(1)(a) and (b) of Form 10-K as, among other things, all of the registrant’s equity securities are owned indirectly by iHeartMedia, Inc., which is a reporting company under the Securities Exchange Act of 1934 and which has filed with the SEC all materials required to be filed pursuant to Section 13, 14 or 15(d) thereof, and the registrant is therefore filing this Form 10-K with a reduced disclosure format. Indicate by check mark ~~whether the registrant has submitted electronically and posted on its corporate Web site,~~ if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files).YES [X] NO [ ] Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. [X ] Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company, or an emerging growth company. See the definitions of “large accelerated filer,” “accelerated filer,” ~~and~~ “smaller reporting company” and "emerging growth company" in Rule 12b-2 of the Exchange Act. Large accelerated filer [ ] Accelerated filer [ ] Non-accelerated filer [X] Smaller reporting company [ ] Emerging growth company [ ] If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or reviews financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. [ ] Indicate by check mark whether the registrant is a shell company (as defined in Exchange Act Rule 12b-2). YES [ ] NO [X] Indicate by check mark whether the registrant has filed all documents and reports required to be filed by Section 12, 13 or 15(d) of the Securities Exchange Act of 1934 subsequent to the distribution of securities under a plan confirmed by a court. YES [ ] NO [ ] The registrant has no voting or nonvoting equity held by non-affiliates. On ~~February~~April 2024, ~~2017~~2018, there were 500,000,000 outstanding shares of common stock.

DOCUMENTS INCORPORATED BY REFERENCE

~~None~~Items 10, 11, 12, 13 and 14 of Part III will be incorporated by reference from iHeartMedia, Inc.'s Form 10-K/A to be filed with the Securities and Exchange Commission.

IHEARTCOMMUNICATIONS, INC.

INDEX TO FORM 10-K

		PageNumber
PART I
Item 1.	Business	1
Item 1A.	Risk Factors	1718
Item 1B.	Unresolved Staff Comments	2731
Item 2.	Properties	2731
Item 3.	Legal Proceedings	2732
Item 4.	Mine Safety Disclosures	2934
PART II
Item 5.	Market for Registrant's Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities	3136
Item 6.	Selected Financial Data	3237
Item 7.	Management's Discussion and Analysis of Financial Condition and Results of Operations	3338
Item 7A.	Quantitative and Qualitative Disclosures About Market Risk	7578
Item 8.	Financial Statements and Supplementary Data	7679
Item 9.	Changes in and Disagreements with Accountants on Accounting and Financial Disclosure	~~116~~125
Item 9A.	Controls and Procedures	~~116~~125
Item 9B.	Other Information	~~118~~129
PART III
Item 10.	Directors, Executive Officers and Corporate Governance (intentionally omitted pursuant to General Instruction I(2)(c) of Form 10-K)	~~119~~130
Item 11.	Executive Compensation (intentionally omitted pursuant to General Instruction I(2)(c) of Form 10-K)	~~119~~130
Item 12.	Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters (intentionally omitted pursuant to General Instruction I(2)(c) of Form 10-K)	~~119~~130
Item 13.	Certain Relationships and Related Transactions, and Director Independence (intentionally omitted pursuant to General Instruction I(2)(c) of Form 10-K)	~~119~~130
Item 14.	Principal Accounting Fees and Services	~~119~~130
PART IV
Item 15.	Exhibits and Financial Statements Schedules	~~120~~131
Item 16.	Form 10-K Summary	~~131~~143

PART I

ITEM 1. BUSINESS

The Company

iHeartCommunications, Inc., (the “Company”) is a Texas corporation with all of its outstanding shares of common stock held by iHeartMedia Capital I, LLC, an indirect, wholly-owned subsidiary of iHeartMedia, Inc. (“Parent”).

Parent was formed in May 2007 by private equity funds sponsored by Bain Capital Partners, LLC (“Bain Capital”) and Thomas H. Lee Partners, L.P. (“THL”) (together, the “Sponsors”) to effect the acquisition of the Company by Parent. On July 30, 2008, Parent acquired the Company. The acquisition was effected by the merger of an entity formed by the Sponsors, then an indirect subsidiary of Parent, with and into the Company. As a result of the merger, the Company became an indirect wholly-owned subsidiary of Parent. Upon the consummation of the merger, Parent became a public company and the Company was no longer a public company.

~~Our~~ ~~corporate~~On ~~headquarters~~March 14, ~~are~~2018, ~~in San Antonio~~we, ~~Texas~~Parent and wecertain ~~have~~of ~~executive~~Parent's ~~offices~~direct inand ~~New~~indirect ~~York~~domestic subsidiaries (collectively, ~~New~~the ~~York.~~"Debtors") ~~Our~~filed ~~headquarters~~voluntary ~~are~~petitions ~~located~~for atrelief ~~200 East~~(the ~~Basse~~"Chapter ~~Road,~~11 ~~Suite~~Cases") ~~100,~~under ~~San~~Chapter ~~Antonio~~11 of the United States Bankruptcy Code (the "Bankruptcy Code"), in the United States Bankruptcy Court for the Southern District of Texas, ~~78209~~Houston Division (~~telephone:~~the ~~210-822-2828~~"Bankruptcy Court"). Clear Channel Outdoor Holdings, Inc. (“CCOH”) and its direct and indirect subsidiaries did not file voluntary petitions for reorganization under the Bankruptcy Code and are not Debors in the Chapter 11 Cases.

The Chapter 11 Cases are being administered under the caption In re: iHeartMedia, Inc., Case No. 18-31274 (MI). The Debtors will continue to operate their businesses as “debtors-in-possession” under the jurisdiction of the Bankruptcy Court and in accordance with the applicable provisions of the Bankruptcy Code and orders of the Bankruptcy Court.

On March 16, 2018, the Debtors entered into a Restructuring Support Agreement (the “RSA”) with certain creditors and equityholders (the “Consenting Stakeholders”). The RSA contemplates the restructuring and recapitalization of the Debtors (the “Restructuring Transactions”), which will be implemented through a plan of reorganization in the Chapter 11 Cases, if confirmed by the Bankruptcy Court. Pursuant to the RSA, the Consenting Stakeholders have agreed to, among other things, support the Restructuring Transactions and vote in favor of a plan of reorganization to effect the Restructuring Transactions.

The RSA provides certain milestones for the Restructuring Transactions. Failure of the Debtors to satisfy these milestones without a waiver or consensual amendment would provide the Consenting Stakeholders a termination right under the RSA. These milestones include (i) the filing of a plan of reorganization, disclosure statement and motion for approval of the disclosure statement, in form and substance reasonably acceptable to the Debtors and the Consenting Stakeholders, which was filed with the Bankruptcy Court on April 28, 2018, (ii) the entry of an order approving the disclosure statement by July 7, 2018, (iii) the entry of an order confirming the plan of reorganization within 75 days of the entry of an order approving the disclosure statement and (iv) the effective date of the plan of reorganization occurring by March 14, 2019.

In general, as debtors-in-possession under the Bankruptcy Code, we are authorized to continue to operate as an ongoing business, but may not engage in transactions outside the ordinary course of business without the prior approval of the Bankruptcy Court. Pursuant to first day motions filed with the Bankruptcy Court, the Bankruptcy Court authorized Parent to conduct our business activities in the ordinary course, including, among other things and subject to the terms and conditions of such orders, authorizing us to: (i) pay employees’ wages and related obligations; (ii) continue to operate our cash management system in a form substantially similar to prepetition practice; (iii) use cash collateral on an interim basis; (iv) continue to honor certain obligations related to on-air talent, station affiliates and royalty obligations; (v) continue to maintain certain customer programs; (vi) pay taxes in the ordinary course; (vii) continue our surety bond program; and (viii) maintain our insurance program in the ordinary course.

Our filing of the Chapter 11 Cases constitutes an event of default that accelerated its obligations under its debt agreements. Due to the Chapter 11 Cases, however, the creditors’ ability to exercise remedies under our debt agreements was stayed as of March 14, 2018, the date of the Chapter 11 petition filing, and continues to be stayed.

Information about the Chapter 11 Cases is available at a website maintained by our claims agent, Prime Clerk (https://cases.primeclerk.com/iheartmedia/Home-Index).

Our corporate headquarters are in San Antonio, Texas and we have executive offices in New York, New York. Our headquarters are located at 20880 Stone Oak Parkway, San Antonio, Texas 78258 (telephone: 210-822-2828).

Our Business Segments

We are a diversified media and entertainment company with three reportable business segments: iHeartMedia (“iHM”); Americas outdoor advertising (“Americas outdoor”); and International outdoor advertising (“International outdoor”). Our iHM segment provides media and entertainment services via broadcast and digital delivery and also includes our national syndication business. Our Americas outdoor and International outdoor segments provide outdoor advertising services in their respective geographic regions using various digital and traditional display types. Our Americas outdoor segment consists of operations primarily in the United States, Canada and Latin America. Our International outdoor segment consists of operations primarily in Europe and Asia. Our “Other” category includes our full-service media representation business, Katz Media Group (“Katz Media”), as well as other general support services and initiatives that are ancillary to our other businesses. For the year ended December 31, 2016, the iHM segment represented 54% of total revenues. For the year ended December 31, 2016, Americas outdoor represented 20% and International outdoor represented 23% of total revenues.1

We are a diversified media and entertainment company with three reportable business segments: iHeartMedia (“iHM”); Americas outdoor advertising (“Americas outdoor”); and International outdoor advertising (“International outdoor”). Our iHM segment provides media and entertainment services via broadcast and digital delivery and also includes our national syndication business. Our Americas outdoor and International outdoor segments provide outdoor advertising services in their respective geographic regions using various digital and traditional display types. As of December 31, 2017, our Americas outdoor segment consisted of operations primarily in the United States and Latin America and our International outdoor segment consisted of operations primarily in Europe and Asia. Beginning January 1, 2018, our Latin American operations will be included in our International Outdoor segment. Our “Other” category includes our full-service media representation business, Katz Media Group (“Katz Media”), which is ancillary to our other businesses. For the year ended December 31, 2017, the iHM segment represented 56% of total revenues. For the year ended December 31, 2017, Americas outdoor represented 20% and International outdoor represented 22% of total revenues.

We specialize in broadcast radio, digital, out-of-home, mobile, live events and on-demand information services for national audiences and local communities while providing premium opportunities for advertisers. Through our strong capabilities and unique collection of assets, we have the ability to deliver compelling content as well as innovative, effective marketing campaigns for advertisers and marketing, creative and strategic partners in the United States and internationally.

We focus on leveraging our national reach and on building the leadership position of our diverse global assets and maximizing our financial performance while serving our local communities. We continue to invest strategically in our digital platforms, including the development of continued enhancements to iHeartRadio, our integrated digital radio platform, and the ongoing deployment of digital outdoor displays. In addition, we have implemented data analytics and automated/programmatic sales infrastructure and capability in each of our business segments. We intend to continue to execute our strategies while closely managing expenses and focusing on achieving operating efficiencies across our businesses.

For more information about our revenue, gross profit and assets by segment and our revenue and long-lived assets by geographic area, see Note 11 to our Consolidated Financial Statements located in Item 8 of Part II of this Annual Report on Form 10-K.

iHM

Our iHM operations include broadcast radio, digital online and mobile platforms and products, program syndication, entertainment, traffic and weather data distribution and music research services. Our radio stations and content can be heard on AM/FM stations, HD digital radio stations, satellite radio, on the internet at iHeartRadio.com and our radio stations’ websites, and through our iHeartRadio mobile application in enhanced automotive dashes, on ~~smart~~tablets, ~~phones~~wearables and ~~tablets~~smartphones, on gaming consoles, via in-home entertainment, ~~in enhanced automotive platforms~~ and ~~navigation~~voice-controlled ~~systems~~devices.

As of December 31, ~~2016~~2017, we owned ~~855~~849 domestic radio stations servicing over 160 U.S. markets, including 45 of the top 50 markets and 8482 of the top 100 markets. We are also the beneficiary of Aloha Station Trust, LLC and Ocean Station Trust LLC, which ~~owns~~own and operates 14 and 3 radio stations, respectively, all of which we were required to divest in order to comply with Federal Communication Commission (“FCC”) media ownership rules, and which are being marketed for sale.

1In addition to our local radio programming, we also operate Premiere Networks (“Premiere”), a national radio network that produces, distributes or represents more than 100 syndicated radio programs and serves more than 6,000 radio station affiliates. We also deliver real-time traffic and weather information via navigation systems, radio and television broadcast media and wireless and Internet-based services through our traffic business, Total Traffic & Weather Network.

InWe ~~addition~~also ~~to our local radio programming~~curate, ~~we also operate Premiere Networks (“Premiere”)~~promote, aproduce ~~national~~and ~~radio~~televise ~~network~~nationally-recognized ~~that~~iHeartRadio-branded ~~produces,~~live ~~distributes~~music orevents ~~represents~~for ~~more~~our ~~than~~listeners ~~100 syndicated~~and ~~radio~~advertising ~~programs~~partners, ~~and~~including ~~serves~~the ~~more~~iHeartRadio ~~than~~Music 5Festival,~~900 radio~~ ~~station~~the ~~affiliates. We~~iHeartRadio ~~also~~Music ~~deliver~~Awards, ~~real-time~~the ~~traffic~~iHeartRadio ~~and~~Wango ~~weather~~Tango ~~information~~by ~~via navigation systems~~AT&T, ~~radio~~the ~~and~~iHeartRadio ~~television~~Jingle ~~broadcast~~Ball ~~media~~Tour ~~and~~presented ~~wireless~~by ~~and~~Capital ~~Internet-based~~One, ~~services~~the ~~through~~iHeartCountry ~~our~~Festival ~~traffic~~by ~~business,~~AT&T ~~Total~~and ~~Traffic~~the &iHeartRadio ~~Weather~~Fiesta ~~Network~~Latina.

We also curate, promote, produce and televise nationally-recognized iHeartRadio-branded live music events for our listeners and advertising partners, including the iHeartRadio Music Festival, the iHeartRadio Music Awards, the iHeartRadio Ultimate Pool Party, the iHeartRadio Jingle Ball Tour, the iHeartCountry Festival and the iHeartRadio Fiesta Latina.

Strategy

Our iHM strategy centers on delivering entertaining and informative content across multiple platforms, including ~~radio broadcasting~~broadcast, ~~online,~~ mobile, and digital, ~~and~~as ~~social~~well ~~media,~~as ~~podcasts,~~events. ~~personalities~~Our ~~and~~primary ~~influencers,~~source ~~live~~of ~~events,~~revenue ~~syndication,~~is ~~music~~derived ~~research~~from ~~services~~selling local and ~~independent~~national ~~media~~advertising ~~representation. We~~time ~~strive~~on toour ~~serve~~849 ~~our~~domestic ~~listeners~~radio bystations, ~~providing~~with ~~the~~contracts ~~content~~typically ~~they~~less ~~desire~~than onone ~~the~~year ~~platform~~in ~~they~~duration. ~~prefer,~~The ~~while~~programming ~~supporting~~formats ~~advertisers,~~of ~~strategic~~our ~~partners,~~radio ~~music~~stations ~~labels~~are ~~and~~designed ~~artists~~to reach audiences with atargeted ~~diverse~~demographic ~~platform~~characteristics. ofWe ~~creative~~continue ~~marketing~~to ~~opportunities~~expand ~~designed~~the tochoices ~~effectively~~for ~~reach~~listeners and ~~engage~~advertisers ~~target~~by ~~audiences. Our~~delivering ~~iHM~~our ~~strategy~~content ~~also~~and ~~focuses~~selling onadvertising ~~improving~~across ~~the~~multiple ~~operations~~distribution ofchannels, ~~our~~including ~~stations~~digitally byvia ~~providing~~iHeartRadio, ~~valuable~~which ~~programming~~reach national, regional and ~~promotions~~local audiences. In addition, aswe ~~well~~also asgenerate ~~sharing~~revenues ~~best~~from ~~practices~~network ~~across~~syndication, our ~~stations~~nationally inrecognized ~~marketing,~~live ~~distribution,~~events ~~sales~~ and ~~cost~~our ~~management~~station websites, among other activities. We are working closely with

Promote Broadcast Radio Media Spending. Given the extensive reach and metrics of both the broadcast radio industry in general and iHM in particular, as well as our depth and breadth of relationships with both media agencies and national and local advertisers, we believe we can drive broadcast radio's share of total media spending by using our dedicated national sales team to highlight the value of broadcast radio relative to other media. We have made and continue to make significant investments in research and to enable our clients to better understand how our assets can successfully reach their target audiences and promote their advertising campaigns; broadened our national sales teams and initiatives to better develop, create and promote their advertising campaigns; invested in technology to enhance our platform and capabilities; and continue to seek opportunities to deploy both our free iHeartRadio digital radio service and our newly-launched on demand subscription services - iHeartRadio Plus and iHeartRadio All Access - across both existing and emerging devices and platforms. We are also working closely with advertisers, marketers and agencies to meet their needs through new products, events and services developed through optimization of our current portfolio of assets, as well as to develop tools to determine how effective broadcast radio is in reaching their desired audiences. Through its programmatic initiative, iHeartMedia has centralized all the inventory across all of its stations nationwide and can access them immediately and tie it directly to key data of advertising partners.

Promote Local and National Advertising. We intend to grow our iHM businesses by continuing to develop effective highly-rated programming, creating new solutions for our advertisers and agencies, fostering key relationships with advertisers and improving our local and national sales teams. We intend to leverage our diverse collection of assets, our programming and creative strengths, and our consumer relationships to create live music events, such as one-of-a-kind local and national promotions that benefit our listeners and advertisers, and develop new, innovative programmatic and data-focused technologies and products to promote advertising. We seek to maximize revenue by closely managing our advertising opportunities and pricing to compete effectively in local markets. We operate price and yield information systems, which provide detailed inventory information. These systems enable our station managers and sales directors to adjust commercial inventory and pricing based on local market demand, as well as to manage and monitor different commercial durations (60 second, 30 second, 15 second and five second) in order to provide more effective advertising for our customers at what we believe are optimal prices given market conditions.

Continue to Enhance the Listener Experience. We intend to continue enhancing the listener experience by offering a wide variety of compelling content and methods of delivery. We will continue to provide the content our listeners desire on their preferred platforms. Our investments have created a collection of leading on-air talent. For example, Premiere offers 109 syndicated radio programs and services for more than 5,900 radio station affiliates across the United States, including popular programs featuring top talent such as Ryan Seacrest, Big Boy, Rush Limbaugh, Sean Hannity, Glenn Beck, Steve Harvey, Elvis Duran, Bobby Bones, Breakfast Club and Delilah. Our distribution capabilities allow us to attract top talent and more effectively utilize programming, sharing our best and most compelling content across both iHM's and other companies' radio stations.

Continue to Deliver Nationally-Recognized Live Events. We intend to continue to deliver nationally-recognized live events to our listeners, such as the iHeartRadio Music Festival, the iHeartRadio Music Awards, the iHeartRadio Ultimate Pool Party, the iHeartRadio Jingle Ball Tour, the iHeartCountry Festival and the iHeartRadio Fiesta Latina, featuring some of the biggest names in the music industry.

~~demand~~our ~~subscription~~advertising ~~services - iHeartRadio Plus~~ and ~~iHeartRadio~~marketing ~~All~~partners ~~Access~~to ~~and~~develop ~~through~~tools ~~our free iHeartRadio mobile application on smartphones~~ and ~~tablets,~~leverage ondata ~~gaming~~to ~~consoles,~~enable ~~via~~advertisers ~~in-home~~to ~~entertainment,~~effectively inreach ~~enhanced~~their ~~automotive~~desired ~~platforms, as well as in-vehicle entertainment and navigation systems~~audiences. ~~Some examples of our recent initiatives are as follows:~~

•Promote ~~Streaming~~Broadcast Radio Media Spending. Given Wethe ~~provide~~extensive ~~streaming~~reach ~~content~~and ~~via~~metrics of both the ~~Internet~~broadcast radio industry in general and iHM in particular, ~~mobile~~as well as the depth and ~~other~~breadth ~~digital~~of ~~platforms~~our relationships with both media agencies and national and local advertisers, we believe we can drive broadcast radio's share of total media spending by using our dedicated sales teams to highlight the value of broadcast radio relative to other media. We ~~rank~~have ~~among~~made ~~the~~and ~~top~~continue ~~streaming~~to ~~networks~~make significant investments in research so we can provide the Usame ad-buying experience that once was only available from digital-only companies and to enable our clients to better understand how our assets can successfully reach their target audiences and promote their advertising campaigns.S Our programmatic solution for broadcast radio, Soundpoint, provides improved planning and automated ad-buying by relying on sophisticated planning algorithms and a cloud-based network across all of iHeartMedia’s broadcast radio inventory to deliver highly optimized plans to our advertising customers. ~~with~~SmartAudio ~~regards~~is our new audio data analytics advertising product for broadcast radio which leverages the capabilities of Soundpoint. With SmartAudio, we can create robust audience segment profiles for our advertising customers allowing them to ~~Average~~select ~~Active~~the ~~Sessions~~best ~~(“AAS”)~~broadcasting schedules and methods to reach their targeted customers. We continue to seek opportunities to deploy iHeartRadio, ~~Session~~our ~~Starts~~free ~~(“SS”)~~all-in-one digital music, podcasting and ~~Average~~live ~~Time~~streaming ~~Spent~~digital ~~Listening~~radio ~~(“ATSL”)~~service across both existing and emerging devices and platforms. ~~AAS~~iHeartRadio is on more than 200 platforms, including in cars, at home, on wearables, via gaming consoles through virtual assistants, and SSnearly ~~measure~~everywhere ~~the~~listeners ~~level~~want to tune in. We continue to work closely with advertisers, marketers and agencies to meet their needs through new products, events and services developed through optimization of ~~activity~~our ~~while~~current ~~ATSL~~portfolio ~~measures~~of ~~the~~assets, ~~ability~~as well as to ~~keep~~develop ~~the~~tools ~~audience~~to ~~engaged~~determine how effective broadcast radio is in reaching their desired audiences.

•Promote ~~Websites~~Local and ~~Mobile~~National ~~Applications~~Advertising. We ~~have~~intend ~~developed~~to ~~mobile~~grow ~~and~~our ~~Internet~~iHM ~~applications~~businesses ~~such~~by ascontinuing ~~the~~to ~~iHeartRadio~~develop ~~smart~~effective ~~phone~~highly-rated ~~and~~programming, ~~tablet~~creating ~~applications~~new ~~and~~solutions ~~website~~for asour ~~well~~advertisers asand ~~websites~~agencies, ~~for~~fostering ~~our~~key ~~stations~~relationships with advertisers and ~~personalities.~~improving ~~These~~our ~~mobile~~local and ~~Internet~~national ~~applications~~sales ~~allow~~teams. ~~listeners~~We intend to ~~use~~leverage ~~their~~our ~~smart~~diverse ~~phones~~collection of assets, ~~tablets~~our orprogramming ~~other~~and ~~digital~~creative ~~devices~~strengths, and our consumer relationships to ~~interact~~create ~~directly~~live ~~with~~music ~~stations~~events, ~~find~~such ~~titles/artists,~~as ~~request~~one-of-a-kind ~~songs~~local and ~~create~~national ~~custom~~promotions that benefit our listeners and ~~personalized~~advertisers, ~~stations~~and ~~while~~develop ~~providing~~new, aninnovative ~~additional~~programmatic ~~method~~and ~~for~~data-focused ~~advertisers~~technologies and products to ~~reach~~promote ~~consumers~~advertising. We Asseek ofto ~~December~~maximize ~~31,~~revenue ~~2016,~~by closely managing our ~~iHeartRadio~~advertising ~~mobile~~opportunities ~~application~~and ~~has~~pricing ~~been~~to ~~downloaded~~compete ~~more~~effectively ~~than~~in 1local markets.3 ~~billion~~We ~~times~~operate ~~(including~~price ~~updates).~~and ~~iHeartRadio~~yield ~~provides~~information asystems, ~~unique~~which ~~digital~~provide ~~music~~detailed ~~experience~~inventory byinformation. ~~offering~~These ~~access~~systems toenable ~~more~~our ~~than~~station ~~2,200~~managers ~~broadcast~~and sales directors to adjust commercial inventory and ~~digital-only~~pricing ~~radio~~based ~~stations~~on local market demand, ~~plus~~as ~~user-created~~well ~~custom~~as ~~stations~~to ~~with~~manage ~~broad~~and ~~social~~monitor ~~media~~different ~~integration~~commercial durations (60 second, 30 second, 15 second and ~~our~~five onsecond) ~~demand~~in ~~content~~order ~~from~~to provide more effective advertising for our ~~premium~~customers ~~talk~~at ~~partnerships~~what ~~and~~we ~~user~~believe ~~generated~~are ~~talk~~optimal ~~shows~~prices given market conditions.

Continue to Enhance the Listener Experience. We intend to continue enhancing the listener experience by offering a wide variety of compelling content. We will continue to provide the content our listeners desire on their preferred platforms. Our investments have created a collection of leading on-air talent. For example, Premiere offers 112 syndicated radio programs and services for more than 6,000 radio station affiliates across the United States, including popular programs featuring top talent such as Ryan Seacrest, Big Boy, Rush Limbaugh, Sean Hannity, Glenn Beck, Steve Harvey, Elvis Duran, Bobby Bones, Breakfast Club and Delilah. Our distribution capabilities allow us to attract top talent and more effectively utilize programming, sharing our best and most compelling content across both iHM's and other companies' radio stations.

Continue to Deliver Nationally-Recognized Live Events. We intend to continue to deliver nationally-recognized live events to our listeners, such as the iHeartRadio Music Festival, the iHeartRadio Music Awards, the iHeartRadio Wango Tango by AT&T, the iHeartRadio Jingle Ball Tour presented by Capital One, the iHeartCountry Festival by AT&T and the iHeartRadio Fiesta Latina, featuring some of the biggest names in the music industry.

Deliver Content via Multiple Distribution Technologies. We continue to expand the choices for our listeners. We deliver music, news, talk, sports, traffic and other content using an array of distribution technologies, including: broadcast radio; digitally via iHeartRadio.com and our stations' hundreds of websites; HD radio channels; satellite radio; through our free iHeartRadio mobile application on smartphones and tablets, on gaming consoles, via in-home entertainment, on voice-controlled devices, in enhanced automotive dashes; and through our two new iHeartRadio on demand subscription services - iHeartRadio Plus and iHeartRadio All Access. We continue to seek to expand our presence on popular user platforms. Some examples are as follows:

•

Streaming. We provide streaming content via the Internet, mobile and other digital platforms through our iHeartRadio platform and our stations' hundreds of websites. We rank among the top streaming networks in the U.S. with regards to Average Active Sessions (“AAS”), Session Starts (“SS”) and Average Time Spent Listening (“ATSL”). AAS and SS measure the level of activity while ATSL measures the ability to keep the audience engaged.


•	Websites and Mobile Applications. We have developed mobile and Internet applications such as the iHeartRadio mobile application available on smart phones and tablets and website as well as websites for our stations and personalities. These mobile and Internet applications allow listeners to use their smart phones, tablets, voice-

controlled devices or other digital devices to interact directly with stations, find titles/artists, request songs and create custom and personalized stations while providing an additional method for advertisers to reach consumers. As of December 31, 2017, our iHeartRadio mobile application has been downloaded 1.7 billion times (including updates), with more than 110 million registered users. iHeartRadio provides a unique digital music experience by offering access to more than 2,600 broadcast and digital-only radio stations, plus user-created custom stations with broad social media integration and our on demand content from our premium talk partnerships and user generated talk shows.

•

On Demand. In January 2017 we announced the official release of our two new on demand subscription services, iHeartRadio Plus and iHeartRadio All Access - the first fully-differentiated streaming music services that use on demand functionality to make radio truly interactive. Both services provide the best of live radio combined with easy-to-use on demand functionality. iHeartRadio Plus transforms live and custom radio listening with the addition of replay and unlimited skip functionality, the ability to save songs directly to user playlists and search for songs from a library of millions of tracks; iHeartRadio All Access combines the interactive functionality of iHeartRadio Plus with a complete music collection and library linked seamlessly to the radio listening experience, with functionality including the ability to listen offline; build subscribers' personal music libraries; no playback cap; and the ability to delete and sequence their playlist experience as well as manage unlimited playlists.

Sources of Revenue

Our iHM segment generated 5456%, 5354%, and 5053% of our revenue for the years ended December 31, ~~2016~~2017, ~~2015~~2016 and ~~2014~~2015, respectively. The primary source of revenue in our iHM segment is the sale of advertising on our broadcast radio stations for local and national advertising. Our iHeartRadio mobile application and website, our station websites, national live events, Premiere syndicated content and Total Traffic & Weather Network also provide additional means for our advertisers to reach consumers. We also generate revenues from network compensation, our online services, our traffic business, events and other miscellaneous transactions. These other sources of revenue supplement our traditional advertising revenue without increasing on-air advertising time.

Our advertisers cover a wide range of categories, including consumer services, retailers, entertainment, health and beauty products, telecommunications, automotive, media and political. Our contracts with our advertisers range from less than one-year to multi-year terms.

Each radio station’s local sales staff solicits advertising directly from local advertisers or indirectly through advertising agencies. Our ability to produce content that respond to the specific needs of our advertisers helps to build local direct advertising relationships. We utilize national sales teams to generate national advertising sales. National sales representatives obtain advertising principally from advertising agencies located outside the station’s market and receive commissions based on advertising sold.

Advertising rates are principally based on the length of the spot and how many people in a targeted audience listen to our stations, as measured by independent ratings services. A station’s format can be important in determining the size and characteristics of its listening audience, and advertising rates are influenced by the station’s ability to attract and target audiences that advertisers aim to reach. The size of the market influences rates as well, with larger markets typically receiving higher rates than smaller markets. Rates are generally highest during morning and evening commuting periods.

Radio Stations

As of December 31, ~~2016~~2017, we owned ~~855~~849 radio stations, including 240 AM and ~~615~~609 FM radio stations. All of our radio stations are located in the United States. No one station is material to our overall operations. We believe that our properties are in good condition and suitable for our operations.

~~Radio~~During ~~broadcasting is subject to~~ the ~~jurisdiction~~fourth ofquarter ~~the FCC under the Communications Act~~ of ~~1934~~2017, asiHM ~~amended~~exchanged ~~(the~~four ~~“Communications~~radio ~~Act”). As~~stations ~~described~~ in ~~“Regulation of Our iHeartMedia Business” below~~Chattanooga, ~~the~~TN ~~FCC~~and ~~grants~~six usradio ~~licenses~~stations in ~~order~~Richmond, toVA ~~operate~~for ~~our~~four radio stations~~. The~~ ~~following~~in ~~table~~Boston, ~~provides~~MA ~~the~~and ~~number~~three ~~of owned~~ radio stations in ~~the~~Seattle, ~~top 25~~WA, ~~Nielsen-ranked~~owned ~~markets~~by ~~within~~Entercom ~~our~~Communications ~~iHM segment~~Corp.

Nielsen		Number
Market		of
Rank(1)	Market	Stations
1	New York, NY	6
2	Los Angeles, CA	8
3	Chicago, IL	6
4	San Francisco, CA	5
5	Dallas-Ft. Worth, TX	6
6	Houston-Galveston, TX	6
7	Washington, DC	5
8	Atlanta, GA	7
9	Philadelphia, PA	6
10	Boston, MA	4
11	Miami-Ft. Lauderdale-Hollywood, FL	7
12	Detroit, MI	6
13	Seattle-Tacoma, WA	6
14	Phoenix, AZ	8
16	Minneapolis-St. Paul, MN	6
17	San Diego, CA	7
18	Denver-Boulder, CO	8
19	Tampa-St. Petersburg-Clearwater, FL	8
20	Nassau-Suffolk, NY	1
21	Baltimore, MD	4
22	St. Louis, MO	6
23	Portland, OR	7
24	Charlotte-Gastonia-Rock Hill, NC-SC	4
25	Riverside-San Bernardino, CA	6
	Total Top 25 Markets	142(2)

Radio broadcasting is subject to the jurisdiction of the FCC under the Communications Act of 1934, as amended (the “Communications Act”). As described in “Regulation of Our iHeartMedia Business” below, the FCC grants us licenses in order to operate our radio stations. The following table provides the number of owned and operated radio stations in the top 25 Nielsen-ranked markets within our iHM segment.

(1) Source: Fall 2016 NielsenAudio Radio Market Rankings.



Nielsen		Number
Market		of
Rank⁽¹⁾	Market	Stations
1	New York, NY	6
2	Los Angeles, CA	8
3	Chicago, IL	6
4	San Francisco, CA	6
5	Dallas-Ft. Worth, TX	6
6	Houston-Galveston, TX	6
7	Washington, DC	5
8	Atlanta, GA	7
9	Philadelphia, PA	6
10	Boston, MA	7
11	Miami-Ft. Lauderdale-Hollywood, FL	7
12	Seattle-Tacoma, WA	8
13	Detroit, MI	6
14	Phoenix, AZ	8
16	Minneapolis-St. Paul, MN	6
17	San Diego, CA	7
18	Denver-Boulder, CO	8
19	Tampa-St. Petersburg-Clearwater, FL	8
20	Nassau-Suffolk, NY	1
21	Baltimore, MD	4
22	Portland, OR	7
23	St. Louis, MO	6
24	Charlotte-Gastonia-Rock Hill, NC-SC	4
25	Riverside-San Bernardino, CA	6
	Total Top 25 Markets	148⁽²⁾

(21) ~~Our~~Source: ~~station~~Fall in2017 ~~the~~NielsenAudio ~~Nassau-Suffolk,~~Radio NYMarket ~~market is also represented in the New York, NY Nielsen market~~Rankings. ~~Thus, the actual number of stations in the top 25 markets is 142.~~


(2)	Our station in the Nassau-Suffolk, NY market is also represented in the New York, NY Nielsen market. Thus, the actual number of stations in the top 25 markets is 148.

Premiere Networks

We operate Premiere, a national radio network that produces, distributes or represents ~~109~~112 syndicated radio programs and services for more than 56,~~900~~000 radio station affiliates. Our broad distribution capabilities enable us to attract and retain top programming talent. Some of our more popular syndicated programs feature top talent including Ryan Seacrest, Big Boy, Rush Limbaugh, Sean Hannity, Glenn Beck, Steve Harvey, Elvis Duran, Bobby Bones, Breakfast Club and Delilah. We believe recruiting and retaining top talent is an important component of the success of our radio networks.

Total Traffic & Weather Network

Total Traffic & Weather Network delivers real-time local traffic flow and incident information along with weather updates to more than 1,900 radio stations and approximately 7580 television affiliates, as well as through Internet and mobile partnerships, reaching over 210 million consumers each month. Total Traffic & Weather Network services more than 200 markets in the United States, Canada and Mexico. It operates the largest broadcast traffic navigation network in North America and has expanded its offerings to include news and sports content.

Competition

Our broadcast radio stations, as well as our mobile and digital applications, syndicated content and our traffic business, compete for listeners and advertising revenues directly with other radio stations within their respective markets, as well as with other advertising media, including broadcast and cable television, online, print media, outdoor advertising, satellite radio, direct mail and other forms of advertisement. In addition, the radio broadcasting industry is subject to competition from services that use media technologies such as Internet-based media, mobile applications and other digital radio services. Such services reach national and local audiences with multi-channel, multi-format, digital radio services.

Our broadcast radio stations compete for listeners primarily on the basis of program content that appeals to a particular demographic group. Our targeted listener base of specific demographic groups in each of our markets allows us to attract advertisers seeking to reach those listeners.

Americas Outdoor Advertising

We are one of the largest outdoor advertising companies in ~~North America (based on revenues), which includes~~ the United States. Approximately 91%, ~~Canada~~90% and ~~Latin America. Approximately~~ 90% of our revenue in our Americas ~~outdoor advertising~~ segment was derived from the United States in ~~each of~~ the years ended December 31, ~~2016~~2017, ~~2015~~2016 and ~~2014~~2015, respectively. As of December 31, ~~2016~~2017, we ~~own~~owned or ~~operate~~operated approximately 9985,000 display structures in ~~our~~the ~~Americas~~United ~~outdoor~~States ~~segment~~ with operations in 43 of the 50 largest markets, inincluding all of the ~~United~~20 ~~States~~largest markets. The majority of our non-US revenues are from Latin America where we operate approximately 9,000 display structures in countries including ~~all~~Brazil, Mexico, Peru, and Chile. During the first quarter of 2018, the 20Company ~~largest~~reevaluated ~~markets~~its segment reporting and determined that its Latin America operations should be managed by its International outdoor leadership team. As such, beginning January 1, 2018, our Latin American operations will be included in our International outdoor segment.

InOur ~~the first quarter of 2016,~~ Americas outdoor ~~sold~~assets ~~nine~~consist ~~non-strategic~~of ~~outdoor~~printed ~~markets including Cleveland~~ and ~~Columbus,~~digital ~~Ohio~~billboards, ~~Des~~transit ~~Moines~~displays, ~~Iowa,~~including ~~Ft. Smith~~airports, ~~Arkansas,~~street ~~Memphis,~~furniture ~~Tennessee, Portland, Oregon, Reno, Nevada, Seattle, Washington~~ and ~~Wichita,~~wallscapes ~~Kansas for approximately $592.3 million in cash~~ and ~~certain~~other ~~advertising assets in Florida~~spectaculars. ~~During~~Our ~~the first quarter of 2016,~~ Americas outdoor ~~also~~advertising ~~entered~~business ~~into~~is anfocused ~~agreement~~on tometropolitan ~~sell~~areas ~~its~~with ~~Indianapolis,~~dense ~~Indiana market in exchange for certain assets in Atlanta, Georgia, plus approximately $41~~populations.~~2 million in cash. The transaction closed in January 2017.~~

Our Americas outdoor assets consist of printed and digital billboards, street furniture and transit displays, airport displays and wallscapes and other spectaculars, which we own or operate under lease management agreements. Our Americas outdoor advertising business is focused on metropolitan areas with dense populations.

Strategy

We seek to capitalize on our Americas outdoor network and diversified product mix to maximize revenue. Our outdoor strategy focuses on pursuing the technology of digital displays, as well as leveraging our diversified product mix and long-standing presence in many of our existing markets, which provides us with the ability to launch new products and test new initiatives in a reliable and cost-effective manner.

Promote Outdoor Media Spending. Given the attractive industry fundamentals of outdoor media and our depth and breadth of relationships with both local and national advertisers, we believe we can drive outdoor advertising's share of total media spending by using our dedicated ~~national~~ sales team to highlight the value of outdoor advertising relative to other media. We have made and continue to make significant investments in research tools ~~that~~like ~~enable our clients to better understand how our displays can successfully reach their target audiences and promote their advertising campaigns~~Radar. ~~Also,~~Radar weis ~~are~~the ~~working~~industry's ~~closely~~first ~~with~~suite ~~clients,~~of ~~advertising~~campaign ~~agencies~~planning and ~~other~~attribution ~~diversified~~solutions ~~media companies to develop more sophisticated systems~~ that ~~will~~utilize ~~provide~~anonymous ~~improved~~mobile ~~audience~~location ~~metrics~~intelligence ~~for outdoor advertising, including our new programmatic effort~~ to ~~sell~~help ~~digital~~brands ~~billboard~~reach ~~advertisements~~certain ~~using~~audiences ~~automated~~and ~~advertisement~~understand ~~sales~~what ~~technology~~happens toafter ~~introduce~~someone ~~ease~~is ~~and~~exposed ~~efficiency~~ to ~~the~~an ~~out-of-home~~advertisement adon ~~sales~~our ~~process~~printed and ~~enable better targeting of~~ digital ~~billboard advertising~~displays.

~~Continue~~Differentiate tothrough ~~Deploy~~Innovation, ~~Digital~~Sales ~~Displays~~and Services. ~~Our~~ ~~long-term~~Over ~~strategy~~the ~~for~~last ~~our~~several ~~outdoor~~years, ~~advertising~~we ~~businesses~~have ~~includes~~developed ~~pursuing~~and ~~the~~hired ~~technology~~talent ofwho ~~digital~~are ~~displays,~~helping ~~including~~to ~~flat~~re-make ~~screens,~~how ~~LCDs~~outdoor media is bought and ~~LEDs~~sold. We are working closely with clients, asadvertising ~~additions~~agencies and other diversified media companies to ~~traditional~~develop ~~methods~~more ofsophisticated ~~displaying~~approaches ~~our~~to ~~clients’~~delivering ~~advertisements.~~the ~~Digital~~right ~~outdoor~~audience ~~advertising~~in ~~provides~~the ~~significant~~right ~~advantages~~location ~~over~~at ~~traditional~~the ~~outdoor~~right ~~media~~time. ~~Our~~One ~~electronic~~example ~~displays~~is ~~are~~our ~~linked~~programmatic ~~through~~effort ~~centralized~~to ~~computer~~sell ~~systems~~digital billboard advertisements using automated advertisement sales technology to ~~instantaneously~~introduce ease and ~~simultaneously~~efficiency ~~and~~to ~~rapidly~~the ~~change~~out-of-home ~~advertising~~ad ~~copy~~sales onprocess aand ~~large~~enable ~~number~~better targeting of ~~displays~~digital billboard advertising. Another is our RFP Team, ~~allowing~~which usprovides toproposal ~~sell~~preparation ~~more~~and ~~advertising~~marketing ~~opportunities~~support tofor ~~advertisers.~~our ~~The~~key ~~ability~~multi-market tosales ~~change~~efforts. ~~copy~~A bythird ~~time~~area is our proof of ~~day~~performance ~~and~~delivery ~~quickly~~platform ~~change~~that ~~messaging~~is ~~based~~leading onthe ~~advertisers’~~industry ~~needs~~in ~~creates~~providing ~~additional~~transparency ~~flexibility~~when ~~for~~the ~~our~~ad ~~customers.~~is ~~Although~~delivered, accessible via API to allow partners to pull proof of performance information into whatever system they choose.

5Continue to Deploy Digital Displays. Our long-term strategy for our outdoor advertising businesses includes pursuing the technology of digital displays, including flat screens, LCDs and LEDs, as additions to traditional methods of displaying our clients’ advertisements. Digital outdoor advertising provides significant advantages over traditional outdoor media. Our electronic

digital displays require more capital to construct compared to printed bulletins, the advantages of digital allow us to penetrate new accounts and categories of advertisers, as well as serve a broader set of needs for existing advertisers. Digital displays allow for high-frequency, 24-hour advertising changes in high-traffic locations and allow us to offer our clients optimal flexibility, distribution, circulation and visibility. We expect this trend to continue as we increase our quantity of digital inventory. As of December 31, 2016, we had deployed more than 1,100 digital billboards in 28 markets in the United States.6

displays are linked through centralized computer systems to instantaneously and simultaneously and rapidly change advertising copy on a large number of displays, allowing us to sell more advertising opportunities to advertisers. The ability to change copy by time of day and quickly change messaging based on advertisers’ needs creates additional flexibility for our customers. Although digital displays require more capital to construct compared to printed bulletins, the advantages of digital allow us to penetrate new accounts and categories of advertisers, as well as serve a broader set of needs for existing advertisers. Digital displays allow for high-frequency, 24-hour advertising changes in high-traffic locations and allow us to offer our clients optimal flexibility, distribution, circulation and visibility. We expect this trend to continue as we increase our quantity of digital inventory. As of December 31, 2017, we had deployed more than 1,100 digital billboards in 28 markets in the United States.

Sources of Revenue

Americas outdoor generated 20%, 2220% and 2122% of our revenue in ~~2016~~2017, ~~2015~~2016 and ~~2014~~2015, respectively. Americas outdoor revenue is derived from the sale of advertising copy placed on our printed and digital displays. Our display inventory consists primarily of billboards, ~~street~~transit ~~furniture~~ displays and ~~transit~~street ~~displays~~furniture. The margins on our billboard contracts, including those related to digital billboards, tend to be higher than those on contracts for other displays, due to their greater size, impact and location along major roadways that are highly trafficked. Billboards comprise approximately two-thirds of our display revenues. The following table shows the approximate percentage of revenue derived from each category for our Americas outdoor inventory:

	Year Ended December 31,
	2016		2015		2014
	2017		2016		2015
Billboards:
Bulletins	59	%	5859	%	58	%
Posters	10	%	1210	%	12	%
Street furniture displays	7	%	6	%	7	%
Transit displays	16	%	16	%	15	%
Transit displays	16	%	15	%	16	%
Street furniture displays	7	%	7	%	6	%
Spectaculars/wallscapes	4	%	54	%	35	%
Other	4	%	4	%	4	%
Total	100	%	100	%	100	%

Our Americas outdoor segment generates revenues from local and national sales. Our advertising rates are based on a number of different factors including location, competition, size of display, illumination, market and gross ratings points. Gross ratings points are the total number of impressions delivered, expressed as a percentage of a market population, of a display or group of displays. The number of impressions delivered by a display is measured by the number of people passing the site during a defined period of time. For all of our billboards in the United States, we use independent, third-party auditing companies to verify the number of impressions delivered by a display.

While location, price and availability of displays are important competitive factors, we believe that providing quality customer service and establishing strong client relationships are also critical components of sales. In addition, we have long-standing relationships with a diversified group of advertising brands and agencies that allow us to diversify client accounts and establish continuing revenue streams.

Billboards

Our billboard inventory primarily includes bulletins and posters.

•

Bulletins. Bulletins vary in size, with the most common size being 14 feet high by 48 feet wide. Digital bulletins display static messages that resemble standard printed bulletins when viewed, but also allow advertisers to change messages throughout the course of a day, and may display advertisements for multiple customers. Our electronic displays are linked through centralized computer systems to instantaneously and simultaneously change advertising copy as needed. Because of their greater size, impact, high-frequency and 24-hour advertising changes, we typically receive our highest rates for digital bulletins. Almost all of the advertising copy displayed on printed bulletins is computer printed on vinyl and transported to the bulletin where it is secured to the display surface. Bulletins generally are located along major expressways, primary commuting routes and main intersections that are highly visible and heavily trafficked. Our clients may contract for individual bulletins or a network of bulletins, meaning the clients’ advertisements are rotated among bulletins to increase the reach of the campaign. Our client contracts for bulletins, either printed or digital, generally have terms ranging from four weeks to one year.

• Posters. Printed posters are approximately 11 feet high by 23 feet wide, and the printed junior posters are approximately 5 feet high by 11 feet wide. Digital posters are available in addition to the traditional poster-size and junior poster-size. Similar to digital bulletins, digital posters display static messages that resemble standard printed posters when viewed, and are linked through centralized computer systems to instantaneously and simultaneously change messages throughout the course of a day. Advertising copy for printed posters is digitally printed on a single

junior poster-size. Similar to digital bulletins, digital posters display static messages that resemble standard printed posters when viewed, and are linked through centralized computer systems to instantaneously and simultaneously change messages throughout the course of a day. Advertising copy for printed posters is digitally printed on a single piece of polyethylene material that is then transported and secured to the poster surfaces. Advertising copy for printed junior posters is printed using silk screen, lithographic or digital process to transfer the designs onto paper that is then transported and secured to the poster surfaces. Posters generally are located in commercial areas on primary and secondary routes near point-of-purchase locations, facilitating advertising campaigns with greater demographic targeting than those displayed on bulletins. Our poster rates typically are less than our bulletin rates, and our client contracts for posters generally have terms ranging from four weeks to one year. Premiere displays, which consist of premiere panels and squares, are innovative hybrids between bulletins and posters that we developed to provide our clients with an alternative for their targeted marketing campaigns. The premiere displays use one or more poster panels, but with vinyl advertising stretched over the panels similar to bulletins. Our intent is to combine the creative impact of bulletins with the additional reach and frequency of posters.

Street Furniture Displays

Our street furniture displays include advertising surfaces on bus shelters, information kiosks, freestanding units and other public structures, and are available in both printed and digital formats, primarily located in major metropolitan areas and along major commuting routes. Generally, we are responsible for the construction and maintenance of street furniture structures. Contracts for the right to place our street furniture displays in the public domain and sell advertising space on them are awarded by municipal and transit authorities in competitive bidding processes governed by local law. Generally, these contracts have terms ranging from 10 to 20 years. As compensation for the right to sell advertising space on our street furniture structures, we pay the municipality or transit authority a fee or revenue share that is either a fixed amount or a percentage of the revenue derived from the street furniture displays. Typically, these revenue sharing arrangements include payments by us of minimum guaranteed amounts. Client contracts for street furniture displays typically have terms ranging from four weeks to one year, and are typically for network packages of multiple street furniture displays.

Transit Displays

Our transit displays are advertising surfaces on various types of vehicles or within transit systems, including on the interior and exterior sides of buses, trains, trams, and within the common areas of rail stations and airports, and are available in both printed and digital formats. Similar to street furniture, contracts for the right to place our displays on such vehicles or within such transit systems and to sell advertising space on them generally are awarded by public transit authorities in competitive bidding processes or are negotiated with private transit operators. Generally, these contracts have terms ranging from five to ten years. Our client contracts for transit displays generally have terms ranging from four weeks to one year.

Street Furniture Displays

Our street furniture displays include advertising surfaces on bus shelters, information kiosks, freestanding units and other public structures, are available in both printed and digital formats, and are primarily located in major metropolitan areas and along major commuting routes. Generally, we are responsible for the construction and maintenance of street furniture structures. Contracts for the right to place our street furniture displays in the public domain and sell advertising space on them are awarded by municipal and transit authorities in competitive bidding processes governed by local law. Generally, these contracts have terms ranging from 10 to 20 years. As compensation for the right to sell advertising space on our street furniture structures, we pay the municipality or transit authority a fee or revenue share that is either a fixed amount or a percentage of the revenue derived from the street furniture displays. Typically, these revenue sharing arrangements include payments by us of minimum guaranteed amounts. Client contracts for street furniture displays typically have terms ranging from four weeks to one year, and are typically for network packages of multiple street furniture displays.

Other Displays

The balance of our display inventory consists of spectaculars and wallscapes. Spectaculars are customized display structures that often incorporate video, multidimensional lettering and figures, mechanical devices and moving parts and other embellishments to create special effects. The majority of our spectaculars are located in Los Angeles, San Francisco, and Times Square in New York City ~~and the Gardiner Expressway in Toronto~~. Client contracts for spectaculars typically have terms of one year or longer. A wallscape is a display that drapes over or is suspended from the sides of buildings or other structures. Generally, wallscapes are located in high-profile areas where other types of outdoor advertising displays are limited or unavailable. Clients typically contract for individual wallscapes for extended terms.

Advertising Inventory and Markets

As of December 31, ~~2016~~2017, we owned or operated approximately 9994,000 display structures in our Americas outdoor advertising segment with operations in 43 of the 50 largest markets in the United States, including all of the 20 largest markets. Therefore, no one property is material to our overall operations. We believe that our properties are in good condition and suitable for our operations.

Our displays are located on ~~owned~~ land, ~~leased~~we ~~land~~own, lease or ~~land~~ for which we have acquired permanent easements or executed long-term management agreements. The majority of the advertising structures on which our displays are mounted require permits. Permits are granted for the right to operate an advertising structure as long as the structure is used in compliance with the laws and regulations of the applicable jurisdiction.

In January 2017, Americas outdoor sold its Indianapolis, Indiana market in exchange for certain assets in Atlanta, Georgia with a fair value of $39.4 million, plus $43.1 million in cash, net of closing costs. The assets acquired as part of the transaction consisted of $9.9 million in fixed assets and $29.5 million in intangible assets (including $2.3 million in goodwill). The Company recognized a net gain of $28.9 million related to the sale, which is included within Other operating income (expense), net.

During the third quarter of 2017, Americas outdoor sold its ownership interest in a joint venture in Canada. As a result, the Company recognized a net loss on sale of $12.1 million, including a $6.3 million cumulative translation adjustment, which is included within Other operating income (expense), net.

Production

In a majority of our markets, our local production staff performs the full range of activities required to create and install advertising copy. Production work includes creating the advertising copy design and layout, coordinating its printing and installing the copy on displays. We provide creative services to smaller advertisers and to advertisers not represented by advertising agencies. National advertisers often use preprinted designs that require only installation. Our creative and production personnel typically develop new designs or adopt copy from other media for use on our inventory. Our creative staff also can assist in the development of marketing presentations, demonstrations and strategies to attract new clients.

develop new designs or adopt copy from other media for use on our inventory. Our creative staff also can assist in the development of marketing presentations, demonstrations and strategies to attract new clients.

Construction and Operation

We typically own the physical structures on which our clients’ advertising copy is displayed. We manage the construction of our structures centrally and erect them on sites we either lease or own or for which we have acquired permanent easements. The site lease terms generally range from one to 20 years. In addition to the site lease, we must obtain a permit to build ~~the~~new ~~sign~~signs or convert existing signs to digital format. Permits are typically ~~issued~~granted in perpetuity by the state and/or local government and typically are transferable or renewable for a minimal, or no, fee. Printed bulletin and poster advertising copy is ~~either~~primarily printed with computer generated graphics on a single sheet of vinyl ~~or placed on lithographed or silk-screened paper sheets~~ supplied by the advertiser. These advertisements are then transported to the site and ~~in the case of vinyl,~~ wrapped around the face of the site, ~~and~~or inaffixed ~~the~~to ~~case~~a ofhardware ~~paper,~~anchoring ~~pasted~~system ~~and~~on ~~applied like wallpaper to~~ the display site. The operational process also includes conducting visual inspections of the inventory for display defects and taking the necessary corrective action within a reasonable period of time.

Client Categories

In ~~2016~~2017, the top five client categories in our Americas outdoor segment were business services, ~~automotive~~retail, ~~technology~~healthcare and medical, ~~beverage~~media and ~~travel~~restaurants.

Competition

The outdoor advertising industry in the Americas is fragmented, consisting of several large companies involved in outdoor advertising, such as OUTFRONT Media Inc. and Lamar Advertising Company, as well as numerous smaller and local companies operating a limited number of displays in a single market or a few local markets. We also compete with other advertising media in our respective markets, including broadcast and cable television, radio, print media, direct mail, mobile, social media, online and other forms of advertisement. Outdoor advertising companies compete primarily based on ability to reach consumers, which is driven by location of the display.

International Outdoor Advertising

Our International outdoor business segment includes our operations in Europe and Asia, with approximately 34%, 3432% and 3534% of our revenue in this segment derived from France and the United Kingdom for the years ended December 31, ~~2016~~2017, ~~2015~~2016 and ~~2014~~2015. As of December 31, ~~2016~~2017, we owned or operated more than ~~490~~480,000 displays across 1918 countries.

~~During~~Our ~~the~~International ~~second~~outdoor ~~quarter~~assets consist of ~~2016~~street furniture, ~~International~~billboards, ~~outdoor~~transit ~~sold~~displays, ~~its~~retail ~~business~~displays, inSmartBike ~~Turkey~~programs ~~for~~and ~~cash~~other ~~proceeds~~spectaculars, ofwhich $0we own or operate under lease or license agreements.5 ~~million~~Our International business is focused on densely-populated metropolitan areas.

During the fourth quarter of 2016, International outdoor sold its business in Australia for cash proceeds of $195.7 million, net of cash retained by the purchaser and closing costs.

Our International outdoor assets consist of street furniture and transit displays, billboards, mall displays, SmartBike programs and other spectaculars, which we own or operate under lease agreements. Our International business is focused on densely-populated metropolitan areas.

Strategy

Similar to our Americas outdoor advertising business, we believe our International outdoor advertising business has attractive industry fundamentals, including the ability to reach a broad audience and drive foot traffic to the point-of-sale, making outdoor a cost-effective medium for advertisers as measured by cost per thousand persons reached compared to other traditional media. Our International business focuses on the following strategies:

Promote Overall Outdoor Media Spending. Our strategy is to promote growth in outdoor advertising’s share of total media spending by demonstrating the strength of our medium. AsWe ~~part~~believe ofthat ~~this effort, we are focusing on developing and implementing improved~~ outdoor ~~audience~~advertising ~~delivery~~is ~~measurement~~strongly ~~systems~~positioned to ~~provide advertisers with tools to plan their campaigns and determine how effectively their message is reaching the desired audience.~~

Differentiate on Sales and Marketing. For over five years, we have spent time and resources building commercial capabilities through a company wide sales force effectiveness program and an upgrade in our sales and marketing talent. These capabilities allow us to build and nurture relationships with our clients and their agencies as well as to offer packages and products that meet our clients’ advertising needs. Going forward, particular areas of focus include pricing, packaging and programmatic selling. Our new proprietary programmatic platform enables marketers to buy digital out of home inventory in audience-based packages, giving them the unique ability to manage their campaigns on a self-service basis. 9

8compete with other media, whose audiences are fragmenting to online equivalents of traditional media content. As part of our effort to promote growth in outdoor advertising’s share of total media, we are focusing on developing and implementing improved outdoor audience delivery measurement systems (such as our C.A.S.T. system in France) to provide advertisers with tools to plan their campaigns and determine how effectively their message is reaching the desired audience.

Differentiate on Sales and Marketing. For over five years, we have spent time and resources building commercial capabilities through a company wide sales force effectiveness program and an upgrade in our sales and marketing talent. These capabilities allow us to build and nurture relationships with our clients and their agencies as well as to offer packages and products that meet our clients’ advertising needs. Going forward, particular areas of focus include pricing, packaging and programmatic selling. Our new proprietary programmatic platform enables marketers to buy our out of home inventory in audience-based packages, giving them the ability to manage their campaigns on a self-service basis.

Capitalize on Product and Geographic Opportunities. We are also focused on growing our relevance to our advertising customers by continuously optimizing our display portfolio and targeting investments in promising market segments. We have continued to innovate and introduce new products in our markets based on local demand. Our street furniture business generates the largest portion of our revenue and that is where we plan to focus much of our investment. We plan to continue to evaluate municipal contracts that may come up for bid and will make prudent investments where we believe we can generate attractive returns.

Continue to Deploy Digital Display Networks. Our digital outdoor displays are a dynamic medium, which enables our customers to engage in real-time, tactical, topical and flexible advertising. We will continue our focused and dedicated digital strategy and remain committed to the development of digital out-of-home communication solutions. Through our digital brand, Clear Channel Play, we are able to offer networks of digital displays in multiple formats and multiple environments including bus shelters, billboards, airports, transit, malls and flagship locations. Part of our long-term strategy is to pursue the diversification of our product offering by introducing ~~novel~~ technologies, such as beacons, small cells, wayfinding stations and provision of wifi in our street furniture network, as additions to traditional methods of displaying our clients’ advertisements. We are currently installing these technologies in a number of our markets. Digital displays enable revenue growth by enhancing the core proposition of outdoor advertising to our clients by improving the quality of display; enabling greater utilization of our best advertising locations through sequential displays; allowing advertisers to plan campaigns around specific days or times of day; and enhancing creativity and contextual relevance of advertisements, tailoring messages according to specific locations, times or other inputs, such as the current weather or latest betting odds. We seek to achieve greater consumer engagement and flexibility by delivering powerful, flexible and interactive campaigns that open up new possibilities for advertisers to engage with their target audiences. We had more than 913,~~600~~500 digital displays in 1516 countries across Europe and Asia as of December 31, ~~2016~~2017.

Sources of Revenue

Our International outdoor segment generated 2322%, 23% and 2623% of our revenue in ~~2016~~2017, ~~2015~~2016 and ~~2014~~2015, respectively. Our International outdoor display inventory consists primarily of street furniture displays, billboards, transit displays and other out-of-home advertising displays. The following table shows the approximate percentage of revenue derived from each inventory category of our International outdoor segment:

	Year Ended December 31,
	2016		2015		2014
	2017		2016		2015
Street furniture displays	5251	%	52	%	5052	%
Billboards	17	%	1917	%	2019	%
Transit displays	1011	%	910	%	109	%
Other (1)	21	%	2021	%	20	%
Total	100	%	100	%	100	%

(1) Includes advertising revenue from ~~mall~~retail displays, other small displays, and non-advertising revenue from sales of street furniture equipment, cleaning and maintenance services, operation of SmartBike programs and production revenue.

Our International outdoor segment generates the majority of its revenue from the sale of advertising space on street furniture displays, billboards, retail displays and transit displays. Similar to our Americas outdoor business, advertising rates generally are based on the gross ratings points of a display or group of displays. In some of the countries where we have operations, the number of impressions delivered by a display is weighted to account for such factors as illumination, proximity to other displays and the speed and viewing angle of approaching traffic.

While location, price and availability of displays are important competitive factors, we believe that providing quality customer service and establishing strong client relationships are also critical components of sales. Our entrepreneurial culture allows local management to operate their markets as separate profit centers, encouraging customer cultivation and service.

Street Furniture Displays

Our International street furniture displays, available in printed and digital formats, are substantially similar to their Americas street furniture counterparts, and include bus shelters, freestanding units, various types of kiosks, ~~benches~~telephone boxes and other public structures. Internationally, contracts with municipal and transit authorities for the right to place our street furniture in the public domain and sell advertising on such street furniture typically provide for terms ranging up to 15 years. The major difference between our International and Americas street furniture businesses is in the nature of the municipal contracts. In our International outdoor business, these contracts typically require us to provide the municipality with a broader range of metropolitan amenities such as bus shelters with or without advertising panels, information kiosks and public wastebaskets, as well as space for the municipality to display maps or other public information. In exchange for providing such metropolitan amenities and display space, we are authorized to sell advertising space on certain sections of the structures we erect in the public domain. Our International print street furniture is typically sold to clients as network packages of multiple street furniture displays, with contract terms ranging from one to two weeks. Due to its dynamic and real time delivery capabilities, digital street furniture can be sold flexibly, allowing advertisers to buy solutions on a ‘play and impact’ audience-based model to reach and engage their audiences with dynamic, contextually relevant and targeted messages

street furniture is typically sold to clients as network packages of multiple street furniture displays, with contract terms ranging from one to two weeks. Client contracts are also available for longer terms.

Billboards

The sizes of our International billboards are not standardized. The billboards vary in both format and size across our networks, with the majority of our International billboards being similar in size to our posters used in our Americas outdoor business.

Our billboard inventory is primarily comprised of premium billboards and classic billboards and is available in printed and digital formats.

• Premium. Digital premium billboards ~~typically display static messages that resemble standard printed billboards when viewed, but also~~ allow advertisers to dynamically change messages throughout the course of a day to more effectively target and engage audiences in key locations, and may display advertisements for multiple customers. Our electronic displays are linked through centralized computer systems to instantaneously and simultaneously change ~~advertising~~messages ~~copy~~throughout asthe ~~needed~~course of a day. Because of their greater size, impact, high frequency and 24-hour advertising changes, digital premium billboards typically deliver our highest rates. Almost all of the advertising copy displayed on printed premium billboards is digitally-printed and transported to the billboard where it is secured to the display surface. Premium billboards generally are located along major expressways, primary commuting routes and main intersections that are highly visible and heavily trafficked. Our clients may contract for individual billboards or a network of billboards.

• Classic. Digital and printed classic billboards are available in a variety of formats across our markets. Similar to digital premium billboards, classic digital billboards ~~typically display static messages that resemble standard printed posters when viewed, and~~ are linked through centralized computer systems to instantaneously and simultaneously change messages throughout the course of a day. Advertising copy for printed classic billboards is digitally printed then transported and secured to the poster surfaces. Classic billboards generally are located in commercial areas on primary and secondary routes near point-of-purchase locations, facilitating advertising campaigns with greater demographic targeting than those displayed on premium billboards. Classic billboards typically deliver lower rates than our premium billboards. Our intent is to combine the creative impact of premium billboards with the additional reach and frequency of classic billboards.

Our billboards are primarily sold to clients as network packages with contract terms typically ranging from one to two weeks. Long-term client contracts are also available and typically have terms of up to one year. We lease the majority of our billboard sites from private landowners, usually for one to ten years.

Retail Displays

Our retail displays are mainly standalone advertising structures in or in close proximity to retail outlets such as malls and supermarkets. The right to place our displays in these locations and to sell advertising space on them generally is awarded by retail outlet operators such as large retailers or mall operators either through private tenders or bilateral negotiations. Upfront investment and ongoing maintenance costs vary across contracts. Contracts with mall operators and retailers have terms ranging from three to ten years. Our client contracts for retail displays, either printed or digital, generally have terms ranging from one week to two weeks.

Transit Displays

Our International transit display contracts are substantially similar to their Americas transit display counterparts. They are advertising surfaces on various types of vehicles or within transit systems, including on the interior and exterior sides of buses, trains, trams and within the common areas of rail stations and airports, and are available in both printed and digital formats. Similar to street furniture, contracts for the right to place our displays on such vehicles or within such transit systems and to sell advertising space on them generally are awarded by public transit authorities in competitive bidding processes or are negotiated with private transit operators. ~~Our transit display contracts often require us to make only a minimal initial investment and few ongoing maintenance expenditures.~~ Contracts with public transit authorities or private transit operators typically have terms ranging from two to five years. Our client contracts for transit displays, either printed or digital, generally have terms ranging from one week to one year, ~~or longer.~~

or longer. Due to its dynamic and real time delivery capabilities, digital transit can be sold flexibly, allowing advertisers to buy solutions on a ‘play and impact’ audience-based model to reach and engage their audiences with dynamic, contextually relevant and targeted messages.

Retail Displays

Other International Displays and Services

The balance of our revenue from our International outdoor segment consists primarily of advertising revenue from other small displays and non-advertising revenue from sales of street furniture equipment, cleaning and maintenance services and production and creative services revenue. Our International inventory includes other small displays that are counted as separate displays since they form a substantial part of our network and International outdoor advertising revenue. We also have a SmartBike bicycle rental program which provides bicycles for rent to the general public in several municipalities. In exchange for operating these bike rental programs, we generally derive revenue from advertising rights to the bikes, bike stations, additional street furniture displays, and/or a share of rental income from the local municipalities. In several of our International markets, we sell equipment or provide cleaning and maintenance services as part of street furniture contracts with municipalities.

production and creative services revenue. Our International inventory includes other small displays that are counted as separate displays since they form a substantial part of our network and International outdoor advertising revenue. We also have a SmartBike bicycle rental program which provides bicycles for rent to the general public in several municipalities. In exchange for operating these bike rental programs, we generally derive revenue from advertising rights to the bikes, bike stations, additional street furniture displays, and/or a share of rental income from the local municipalities. In several of our International markets, we sell equipment or provide cleaning and maintenance services as part of street furniture contracts with municipalities.

Advertising Inventory and Markets

As of December 31, ~~2016~~2017, we owned or operated more than ~~490~~480,000 displays in our International outdoor segment, with operations across 1918 countries. Our International outdoor display count includes display faces, which may include multiple faces on a single structure, as well as small, individual displays. As a result, our International outdoor display count is not comparable to our Americas outdoor display count, which includes only unique displays. No one property is ~~material~~significant to our overall operations. We believe that our properties are in good condition and suitable for our operations.

Production

The majority of our International clients are advertisers targeting national or regional audiences whose business generally is placed with us through media or advertising agencies. These agencies often provide to our International clients creative services to design and produce the advertising copy, which is delivered to us either in digital format or in the traditional format of physical printed advertisements. For digital advertising campaigns, the digital advertisement is received by our content management system and is then distributed to our digital displays. For traditional advertising campaigns, the printed advertisement - whether in paper or vinyl - is shipped to centralized warehouses operated by us. The copy is then sorted and delivered to sites where it is installed on our displays.

Construction and Operation

The International manufacturing process largely consists of two elements: the manufacture and installation of advertising structures and the weekly preparation of advertising posters for distribution throughout our networks. We outsource the manufacturing of advertising structures to third parties and regularly seek competitive bids. We use a wide range of suppliers located in many of our markets, although much of our inventory is manufactured in China and ~~Turkey~~the United Kingdom. The design of street furniture structures (such as bus shelters, bicycle racks and kiosks) is typically done in conjunction with a third party design or architectural firm and followed by a competitive bidding process to select a manufacturer. Our street furniture sites are posted by our own employees or subcontractors who also clean and maintain the sites. The decision to use our own employees or subcontractors is made on a market-by-market basis taking into consideration the mix of products in the market and local labor costs.

Client Categories

In ~~2016~~2017, the top five client categories in our International segment, based on International revenue derived from these categories, were retail, entertainment, telecommunications, ~~food~~internet and ~~food~~e-commerce ~~products,~~ and ~~automotive,~~food ~~accessories~~ and ~~equipment~~food products.

Competition

The international outdoor advertising industry is competitive, consisting of several large companies involved in outdoor advertising, such as JCDecaux SA and ExterionMedia (UK) Limited, as well as numerous smaller and local companies operating a limited number of displays in a single market or a few local markets. We also compete with other advertising media in our respective markets, including broadcast and cable television, radio, print media, direct mail, online, mobile and other forms of advertisement. Outdoor companies compete primarily based on ability to reach consumers, which is driven by location of the display.

Our business requires us to obtain and renew contracts with municipalities and other governmental entities, which frequently require us to participate in competitive bidding processes at each renewal. Many of these contracts typically have terms ranging up to 15 years and have revenue share, capital expenditure requirements and/or fixed payment components. Competitive bidding processes are complex and sometimes lengthy. Substantial costs may be incurred in connection with preparing bids for such processes. Our competitors, individually or through relationships with third parties, may be able to provide municipalities with different or greater capabilities or prices or benefits than we can provide. In the past we have not, and most likely in the future will not, be awarded all of the contracts on which we bid. There can be no assurance that we will win any particular bid, or that we will be able to replace any revenues lost upon expiration or completion of a contract. Our inability to renew existing contracts can also result in significant expenses from the removal of our displays. Furthermore, if and when we do obtain a contract, we are generally required to incur significant start-up expenses. The costs of bidding on contracts and the start-up costs associated with new contracts we may obtain may significantly reduce our cash flow and liquidity. The success of our business also depends generally on our ability to obtain and renew contracts with private landlords.

Other

Our Other category includes our media representation firm, Katz Media, aswhich ~~well~~is ~~as other general support services and initiatives that are~~ ancillary to our other businesses.

Katz Media, a leading media representation firm in the U.S. for radio and television stations, sells national spot advertising time for clients in the radio and television industries. As of December 31, ~~2016~~2017, Katz Media represented more than 3,000 radio stations. Katz Media also represents more than ~~800~~900 television and digital multicast stations throughout the United States.

Katz Media generates revenue primarily through contractual commissions realized from the sale of national spot and online advertising. National spot advertising is commercial airtime sold to advertisers on behalf of radio and television stations. Katz Media represents its media clients pursuant to media representation contracts, which typically have terms of up to ten years in length.

Employees

As of December 31, ~~2016~~2017, we had approximately 1413,~~300~~600 domestic employees and approximately 4,~~400~~300 international employees, of which approximately 1716,~~200~~400 were in direct operations and 1,500 were in administrative or corporate related activities. Approximately 800 of our employees are subject to collective bargaining agreements in their respective countries. We are a party to numerous collective bargaining agreements, none of which represent a significant number of employees. We believe that our relationship with our union and non-union employees is good.

Seasonality

Required information is located within Item 7 of Part II of this Annual Report on Form 10-K.

Regulation of our iHeartMedia Business

General

The following is a brief summary of certain statutes, regulations, policies and proposals affecting our iHeartMedia business. For example, radio broadcasting is subject to the jurisdiction of the FCC under the Communications Act. The Communications Act permits the operation of a radio broadcast station only under a license issued by the FCC upon a finding that grant of the license would serve the public interest, convenience and necessity. Among other things, the Communications Act empowers the FCC to: issue, renew, revoke and modify broadcasting licenses; assign frequency bands for broadcasting; determine stations’ frequencies, locations, power and other technical parameters; impose penalties for violation of its regulations, including monetary forfeitures and, in extreme cases, license revocation; impose annual regulatory and application processing fees; and adopt and implement regulations and policies affecting the ownership, program content, employment practices and many other aspects of the operation of broadcast stations.

This summary does not comprehensively cover all current and proposed statutes, regulations and policies affecting our iHeartMedia business. Reference should be made to the Communications Act and other relevant statutes, regulations, policies and proceedings for further information concerning the nature and extent of regulation of our iHeartMedia business. Finally, several of the following matters are now, or may become, the subject of court litigation, and we cannot predict the outcome of any such litigation or its impact on our iHeartMedia business.

License Assignments

The Communications Act prohibits the assignment of a license or the transfer of control of an FCC licensee without prior FCC approval. Applications for license assignments or transfers involving a substantial change in ownership are subject to a 30-day period for public comment, during which petitions to deny the application may be filed and considered by the FCC.

License Renewal

The FCC grants broadcast licenses for a term of up to eight years. The FCC will renew a license for an additional eight-year term if, after consideration of the renewal application and any objections thereto, it finds that the station has served the public interest, convenience and necessity and that, with respect to the station seeking renewal, there have been no serious violations of either the Communications Act or the FCC’s rules and regulations by the licensee and no other such violations which, taken together, constitute a pattern of abuse. The FCC may grant the license renewal application with or without conditions, including renewal for a term less than eight years. The vast majority of radio licenses are renewed by the FCC for the full eight-year term. While we cannot guarantee the grant of any future renewal application, our stations’ licenses historically have been renewed for the full eight-year term.

Ownership Regulation

FCC rules and policies define the interests of individuals and entities, known as “attributable” interests, which implicate FCC rules governing ownership of broadcast stations and other specified mass media entities. Under these rules, attributable interests generally include: (1) officers and directors of a licensee or of its direct or indirect ~~parent~~parents; (2) general partners; (3) limited partners and limited liability company members, unless properly “insulated” from management activities; (4) a 5% or more direct or indirect voting stock interest in a corporate licensee or parent, except that, for a narrowly defined class of passive investors, the attribution threshold is a 20% or more voting stock interest; and (5) combined equity and debt interests in excess of 33% of a licensee’s total asset value, if the interest holder provides over 15% of the licensee station’s total weekly programming, or has an attributable broadcast or newspaper interest in the same market (the “EDP Rule”). An entity that owns one or more radio stations in a market and programs more than 15% of the broadcast time, or sells more than 15% per week of the advertising time, on a radio station in the same market is generally deemed to have an attributable interest in that station.

Debt instruments, non-voting corporate stock, minority voting stock interests in corporations having a single majority stockholder, and properly insulated limited partnership and limited liability company interests generally are not subject to attribution unless such interests implicate the EDP Rule. To the best of our knowledge at present, none of our officers, directors or 5% or greater stockholders holds an interest in another television station, radio station or daily newspaper that is inconsistent with the FCC’s ownership rules.

The FCC is required to conduct periodic reviews of its media ownership rules. In 2003, the FCC, among other actions, modified the radio ownership rules and adopted new cross-media ownership limits. The U.S. Court of Appeals for the Third Circuit initially stayed implementation of the new rules. Later, it lifted the stay as to the radio ownership rules, allowing the modified rules to go into effect. It retained the stay on the cross-media ownership limits and remanded them to the FCC for further justification (leaving in effect separate pre-existing FCC rules governing newspaper-broadcast and radio-television cross-ownership). In 2007, the FCC adopted a decision that revised the newspaper-broadcast cross-ownership rule but made no changes to the radio ownership or radio-television cross-ownership rules. In 2011, the U.S. Court of Appeals for the Third Circuit vacated the FCC’s revisions to the newspaper-broadcast cross-ownership rule and otherwise upheld the FCC’s decision to retain the current radio ownership and radio-television cross-ownership rules. The U.S. Supreme Court denied review of the Third Circuit’s decision. The FCC began a periodic review of its media ownership rules in 2010 and issued a notice of proposed rulemaking, but did not complete the proceeding. In August 2016, the FCC concluded its 2010 and 2014 quadrennial reviews with a decision retaining the local radio ownership rules, the radio-television cross-ownership rule and the prohibition on newspaper-broadcast ownership without significant change. That decision is subject to pending petitions for reconsideration and court appeals. We cannot predict the outcome of the FCC’s media ownership proceedings or their effects on our business in the future.

Irrespective of the FCC’s radio ownership rules, the Antitrust Division of the U.S. Department of Justice (“DOJ”) and the U.S. Federal Trade Commission (“FTC”) have the authority to determine that a particular transaction presents antitrust concerns. In particular, where the proposed purchaser already owns one or more radio stations in a particular market and seeks to acquire additional radio stations in that market, the DOJ has, in some cases, obtained consent decrees requiring radio station divestitures.

The current FCC ownership rules relevant to our business are summarized below.

•

Local Radio Ownership Rule. The maximum allowable number of radio stations that may be commonly owned in a market is based on the size of the market. In markets with 45 or more stations, one entity may have an attributable interest in up to eight stations, of which no more than five are in the same service (AM or FM). In markets with 30-44 stations, one entity may have an attributable interest in up to seven stations, of which no more than four are in the same service. In markets with 15-29 stations, one entity may have an attributable interest in up to six stations, of which no more than four are in the same service. In markets with 14 or fewer stations, one entity may have an attributable interest in up to five stations, of which no more than three are in the same service, so long as the entity does not have an interest in more than 50% of all stations in the market. To apply these ownership tiers, the FCC relies on Nielsen Metro Survey Areas, where they exist, and a signal contour-overlap methodology where they do not exist. An FCC rulemaking is pending to determine how to define radio markets for stations located outside Nielsen Metro Survey Areas.

• Newspaper-Broadcast Cross-Ownership Rule. FCC rules ~~generally~~have ~~prohibit~~historically prohibited an individual or entity from having an attributable interest in either a radio or television station and a daily newspaper located in the same market. As noted below, the FCC has recently adopted an order eliminating this prohibition.

• Radio-Television Cross-Ownership Rule. FCC rules permit the common ownership of one television and up to seven same-market radio stations, or up to two television and six same-market radio stations, depending on the number of independent media voices in the market and on whether the television and radio components of the combination comply with the television and radio ownership limits, respectively.14

13• Radio-Television Cross-Ownership Rule. FCC rules have permitted the common ownership of one television and up to seven same-market radio stations, or up to two television and six same-market radio stations, depending on the number of independent media voices in the market and on whether the television and radio components of the combination comply with the television and radio ownership limits, respectively. As noted below, the FCC has recently adopted an order eliminating limitations on radio-television cross-ownership.

The FCC is required to conduct periodic reviews of its media ownership rules. In August 2016, the FCC concluded its 2010 and 2014 quadrennial reviews with a decision retaining the local radio ownership rules, the radio-television cross-ownership rule and the prohibition on newspaper-broadcast cross-ownership without significant change. In November 2017, however, the FCC adopted an order reconsidering the August 2016 decision and modifying it in a number of respects. The November 2017 order on reconsideration did not significantly modify the August 2016 decision with respect to the local radio ownership limits. It did, however, eliminate the FCC's previous limits on radio-television cross-ownership and newspaper-broadcast cross-ownership. These rule changes became effective on February 7, 2018, but the November 2017 order on reconsideration has been appealed. We cannot predict the outcome of the FCC's media ownership proceedings or their effects on our business in the future.

Irrespective of the FCC's media ownership rules, the Antitrust Division of the U.S. Department of Justice ("DOJ") and the U.S. Federal Trade Commission ("FTC") have the authority to determine that a particular transaction presents antitrust concerns. In particular, where the proposed purchaser already owns one or more radio stations in a particular market and seeks to acquire radio stations in that market, the DOJ has, in some cases, obtained consent decrees requiring radio station divestitures.

Alien Ownership Restrictions

The Communications Act restricts foreign entities or individuals from owning or voting more than 20% of the equity of a broadcast licensee directly. It also restricts foreign entities or individuals from owning or voting more than 25% of a licensee’s equity indirectly (i.e., through a parent company), unless the FCC has made a finding that greater indirect foreign ownership is in the public interest. Since we serve as a holding company for FCC licensee subsidiaries, we are effectively restricted from having more than one-fourth of our stock owned or voted directly or indirectly by foreign entities or individuals. InThe ~~November 2013, the~~ FCC has clarified that it ~~would~~will entertain and authorize, on a case-by-case basis and upon a sufficient public interest showing, proposals to exceed the 25% foreign ownership limit in broadcasting holding companies. In September 2016, the FCC adopted rules to simplify and streamline the process for requesting authority to exceed the 25% indirect foreign ownership limit and reformed the methodology that publicly-traded broadcasters may use to assess their compliance with the foreign ownership restrictions.

Indecency Regulation

Federal law regulates the broadcast of obscene, indecent or profane material. Legislation enacted by Congress provides the FCC with authority to impose fines of up to $325,000 per utterance with a cap of $3.0 million for any violation arising from a single act. In June 2012, the U.S. Supreme Court ruled on the appeals of several FCC indecency enforcement actions. While setting aside the particular FCC actions under review on narrow due process grounds, the Supreme Court declined to rule on the constitutionality of the FCC’s indecency policies, and the FCC has since solicited public comment on those policies. We have received, and may receive in the future, letters of inquiry and other notifications from the FCC concerning complaints that programming aired on our stations contains indecent or profane language. We cannot predict the outcome of our outstanding letters of inquiry and notifications from the FCC or the nature or extent of future FCC indecency enforcement actions.

Equal Employment Opportunity

The FCC’s rules require broadcasters to engage in broad equal employment opportunity recruitment efforts, retain data concerning such efforts and report much of this data to the FCC and to the public via periodic reports filed with the FCC or placed in stations’ public files and websites. Broadcasters could be sanctioned for noncompliance.

Technical Rules

Numerous FCC rules govern the technical operating parameters of radio stations, including permissible operating frequency, power and antenna height and interference protections between stations. Changes to these rules could negatively affect the operation of our stations. For example, in January 2011 a law was enacted that eliminates certain minimum distance separation requirements between full-power and low-power FM radio stations. In March 2011, the FCC adopted policies which, in certain circumstances, could make it more difficult for radio stations to relocate to increase their population coverage. In October 2015, the FCC proposed rules which could reduce the degree of interference protection afforded to certain of our AM radio stations that serve wide areas.

Content, Licenses and Royalties

We must pay royalties to copyright owners of musical compositions (typically, songwriters and publishers) whenever we broadcast or stream musical compositions. Copyright owners of musical compositions most often rely on intermediaries known as performing rights organizations (“PROs”) to negotiate licenses with copyright users for the public performance of their compositions, collect royalties under such licenses and distribute them to copyright owners. We have obtained public performance licenses from, and pay license fees to, the three major PROs in the United States, which are the American Society of Composers, Authors and Publishers (“ASCAP”), Broadcast Music, Inc. (“BMI”) and SESAC, Inc. (“SESAC”). There is no guarantee that a given songwriter or publisher will remain associated with ASCAP, BMI or SESAC or that additional PROs will not emerge. In 2013, a new PRO was formed named Global Music Rights (“GMR”). ~~Irving Azoff, one of our directors, is the Chairman and Chief Executive Officer of Azoff MSG Entertainment LLC, which owns 85% of~~ GMR~~. GMR~~ has secured the rights to certain high-value copyrights and is seeking to negotiate individual licensing agreements with radio stations for songs in its repertoire. GMR and the Radio Music License Committee, Inc. ("RMLC"), which negotiates music licensing fees with PROs on behalf of many U.S. radio stations, have instituted antitrust litigation against one another. Additionally, there has been litigation concerning whether the ~~U.S.~~consent ~~Department~~decrees ofbetween ~~Justice~~the ("DOJ") and amajor ~~federal~~PROs ~~court~~require ~~have~~full-work ~~recently~~licensing, ~~disagreed~~most onrecently ~~the~~resulting ~~issue~~in ofa ~~whether~~ruling ~~the~~by ~~DOJ's~~a ~~consent~~federal ~~decrees~~appeals ~~with~~court ~~major~~that ~~PROs~~they ~~require~~do ~~full-work licensing~~not. The withdrawal of a significant number of musical composition copyright owners from the three established PROs,; ~~and/or~~ the emergence of one or more additional PROs,; the outcome of the GMR/RMLC litigation; and the outcome of the full-work licensing issue could impact, and in some circumstances increase, our royalty rates and negotiation costs.

To secure the rights to stream music content over the Internet, we also must obtain performance rights licenses and pay public performance royalties to copyright owners of sound recordings (typically, performing artists and record companies). Under Federal statutory licenses, we are permitted to stream any lawfully released sound recordings and to make ephemeral reproductions of these recordings on our computer servers without having to separately negotiate and obtain direct licenses with each individual copyright owner as long as we operate in compliance with the rules of those statutory licenses and pay the applicable royalty rates to SoundExchange, the organization designated by the Copyright Royalty Board (“CRB”) to collect and distribute royalties under these statutory licenses. Sound recordings fixed on or after February 15, 1972 are protected by federal copyright law. Sound recording copyright owners have asserted that state law provides copyright protection for recordings fixed before that date (“pre-72 recordings”). Sound recording copyright owners have sued radio broadcasters and digital audio transmission services (including us) for unauthorized public performances and reproductions of pre-72 recordings under various state laws. Courts applying the laws of at least four states have denied protection to pre-72 recordings, and the issue remains pending elsewhere. Legislation has also been introduced in Congress that would preempt state law claims for copyright violations related to pre-72 recordings. If legislative efforts are unsuccessful, and if the courts ultimately determine that there are public performance rights in pre-72 sound recordings and those rulings are held to apply to radio broadcasting or Internet simulcasting, it could impede our ability to broadcast or stream pre-72 recordings and/or increase our licensing and negotiating costs of doing so.

14The rates at which we pay royalties to copyright owners are privately negotiated or set pursuant to a regulatory process. In addition, we have business arrangements directly with some copyright owners to receive deliveries of and, in some cases, to directly license their sound recordings for use in our Internet operations. There is no guarantee that the licenses and associated royalty rates that currently are available to us will be available to us in the future. Congress may consider and adopt legislation that would require us to pay royalties to sound recording copyright owners for broadcasting those recordings on our terrestrial radio stations. In addition, the CRB has issued a final determination establishing copyright royalty rates for the public performance and ephemeral reproduction of sound recordings by various noninteractive webcasters, including radio broadcasters that simulcast their terrestrial programming online, to apply to the period January 1, 2016-December 31, 2020 under the so-called webcasting statutory license. The rates set by the CRB represent a decrease from the 2015 CRB rates applicable to broadcasters and other webcasters, but the determination has been appealed. Increased royalty rates could significantly increase our expenses, which could adversely affect our business. Additionally, there are conditions applicable to the webcasting statutory license. Some, but not all, record companies have agreed to waive or provide limited relief from certain of these conditions under certain circumstances. Some of these conditions may be inconsistent with customary radio broadcasting practices.

copyright owner as long as we operate in compliance with the rules of those statutory licenses and pay the applicable royalty rates to SoundExchange, the organization designated by the Copyright Royalty Board (“CRB”) to collect and distribute royalties under these statutory licenses. Sound recordings fixed on or after February 15, 1972 are protected by federal copyright law. Sound recording copyright owners have asserted that state law provides copyright protection for the recordings fixed before that date (“pre-72 recordings”). Sound recording copyright owners have sued radio broadcasters and digital audio transmission services (including us) for unauthorized public performances and reproductions of pre-72 recordings under various state laws, and courts in two states have issued decisions favorable to the copyright owners. If one or more of these decisions is upheld on appeal and held to apply to radio broadcasting or Internet simulcasting, it could impede our ability to broadcast or stream pre-72 recordings and/or increase our licensing and negotiating costs of doing so.

The rates at which we pay royalties to copyright owners are privately negotiated or set pursuant to a regulatory process. In addition, we have business arrangements directly with some copyright owners to receive deliveries of and, in some cases, to directly license their sound recordings for use in our Internet operations. There is no guarantee that the licenses and associated royalty rates that currently are available to us will be available to us in the future. Congress may consider and adopt legislation that would require us to pay royalties to sound recording copyright owners for broadcasting those recordings on our terrestrial radio stations. In addition, the CRB recently issued a final determination establishing copyright royalty rates for the public performance and ephemeral reproduction of sound recordings by various noninteractive webcasters, including radio broadcasters that simulcast their terrestrial programming online, to apply to the period January 1, 2016-December 31, 2020 under the so-called webcasting statutory license. The rates set by the CRB represent a decrease from the 2015 CRB rates applicable to broadcasters and other webcasters, but the determination has been appealed. Increased royalty rates could significantly increase our expenses, which could adversely affect our business. Additionally, there are conditions applicable to the webcasting statutory license. Some, but not all, record companies have agreed to waive or provide limited relief from certain of these conditions under certain circumstances. Some of these conditions may be inconsistent with customary radio broadcasting practices.

Privacy and Data Protection

We collect certain types of information from users of our technology platforms, including, without limitation, our websites, web pages, interactive features, applications, social media pages, and mobile application (“Platforms”), in accordance with the privacy policies and terms of use posted on the applicable Platform. We collect personally identifiable information directly from Platform users in several ways, including when a user purchases our products or services, registers to use our services, fills out a listener profile, posts comments, uses our social networking features, participates in polls and contests and signs up to receive email newsletters. We also may obtain information about our listeners from other listeners and third parties. We use the information we collect about and from Platform users for a variety of business purposes. Outside our radio business, we collect personally identifiable information from our employees, from users of our Smartbike services, from our business partners and from consumers who interact with our digital panels, including the use of behavioral analysis software.

As a company conducting business on the Internet, we are subject to a number of laws and regulations relating to consumer protection, information security, data protection and privacy, among other things. Many of these laws and regulations are still evolving and could be interpreted in ways that could harm our business. In the area of information security and data protection, the laws in several states require companies to implement specific information security controls to protect certain types of personally identifiable information. Likewise, all but a few states have laws in place requiring companies to notify users if there is a security breach that compromises certain categories of their personally identifiable information. Any failure on our part to comply with these laws may subject us to significant liabilities.16

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We have implemented commercially reasonable organizational and technical physical and electronic security measures that are designed to protect against the loss, misuse, and alteration of our listeners’, employees', clients' and customers' personally identifiable information and to protect our proprietary business information. In Europe, we have appointed a Chief Data Protection Officer and are preparing a comprehensive legal and information security-led approach to compliance with the new Europe-wide General Data Protection Regulation (the "GDPR") in line with our obligations and our risk profile. Despite our best efforts, no security measures are perfect or impenetrable. Any failure or perceived failure by us to protect our information or information about our listeners, employees, clients and customers or to comply with our policies or applicable regulatory requirements could result in damage to our business and loss of confidence in us, damage to our brands, the loss of users of our services, including listeners, consumers, business partners and advertisers, as well as proceedings against us by governmental authorities or others, which could harm our business.

Other

Congress, the FCC and other government agencies and regulatory bodies may in the future adopt new laws, regulations and policies that could affect, directly or indirectly, the operation, profitability and ownership of our broadcast stations and Internet-based audio music services. In addition to the regulations and other arrangements noted above, such matters may include, for example: proposals to impose spectrum use or other fees on FCC licensees; changes to the political broadcasting rules, including the adoption of proposals to provide free air time to candidates; restrictions on the advertising of certain products, such as beer and wine; frequency allocation, spectrum reallocations and changes in technical rules; and the adoption of significant new programming and operational requirements designed to increase local community-responsive programming and enhance public interest reporting requirements.

Regulation of our Americas and International Outdoor Advertising Businesses

The outdoor advertising industry in the United States is subject to governmental regulation at the federal, state and local levels. These regulations may include, among others, restrictions on the construction, repair, maintenance, lighting, upgrading, height, size, spacing and location and permitting of and, in some instances, content of advertising copy being displayed on outdoor advertising structures. In addition, international regulations have a significant impact on the outdoor advertising industry. International regulation of the outdoor advertising industry can vary by municipality, region and country, but generally limits the size, placement, nature and density of out-of-home displays. Other regulations may limit the subject matter and language of out-of-home displays.

From time to time, legislation has been introduced in both the United States and foreign jurisdictions attempting to impose taxes on revenue from outdoor advertising or for the right to use outdoor advertising assets. Several jurisdictions have imposed such taxes as a percentage of our outdoor advertising revenue generated in that jurisdiction. In addition, some jurisdictions have taxed our personal property and leasehold interests in advertising locations using various valuation methodologies. We expect U.S. and foreign jurisdictions to continue to try to impose such taxes as a way of increasing revenue. In recent years, outdoor advertising also has become the subject of targeted taxes and fees. These laws may affect prevailing competitive conditions in our markets in a variety of ways. Such laws may reduce our expansion opportunities or may increase or reduce competitive pressure from other members of the outdoor advertising industry. No assurance can be given that existing or future laws or regulations, and the enforcement thereof, will not materially and adversely affect the outdoor advertising industry. However, we contest laws and regulations that we believe unlawfully restrict our constitutional or other legal rights and may adversely impact the growth of our outdoor advertising business.

In the United States, federal law, principally the Highway Beautification Act (“HBA”), regulates outdoor advertising on Federal-Aid Primary, Interstate and National Highway Systems roads within the United States (“controlled roads”). The HBA regulates the size and placement of billboards, requires the development of state standards, mandates a state’s compliance program, promotes the expeditious removal of illegal signs and requires just compensation for takings.

To satisfy the HBA’s requirements, all states have passed billboard control statutes and regulations that regulate, among other things, construction, repair, maintenance, lighting, height, size, spacing and the placement and permitting of outdoor advertising structures. We are not aware of any state that has passed control statutes and regulations less restrictive than the prevailing federal requirements on the federal highway system, including the requirement that an owner remove any non-grandfathered, non-compliant signs along the controlled roads, at the owner’s expense and without compensation. Local governments generally also include billboard control as part of their zoning laws and building codes regulating those items described above and include similar provisions regarding the removal of non-grandfathered structures that do not comply with certain of the local requirements. Some local governments have initiated code enforcement and permit reviews of billboards within their jurisdiction. In some instances we have had to remove billboards as a result of such reviews.

grandfathered, non-compliant signs along the controlled roads, at the owner’s expense and without compensation. Local governments generally also include billboard control as part of their zoning laws and building codes regulating those items described above and include similar provisions regarding the removal of non-grandfathered structures that do not comply with certain of the local requirements. Some local governments have initiated code enforcement and permit reviews of billboards within their jurisdiction. In some instances we have had to remove billboards as a result of such reviews.

As part of their billboard control laws, state and local governments regulate the construction of new signs. Some jurisdictions prohibit new construction, some jurisdictions allow new construction only to replace or relocate existing structures and some jurisdictions allow new construction subject to the various restrictions discussed above. In certain jurisdictions, restrictive regulations also limit our ability to relocate, rebuild, repair, maintain, upgrade, modify or replace existing legal non-conforming billboards.

U.S. federal law neither requires nor prohibits the removal of existing lawful billboards, but it does mandate the payment of compensation if a state or political subdivision compels the removal of a lawful billboard along the controlled roads. In the past, state governments have purchased and removed existing lawful billboards for beautification purposes using federal funding for transportation enhancement programs, and these jurisdictions may continue to do so in the future. From time to time, state and local government authorities use the power of eminent domain and amortization to remove billboards. Amortization is the required removal of legal non-conforming billboards (billboards which conformed with applicable laws and regulations when built, but which do not conform to current laws and regulations) or the commercial advertising placed on such billboards after a period of years. Pursuant to this concept, the governmental body asserts that just compensation is earned by continued operation of the billboard over that period of time. Although amortization is prohibited along all controlled roads, amortization has been upheld along non-controlled roads in limited instances where permitted by state and local law. Thus far, we have been able to obtain satisfactory compensation for, or relocation of, our billboards purchased or removed as a result of these types of governmental action, although there is no assurance that this will continue to be the case in the future.

We have introduced and intend to expand the deployment of digital billboards that display static digital advertising copy from various advertisers that change up to several times per minute. We have encountered some existing regulations in the U.S. and across some international jurisdictions that restrict or prohibit these types of digital displays. However, since digital technology for changing static copy has only recently been developed and introduced into the market on a large scale, and is in the process of being introduced more broadly in our international markets, existing regulations that currently do not apply to digital technology by their terms could be revised to impose greater restrictions. These regulations, or actions by third parties, may impose greater restrictions on digital billboards due to alleged concerns over aesthetics or driver safety.

by their terms could be revised to impose greater restrictions. These regulations, or actions by third parties, may impose greater restrictions on digital billboards due to alleged concerns over aesthetics or driver safety.

Available Information

You can find more information about us at our Internet website located at www.iheartmedia.com. Our Annual Report on Form 10-K, our Quarterly Reports on Form 10-Q, our Current Reports on Form 8-K and any amendments to those reports are available free of charge through our Internet website as soon as reasonably practicable after we electronically file such material with, or furnish such material to, the Securities and Exchange Commission (“SEC”). The contents of our website are not deemed to be part of this Annual Report on Form 10-K or any of our other filings with the SEC.

The SEC maintains an internet website that contains these reports at www.sec.gov. Any materials we file with the SEC may also be read or copied at the SEC’s Public Reference Room at 100 F Street, NE, Washington, DC 20549. Information concerning the operation of the Public Reference Room may be obtained by calling the SEC at (800) 732-0330.

ITEM 1A. RISK FACTORS

Chapter 11 Reorganization Risks

We filed for reorganization under Chapter 11 of the Bankruptcy Code on March 14, 2018 and are subject to the risks and uncertainties associated with the Chapter 11 Cases.

For the duration of our Chapter 11 Cases, our operations, including our ability to execute our business plan, are subject to the risks and uncertainties associated with bankruptcy. Risks and uncertainties associated with our Chapter 11 Cases include the following:


•	our creditors or other third parties may take actions or make decisions that are inconsistent with and detrimental to the plans we believe to be in the best interests of the Company;


•	we may be unable to obtain court approval with respect to certain matters in the Chapter 11 Cases from time to time;


•	the court may not agree with our objections to positions taken by other parties;


•	we may not be able to confirm and consummate a Chapter 11 plan of reorganization or may be delayed in doing so;


•	we may not be able to obtain and maintain normal credit terms with vendors, strategic partners and service providers;


•	we may not be able to continue to invest in our products and services, which could hurt our competitiveness;


•	we may not be able to enter into or maintain contracts that are critical to our operations at competitive rates and terms, if at all;


•	we may be exposed to risks associated with third parties seeking and obtaining court approval to (i) terminate or shorten our exclusivity period to propose and confirm a plan of reorganization, (ii) appoint a Chapter 11 trustee or (iii) convert the cases to Chapter 7 liquidation cases; and


•	our customers may choose to advertise with our competitors.

These risks and uncertainties could affect our business and operations in various ways. For example, negative events, the positions we take in court, or publicity associated with our Chapter 11 Cases could adversely affect our ability to compete for advertising dollars and our relationship with our customers, as well as with our business partners, vendors and employees, which in turn could adversely affect our operations and financial condition, particularly if the Chapter 11 Cases are protracted. Because of the risks and uncertainties associated with our Chapter 11 Cases, the ultimate impact of events that occur during these proceedings will have on our business, financial condition and results of operations cannot be accurately predicted or quantified. If any one or more of these risks materializes, it could affect our ability to continue as a going concern.

Operating under Chapter 11 may restrict our ability to pursue our business strategies.

Under Chapter 11, transactions outside the ordinary course of business will be subject to the prior approval of the Bankruptcy Court, which may limit our ability to respond in a timely manner to certain events or take advantage of certain opportunities. We must obtain Bankruptcy Court approval to, among other things:


•	engage in certain transactions with our vendors;


•	buy or sell assets outside the ordinary course of business;


•	consolidate, merge, sell or otherwise dispose of all or substantially all of our assets;


•	grant liens; and


•	finance our operations, investments or other capital needs or to engage in other business activities that would be in our interest.

The Chapter 11 Cases have required and will continue to require a substantial amount of time and attention of our senior management, which may have an adverse effect on our business and results of operations.

The requirements of the Chapter 11 Cases have required and will continue to require a substantial portion of time and attention from our senior management team and leave them with less time to devote to the operations of our business. Our management has spent considerable time participating in the development of restructuring plans and the business plan for the Company. This diversion of management’s attention may have a material adverse effect on the conduct of our business, and, as a result, on our financial condition and results of operations, particularly if the Chapter 11 Cases are protracted.

We may experience increased levels of employee attrition as a result of the Chapter 11 Cases.

As a result of the Chapter 11 Cases, we may experience increased levels of employee attrition, and our employees likely will face considerable distraction and uncertainty. A loss of key personnel or material erosion of employee morale could adversely affect our business and results of operations. Our ability to engage, motivate and retain key employees or take other measures intended to motivate and incent key employees to remain with us through the pendency of the Chapter 11 Cases is limited by restrictions on implementation of incentive programs under the Bankruptcy Code. The loss of services of members of our senior management team could impair our ability to execute our strategy and implement operational initiatives, which would be likely to have a material adverse effect on our financial condition, liquidity and results of operations.

Our businesses could suffer from a protracted restructuring.

Our future results are dependent upon the timely and successful filing, confirmation and implementation of a plan of reorganization. If a restructuring is protracted, it could adversely affect our operating results, including our relationships with our advertising customers, business partners and employees. The longer the proceedings related to the Chapter 11 Cases continue, the more likely it is that our advertising customers will lose confidence in our ability to reorganize our businesses successfully and seek to establish alternative commercial relationships. If we experience a protracted reorganization, there is a significant risk that the value of our enterprise would be substantially eroded to the detriment of all stakeholders. In addition, the RSA requires that we achieve various milestones in the Chapter 11 Cases, including that a plan of reorganization be effective by March 14, 2019. If we fail to achieve these milestones, the Consenting Stakeholders may terminate the RSA, which could create considerable uncertainty in the bankruptcy process.

Our ability to emerge from Chapter 11 and operate profitably thereafter will depend on our ability to obtain exit financing or other capital and to reduce our debt and debt service costs.

It is too early in the Chapter 11 process for us to have certainty regarding the terms of our ultimate plan of reorganization. However, for our ultimate plan of reorganization to be effective, we will need to obtain exit financing or capital to fund our emergence costs and support our business following emergence. We cannot presently determine the final terms of such financing, nor can there be any assurances of our success in obtaining it. In addition to pursuing traditional forms of exit financing, we also intend to explore potential merger and acquisition transactions and other investment transactions with financial and strategic investors. Failure to obtain exit financing or other capital may delay our emergence from bankruptcy protection and/or limit our alternatives, which could result in our inability to continue as a going concern. Even if such financing or other capital is available, there is no guarantee that we will be able to implement our business plan and achieve improved financial results.

Our current cost structure is heavily driven by existing levels of indebtedness. Our plan of reorganization contemplates restructuring, renegotiating, and/or otherwise discharging a substantial portion of our debt. Nevertheless, there is no guarantee that we will be able to successfully achieve sufficient reductions in our debt and debt service costs and other cost savings or otherwise meet our planned continuing obligations. Failure to achieve substantial interest cost reduction and other cost savings upon emergence could materially hamper our ability to operate profitably after emergence, and could result in our inability to continue as a going concern.

Third parties may propose competing Chapter 11 plans of reorganization and we may receive unsolicited offers for the Company or our assets.

Chapter 11 gives us the exclusive right to file a plan of reorganization during the first 120 days after filing. That period can be extended for cause up to a total of 18 months from the Petition Date with approval of the Bankruptcy Court. While we intend to conclude our Chapter 11 Cases during this so-called “exclusivity period”, there can be no assurance that we will be able to do so. Although we filed a plan of reorganization on April 28, 2018, there is no assurance that such plan of reorganization will be approved by the requisite creditors and the Bankruptcy Court. After the expiration of the exclusivity period, third parties can file one or more Chapter 11 plans of reorganization for the Debtors. An alternative plan of reorganization could contemplate the Company continuing as a going concern, the Company being broken up, the Company or its assets being acquired by a third party, the Company being merged with a competitor, or some other proposal. We may not believe that such an alternative plan of reorganization is in our stakeholders’ best interests or fully values the benefits to be achieved by our reorganization. If we cannot successfully obtain approval of our plan of reorganization during the exclusivity period, we may have limited ability to prevent an alternative plan of reorganization from being approved by the Bankruptcy Court.

Companies in Chapter 11 are often the target of unsolicited merger and acquisition offers, and there is no guarantee that we will emerge from Chapter 11 as a standalone company. An unsolicited proposal or alternative plan of reorganization could potentially delay our emergence from Chapter 11 and expose us to a number of other risks, including potential limitations on our ability to execute our business plan and strategic initiatives; difficulties in hiring, retaining and motivating key personnel; negative reactions among our employees, vendors, strategic partners and service providers; a failure to provide stakeholders full value for the benefits that could be achieved by the Company post-emergence on a stand-alone basis; and unease and uncertainty among our advertising customer base. In addition, any potential transaction proposed during Chapter 11, even if we decided such transaction was in our best interest, would be expressly subject to Bankruptcy Code requirements and Bankruptcy Court approval.

We may not be able to obtain confirmation of a Chapter 11 plan of reorganization.

To emerge successfully from Bankruptcy Court protection as a viable entity, we must meet certain statutory requirements with respect to adequacy of disclosure with respect to a Chapter 11 plan of reorganization, solicit and obtain the requisite acceptances of such a plan and fulfill other statutory conditions for confirmation of such a plan, which have not occurred to date. The confirmation process is subject to numerous, unanticipated potential delays, including a delay in the Bankruptcy Court’s commencement of the confirmation hearing regarding our plan.

Even though the Consenting Stakeholders have agreed pursuant to the RSA to support a plan of reorganization to effect the Restructuring Transactions described therein, we may not receive the requisite acceptances of constituencies in the proceedings related to the Chapter 11 Cases proceedings to confirm a plan. Even if the requisite acceptances of a plan are received, the Bankruptcy Court may not confirm such a plan. The precise requirements and evidentiary showing for confirming a plan, notwithstanding its rejection by one or more impaired classes of claims or equity interests, depends upon a number of factors including, without limitation, the status and seniority of the claims or equity interests in the rejecting class (i.e., secured claims or unsecured claims, subordinated or senior claims).

If a Chapter 11 plan of reorganization is not confirmed by the Bankruptcy Court, it is unclear whether we would be able to reorganize our business and what, if anything, holders of claims against us would ultimately receive with respect to their claims.

Even if a Chapter 11 plan of reorganization is consummated, we will continue to face risks.

Even if a Chapter 11 plan of reorganization is consummated, we will continue to face a number of risks, including certain risks that are beyond our control, such as further deterioration or other changes in economic conditions, changes in our industry and potential revaluing of our assets due to the Chapter 11 Cases. Some of these concerns and effects typically become more acute when a case under the Bankruptcy Code continues for a protracted period without indication of how or when the case may be completed. As a result of these risks and others, there is no guarantee that any plan of reorganization will achieve our stated goals.

Furthermore, we cannot predict the ultimate amount of all settlement terms for the Debtors’ liabilities that will be subject to a plan of reorganization. Even if our debts are reduced or discharged through a plan of reorganization, we may need to raise additional funds through public or private debt or equity financing or other various means to fund our business after the completion of the Chapter 11 process. Adequate funds may not be available when needed or may not be available on favorable terms. Even once a plan of reorganization is implemented, our operating results may be adversely affected by the possible reluctance of advertisers to do business with a company that recently emerged from bankruptcy proceedings.

As a result of the Chapter 11 Cases, our historical financial information may be volatile and not be indicative of our future financial performance.

During the Chapter 11 Cases, we expect our financial results to continue to be volatile as asset impairments, asset dispositions, restructuring activities and expenses, contract terminations and rejections, and claims assessments may significantly impact our consolidated financial statements. As a result, our historical financial performance may not be indicative of our future financial performance.

Our capital structure will likely be significantly altered under any plan confirmed by the Bankruptcy Court. Under fresh-start accounting rules that may apply to us upon the effective date of a plan, our assets and liabilities would be adjusted to fair value, which could have a significant impact on our financial statements. Accordingly, if fresh-start accounting rules apply, our financial condition and results of operations following our emergence from Chapter 11 would not be comparable to the financial condition and results of operations reflected in our historical financial statements. In connection with the Chapter 11 Cases and the development of a plan of reorganization, it is also possible that additional restructuring and related charges may be identified and recorded in future periods. Such charges could be material to our consolidated financial position, liquidity and results of operations.

We may be subject to claims that will not be discharged in the Chapter 11 Cases.

The Bankruptcy Code provides that the confirmation of a plan of reorganization discharges a debtor from substantially all debts arising prior to confirmation. With few exceptions, all claims that arose prior to the filing of our Chapter 11 Cases (i) will be subject to compromise and/or treatment under the plan of reorganization or (ii) will be discharged in accordance with the Bankruptcy Code and the terms of the plan of reorganization. However, there can be no assurance that the aggregate amount of such claims that are not subject to treatment under the plan of reorganization or that are not discharged will not be material.

Liquidity Risk

Our cash flows may not provide sufficient liquidity during the Chapter 11 Cases. Our long-term liquidity requirements and the adequacy of our capital resources are difficult to predict at this time.

Our ability to fund our operations and our capital expenditures require a significant amount of cash. Our principal sources of liquidity historically have been cash flow from operations, borrowing capacity under the senior secured credit facilities and the receivables based credit facility and issuances of bonds. If our cash flow from operations decreases as a result of lower advertising prices, decreased listener demand, or otherwise, we may not have the ability to expend the capital necessary to improve or maintain our current operations, resulting in decreased revenues over time.

We face uncertainty regarding the adequacy of our liquidity and capital resources and have extremely limited, if any, access to additional financing. In addition to the cash requirements necessary to fund ongoing operations, we have incurred significant professional fees and other costs in connection with preparation for the Chapter 11 Cases and expect that we will continue to incur significant professional fees and costs throughout our Chapter 11 Cases. We cannot assure you that cash on hand and cash flow from operations will be sufficient to continue to fund our operations and allow us to satisfy our obligations related to the Chapter 11 Cases until we are able to emerge from our Chapter 11 Cases.

Our liquidity, including our ability to meet our ongoing operational obligations, is dependent upon, among other things: (i) our ability to comply with the terms and conditions of the cash collateral order entered by the Bankruptcy Court in connection with the Chapter 11 Cases, (ii) our ability to maintain adequate cash on hand, (iii) our ability to generate cash flow from operations, (iv) our ability to develop, confirm and consummate a plan of reorganization or other alternative restructuring transaction, and (v) the cost, duration and outcome of the Chapter 11 Cases.

We may not have sufficient cash to fund our operations and our emergence costs.

As discussed above under “Chapter 11 Reorganization Risks,” our cash flows from operations may not provide sufficient liquidity during the Chapter 11 Cases and exit financing or capital may not be sufficient to support our operations post-emergence. Our operating cash flows and exit financing or capital may not be sufficient to pay our debt as it comes due, interest on our debt, emergence costs and other operating expenses. We currently face significantly higher operating expenses due in part to payments to our financial and legal advisors, as well as fees and other amounts payable to the advisors to our lenders and bondholders in connection with the Chapter 11 Cases. Because we have limited short-term sources of cash, we may be unable to successfully emerge from bankruptcy or implement our plan of reorganization.

The filing of the Chapter 11 Cases is intended to permit iHeartCommunications to reduce its indebtedness to achieve a manageable capital structure. We are in the process of developing and implementing a plan of reorganization that conforms to the terms set forth in the RSA and meets the standards for confirmation under the Bankruptcy Code. We believe that we will have sufficient cash from operations to fund anticipated cash requirements for the next twelve months. Our ability to maintain adequate liquidity through the reorganization process and beyond depends on successful operation of our business, and appropriate management of operating expenses and capital spending. Our anticipated liquidity needs are highly sensitive to changes in each of these and other factors.

The Consolidated Financial Statements included in this Annual Report on Form 10-K have been prepared on a going concern basis of accounting, which contemplates continuity of operations, realization of assets, and satisfaction of liabilities and commitments in the normal course of business. The Consolidated Financial Statements do not reflect any adjustments that might result from the outcome of the Chapter 11 Cases. We have significant indebtedness, all of which we have reclassified to current liabilities at December 31, 2017. Our level of indebtedness has adversely impacted and is continuing to adversely impact our financial condition. As a result of our financial condition, the defaults under our debt agreements, and the risks and uncertainties surrounding the Chapter 11 Cases, substantial doubt exists that we will be able to continue as a going concern.

CCOH’s substantial indebtedness could have a material adverse effect on CCOH’s performance and on our financial condition and liquidity.

Our subsidiary CCOH has a substantial amount of indebtedness. As of December 31, 2017, CCOH had $5.3 billion of total indebtedness outstanding, including: (1) $2.7 billion aggregate principal amount of CCWH’s senior notes, net of unamortized discounts of $4.2 million, which mature in November 2022; (2) $2.2 billion aggregate principal amount of CCWH’s senior subordinated notes, which mature in March 2020; (3) $379.0 million aggregate principal amount outstanding of international subsidiary senior notes, net of unamortized premiums of $4.0 million, which mature in December 2020; and (4) $2.4 million of other debt. CCOH’s ability to make scheduled payments on its debt obligations depends on its financial condition and operating performance, which are subject to prevailing economic and competitive conditions and to certain financial, business and other factors beyond its control. CCOH may not be able to maintain a level of cash flows from operating activities sufficient to permit it to pay the principal and interest on its indebtedness. CCOH’s operations and its ability to successfully refinance or extend its debt may also be negatively affected by our Chapter 11 Cases.

We, a Debtor in the Chapter 11 Cases, provide the day-to-day cash management services for CCOH’s cash activities and balances in the U.S. pursuant to the Corporate Services Agreement between us and CCOH, and are continuing to do so during the Chapter 11 Cases pursuant to a cash management order approved by the Bankruptcy Court. CCOH does not have any material committed external sources of capital other than ours. If CCOH has a significant need for capital in the future and we are limited in our ability to provide such capital, there could be a material adverse effect on CCOH’s financial condition and liquidity, which would have a material adverse effect on our financial condition and liquidity.

Our substantial indebtedness upon emergence from Chapter 11 may adversely affect our financial health and operating flexibility.

The terms of the RSA contemplate that upon the effective date of a plan of reorganization, we will have a senior secured asset-based revolving credit facility sufficient to fund the distributions required by the plan of reorganization and $5,750 million in principal amount of secured debt. This substantial amount of indebtedness could have important consequences to us, including:


•	limiting our ability to borrow additional amounts for working capital, capital expenditures, debt service requirements, execution of our business strategy or other purposes;


•	limiting our ability to use operating cash flow in other areas of our business because we must dedicate a substantial portion of these funds to service debt;


•	increasing our vulnerability to general adverse economic and industry conditions, including increases in interest rates, particularly given our substantial indebtedness which bears interest at variable rates;


•	limiting our ability to capitalize on business opportunities and to react to competitive pressures; and


•	limiting our ability or increasing the costs to refinance indebtedness.

The Chapter 11 Cases may give rise to unfavorable tax consequences for us.

The consummation of the Chapter 11 Cases may have an adverse tax impact on us. The RSA contemplates the separation of our business from CCOH, with certain senior creditors receiving the approximately 89.5% of CCOH’s outstanding shares of common stock that are currently owned indirectly by us. It has not yet been determined whether such separation will be structured as a taxable transaction or as a tax-free reorganization. In either case, there is a risk that such separation will give rise to a U.S. federal income tax liability. If such liability were to arise, we would be jointly liable for such tax liability under federal law. We will be contractually obligated to indemnify CCOH with respect to any such liability. Similar principles may apply for foreign, state and local income tax purposes where we file combined, consolidated or unitary returns with us or our subsidiaries for federal, foreign, state and local income tax purposes. If an “ownership change” (as discussed below) were to occur prior to the conclusion of the Chapter 11 Cases, any tax liability recognized in connection with any transaction, particularly any taxable transaction, could be meaningfully increased.

In addition, we expect to be required to significantly reduce certain of our tax attributes, including net operating loss carryforwards, as a result of any cancellation of indebtedness income realized in connection with the Chapter 11 Cases.

Transfers of our equity and issuances of equity in connection with the Chapter 11 Cases may impair our ability to utilize our federal income tax net operating loss carryforwards in future years.

Under federal income tax law, a corporation is generally permitted to deduct from taxable income net operating losses carried forward from prior years. Our ability to utilize our net operating loss carryforwards to offset future taxable income and to reduce federal income tax liability is subject to certain requirements and restrictions. If we experience an “ownership change,” as defined in section 382 of the U.S. Internal Revenue Code, then our ability to use our net operating loss carryforwards may be substantially limited, which could have a negative impact on our financial position and results of operations. Generally, there is an “ownership change” if one or more shareholders owning 5% or more of a corporation’s common stock have aggregate increases in their ownership of such stock of more than 50 percentage points over the prior three-year period. Following the implementation of a plan of reorganization in the Chapter 11 Cases, it is expected that we will experience an “ownership change.” Under section 382 of the U.S. Internal Revenue Code, absent an application exception, if a corporation undergoes an “ownership change,” the amount of its net operating losses that may be utilized to offset future taxable income generally is subject to an annual limitation on the amount of federal income tax net operating loss carry-forwards existing prior to the change that it could utilize to offset its taxable income in any future taxable year to an amount generally equal to the value of its stock immediately prior to the ownership change multiplied by the long-term tax-exempt rate, subject to adjustments to reflect the differences between the fair market value of the corporation’s assets and the tax basis in such assets. Because the value of our stock can fluctuate materially, it is possible an ownership change would materially limit our ability to utilize our substantial federal income tax net operating loss carry-forwards in the future. Accordingly, there can be no assurance that we will be able to utilize our federal income tax net operating loss carry-forwards to offset future taxable income, even if any such attributes survive reduction as a result of cancellation of indebtedness income.

Risks Related to Our Business

ToOur ~~service~~results ~~our~~have ~~debt~~been ~~obligations~~in ~~and~~the topast, ~~fund~~and ~~our~~could ~~operations~~be ~~and~~in ~~our~~the ~~capital expenditures~~future, weadversely ~~require~~affected aby ~~significant~~economic ~~amount~~uncertainty ofor ~~cash~~deteriorations toin ~~meet~~economic ~~our needs, which depends on many factors beyond our control~~conditions.

~~Our~~We ~~ability~~derive torevenues ~~service~~from ~~our~~the ~~debt~~sale ~~obligations and to fund our operations and our capital expenditures requires a significant amount~~ of ~~cash~~advertising. ~~Our~~Expenditures ~~primary~~by ~~sources~~advertisers oftend ~~liquidity~~to ~~are~~be ~~cash on hand~~cyclical, ~~cash~~reflecting ~~flow~~economic ~~from~~conditions ~~operations~~ and ~~borrowing~~budgeting ~~capacity~~and ~~under~~buying ~~our receivables based credit facility, subject to certain limitations contained in our material financing agreements, to help meet our liquidity needs~~patterns. AsPeriods of ~~December 31, 2016, we had $845.0 million of cash on our balance sheet. As of December 31, 2016, we had~~ a ~~borrowing~~slowing ~~base~~economy ofor ~~$480.4 million under our receivables based credit facility~~recession, ~~had~~or ~~$330.0~~periods ~~million~~ of ~~outstanding~~economic ~~borrowings and $36.8 million of outstanding letters of credit~~uncertainty, ~~resulting in $113.6 million of excess availability. However, any incremental borrowings under our receivables based credit facility~~ may be ~~further~~accompanied ~~limited~~ by ~~the~~a ~~terms~~decrease ~~contained~~ in ~~our material financing agreements~~advertising. ~~Due~~ toFor ~~the seasonal variations in our business~~example, wethe ~~made~~global aeconomic ~~repayment~~downturn ofthat ~~$25.0~~began ~~million~~in on2008 ~~January~~resulted ~~31, 2017, and we expect our borrowing base and excess availability to decrease~~ in ~~the first quarter of 2017. As~~ a ~~result, we may be required to repay a portion of our outstanding borrowings under this facility during the first quarter of 2017.~~

During the second quarter of 2014, the FASB issued ASU No. 2014-15, Presentation of Financial Statements - Going Concern (Subtopic 205-40): Disclosure of Uncertainties about an Entity's Ability to Continue as a Going Concern. This update provides U.S. GAAP guidance on management’s responsibility in evaluating whether there is substantial doubt about a company’s ability to continue as a going concern and about related footnote disclosures. We adopted this standard for the year ended December 31, 2016. Under this standard, we are required to evaluate whether there is substantial doubt about its ability to continue as a going concern each reporting period, including interim periods. In evaluating our ability to continue as a going concern, management considered the conditions and events that could raise substantial doubt about our ability to continue as a going concern within 12 months after our financial statements were issued (February 23, 2017). Management considered our current financial condition and liquidity sources, including current funds available, forecasted future cash flows and our conditional and unconditional obligations due before February 23, 2018. Our forecasted future cash flows indicates that such cash flows would not be sufficient for us to meet our obligations, including payment of the outstanding balance on our receivables based credit facility, which has a maturity of December 24, 2017, as they become due in the ordinary course of business for 12 months following February 23, 2017. We plan to refinance or extend the receivables based credit facility to a date at least 12 months after February 23, 2017 with terms similar to the facility's current terms. We believe the refinancing or extension of the maturity of the receivables based credit facility is probable of being executed as we have successfully extended the maturity date of this receivables based credit facility in the past and the facility has a first-priority lien on the accounts receivable of our and certain of our subsidiaries. Our plan to refinance or extend the due date of the receivables based credit facility, combined with current funds and expected future cash flows, are considered to be sufficient to enable the Company to meet its obligations as they become due in the ordinary course of business for a period of 12 months following the date these financial statements are issued. While we currently plan to refinance or extend the maturity of the receivables based credit facility and have begun discussing such refinancing or extension with our receivables based credit facility lenders, there is no assurance that the receivables based credit facility will be refinanced or extended in a timely manner, in amounts that are sufficient to meet the Company's obligations as they become due, or on terms acceptable to us, or at all. See “Management’s Discussion and Analysis of Financial Condition and Results of Operations — Liquidity and Capital Resources — Anticipated Cash Requirements.” Our ability to meet our obligations as they become due in the ordinary course of business for the next 12 months will depend on our ability to achieve forecasted results and our ability to refinance or extend the maturity of our receivables based credit facility. In 2016, we drew a net aggregate of $100.0 million under our receivables based credit facility to fund working capital needs, capital expenditures and interest payment obligations, and, since the beginning of 2016, we completed several transactions as described under “Management’s Discussion and Analysis of Financial Condition

17decline in advertising and marketing by our customers, which resulted in a decline in advertising revenues across our businesses. This reduction in advertising revenues had an adverse effect on our revenue, profit margins, cash flow and liquidity. Global economic conditions have been slow to recover and remain uncertain. If economic conditions do not continue to improve, economic uncertainty increases or economic conditions deteriorate again, global economic conditions may once again adversely impact our revenue, profit margins, cash flow and liquidity. Furthermore, because a significant portion of our revenue is derived from local advertisers, our ability to generate revenues in specific markets is directly affected by local and regional conditions, and unfavorable regional economic conditions also may adversely impact our results. In addition, even in the absence of a downturn in general economic conditions, an individual business sector or market may experience a downturn, causing it to reduce its advertising expenditures, which also may adversely impact our results.

and Results of Operations-Liquidity and Capital Resources-Anticipated Cash Requirements.” These transactions improved our liquidity position in the short term, but our annual cash interest payment obligations increased as a result. We anticipate paying cash interest of approximately $1.7 billion during 2017. If we are unable to continue to obtain sources of refinancing or generate sufficient cash through our operations and liquidity-generating transactions, or if we are unable to refinance or extend the maturity of our receivables based credit facility, we could face ~~substantial~~intense ~~liquidity~~competition ~~problems,~~in ~~which could have a material adverse effect on~~ our ~~financial~~iHeartMedia ~~condition~~ and on our ~~ability~~outdoor toadvertising ~~meet our obligations~~businesses.

We operate in a highly competitive industry, and we may not be able to maintain or increase our current audience ratings and advertising revenues. Our ~~results~~iHeartMedia ~~have~~and ~~been~~our inoutdoor ~~the~~advertising ~~past~~businesses compete for audiences and advertising revenues with other radio and outdoor advertising businesses, as well as with other media, such as newspapers, magazines, television, direct mail, portable digital audio players, mobile devices, satellite radio, Internet-based services and live entertainment, within their respective markets. Audience ratings and market shares are subject to change for various reasons, including through consolidation of our competitors through processes such as mergers and acquisitions, which could behave the effect of reducing our revenues in ~~the~~a ~~future~~specific market. Our competitors may develop technology, ~~adversely~~services ~~affected~~or byadvertising ~~economic~~media ~~uncertainty~~that are equal or ~~deteriorations~~superior to those we provide or that achieve greater market acceptance and brand recognition than we achieve. It also is possible that new competitors may emerge and rapidly acquire significant market share in ~~economic~~any ~~conditions~~of our business segments. An increased level of competition for advertising dollars may lead to lower advertising rates as we attempt to retain customers or may cause us to lose customers to our competitors who offer lower rates that we are unable or unwilling to match. Our ability to compete effectively depends in part on our ability to achieve a competitive cost structure during the Chapter 11 Cases. If we cannot do so, then our business, financial condition and operating results would be adversely affected.

WeAlternative ~~derive~~media ~~revenues~~platforms ~~from the sale of advertising. Expenditures by advertisers tend to be cyclical, reflecting economic conditions~~ and ~~budgeting~~technologies ~~and buying patterns. Periods of a slowing economy or recession, or periods of economic uncertainty,~~ may be accompanied by a decrease in advertising. For example, the global economic downturn that began in 2008 resulted in a decline in advertising and marketing by our customers, which resulted in a decline in advertising revenues across our businesses. This reduction in advertising revenues had an adverse effect on our revenue, profit margins, cash flow and liquidity. Global economic conditions have been slow to recover and remain uncertain. If economic conditions do not continue to ~~improve,~~increase ~~economic~~competition ~~uncertainty~~with ~~increases or economic conditions deteriorate again, global economic conditions may once again adversely impact~~ our ~~revenue,~~broadcasting ~~profit margins, cash flow and liquidity~~operations. Furthermore, because a significant portion of our revenue is derived from local advertisers, our ability to generate revenues in specific markets is directly affected by local and regional conditions, and unfavorable regional economic conditions also may adversely impact our results. In addition, even in the absence of a downturn in general economic conditions, an individual business sector or market may experience a downturn, causing it to reduce its advertising expenditures, which also may adversely impact our results.

We face intense competition in our iHeartMedia and our outdoor advertising businesses

We operate in a highly competitive industry, and we may not be able to maintain or increase our current audience ratings and advertising revenues. Our iHeartMedia and our outdoor advertising businesses compete for audiences and advertising revenues with other radio and outdoor advertising businesses, as well as with other media, such as newspapers, magazines, television, direct mail, portable digital audio players, mobile devices, satellite radio, Internet-based services and live entertainment, within their respective markets. Audience ratings and market shares are subject to change for various reasons, including through consolidation of our competitors through processes such as mergers and acquisitions, which could have the effect of reducing our revenues in a specific market. Our competitors may develop technology, services or advertising media that are equal or superior to those we provide or that achieve greater market acceptance and brand recognition than we achieve. It also is possible that new competitors may emerge and rapidly acquire significant market share in any of our business segments. An increased level of competition for advertising dollars may lead to lower advertising rates as we attempt to retain customers or may cause us to lose customers to our competitors who offer lower rates that we are unable or unwilling to match.

Alternative media platforms and technologies may continue to increase competition with our broadcasting operations

Our terrestrial radio broadcasting operations face increasing competition from alternative media platforms and technologies, such as broadband wireless, satellite radio, audio broadcasting by cable television systems and Internet-based streaming music services, as well as consumer products, such as portable digital audio players and other mobile devices, smart phones and tablets, gaming consoles, in-home entertainment and enhanced automotive platforms. These technologies and alternative media platforms, including those used by us, compete with our broadcast radio stations for audience share and advertising revenues. We are unable to predict the effect that such technologies and related services and products will have on our broadcasting operations. The capital expenditures necessary to implement these or other technologies could be substantial and we cannot assure you that we will continue to have the resources to acquire new technologies or to introduce new services to compete with other new technologies or services, or that our investments in new technologies or services will provide the desired returns. Other companies employing new technologies or services could more successfully implement such new technologies or services or otherwise increase competition with our businesses.

Our iHeartMedia business is dependent upon the performance of on-air talent and program hosts.

We employ or independently contract with many on-air personalities and hosts of syndicated radio programs with significant loyal audiences in their respective markets. Although we have entered into long-term agreements with some of our key on-air talent and program hosts to protect our interests in those relationships, we can give no assurance that all or any of these persons will remain with us or will retain their audiences. Competition for these individuals is intense and many of these individuals are under no legal obligation to remain with us. Our competitors may choose to extend offers to any of these individuals on terms which we may be unwilling to meet. Furthermore, the popularity and audience loyalty of our key on-air talent and program hosts is highly sensitive to rapidly changing public tastes. A loss of such popularity or audience loyalty is beyond our control and could have a material adverse effect on our ability to attract local and/or national advertisers and on our revenue and/or ratings, and could result in increased expenses.

18Our business is dependent on our management team and other key individuals.

Our business is dependent upon the performance of our management team and other key individuals. Although we have aentered ~~material~~into ~~adverse~~agreements ~~effect~~with onsome members of our ~~ability~~management toteam ~~attract~~and ~~local~~certain other key individuals, we can give no assurance that all or any of our management team and/ other key individuals will remain with us, or ~~national~~that ~~advertisers~~we won’t continue to make changes to the composition of, and onthe roles and responsibilities of, our ~~revenue~~management team. Competition for these individuals is intense and~~/or~~ ~~ratings~~many of our key employees are at-will employees who are under no obligation to remain with us, and ~~could~~may ~~result~~decide into ~~increased~~leave ~~expenses~~for a variety of personal or other reasons beyond our control. If members of our management or key individuals decide to leave

~~Our business is dependent on our management team and other key individuals~~24

Our business is dependent upon the performance of our management team and other key individuals. Although we have entered into agreements with some members of our management team and certain other key individuals, we can give no assurance that all or any of our management team and other key individuals will remain with us, or that we won’t continue to make changes to the composition of, and the roles and responsibilities of, our management team. Competition for these individuals is intense and many of our key employees are at-will employees who are under no legal obligation to remain with us, and may decide to leave for a variety of personal or other reasons beyond our control. If members of our management or key individuals decide to leave us in the future, if we decide to make further changes to the composition of, or the roles and responsibilities of, these individuals, or if we are not successful in attracting, motivating and retaining other key employees, our business could be adversely affected.

Our financial performance may be adversely affected by many factors beyond our control.

Certain factors that could adversely affect our financial performance by, among other things, decreasing overall revenues, the numbers of advertising customers, advertising fees or profit margins include:


•	unfavorable fluctuations in operating costs, which we may be unwilling or unable to pass through to our customers;


•	our inability to successfully adopt or our being late in adopting technological changes and innovations that offer more attractive advertising or listening alternatives than what we offer, which could result in a loss of advertising customers or lower advertising rates, which could have a material adverse effect on our operating results and financial performance;


•	the impact of potential new royalties charged for terrestrial radio broadcasting, which could materially increase our expenses;


•	unfavorable shifts in population and other demographics, which may cause us to lose advertising customers as people migrate to markets where we have a smaller presence or which may cause advertisers to be willing to pay less in advertising fees if the general population shifts into a less desirable age or geographical demographic from an advertising perspective;


•	adverse political effects and acts or threats of terrorism or military conflicts; and


•	unfavorable changes in labor conditions, which may impair our ability to operate or require us to spend more to retain and attract key employees.

In addition, on June 23, 2016, the United Kingdom (the "U.K.") held a referendum in which voters approved an exit of the U.K. from the European Union (the "E.U."), commonly referred to as "Brexit". International outdoor is currently headquartered in the U.K. and transacts business in many key European markets. As a result of the referendum, ~~it is expected that~~ the British government ~~will~~has ~~begin~~begun negotiating the terms of the U.K.'s withdrawal from the E.U. It is unclear how these negotiations, or the U.K.’s ultimate exit from the E.U., will impact the economies of the U.K., the E.U. and other countries. This uncertainty may cause our customers to closely monitor their costs and reduce the amount they spend on advertising. ~~In addition, the announcement of Brexit caused the British pound's currency rate to weaken against the U.S. dollar.~~ Any of these or similar effects of Brexit could adversely impact our business, operating results, cash flows and financial condition.

The success of our street furniture and transit products businesses is dependent on our obtaining key municipal concessions, which we may not be able to obtain on favorable terms.

Our street furniture and transit products businesses require us to obtain and renew contracts with municipalities and transit authorities. Many of these contracts, which require us to participate in competitive bidding processes at each renewal, typically have terms ranging up to 15 years and have revenue share, capital expenditure requirements and/or fixed payment components. Competitive bidding processes are complex and sometimes lengthy and substantial costs may be incurred in connection with preparing bids.

Our competitors, individually or through relationships with third parties, may be able to provide different or greater capabilities or prices or benefits than we can provide. In the past we have not been, and most likely in the future will not be, awarded all of the contracts on which we bid. The success of our business also depends generally on our ability to obtain and renew contracts with private landlords. There can be no assurance that we will win any particular bid, be able to renew existing contracts or be able to replace any revenue lost upon expiration or completion of a contract. Our inability to renew existing contracts may also result in significant expenses from the removal of our displays. Furthermore, if and when we do obtain a contract, we are generally required to incur significant start-up expenses. The costs of bidding on contracts and the start-up costs associated with new contracts we may obtain may significantly reduce our cash flow and liquidity.

This competitive bidding process presents a number of risks, including the following:


•	we expend substantial cost and managerial time and effort to prepare bids and proposals for contracts that we may not win;


•	we may be unable to estimate accurately the revenue derived from and the resources and cost structure that will be required to service any contract we win; and


•	we may encounter expenses and delays if our competitors challenge awards of contracts to us in competitive bidding, and any such challenge could result in the resubmission of bids on modified specifications, or in the termination, reduction or modification of the awarded contract.

Our inability to successfully negotiate, renew or complete these contracts due to third-party or governmental demands and delay and the highly competitive bidding processes for these contracts could affect our ability to offer these products to our clients, or to offer them to our clients at rates that are competitive to other forms of advertising, without adversely affecting our financial results.

Future dispositions, acquisitions and other strategic transactions could pose risks.

We frequently evaluate strategic opportunities both within and outside our existing lines of business. We expect from time to time to pursue strategic dispositions of certain businesses as well as acquisitions. These dispositions or acquisitions could be material. ~~Our~~Dispositions ~~strategy~~and ~~involves~~acquisitions involve numerous risks, including:


•	our dispositions may negatively impact revenues from our national, regional and other sales networks;


•	our dispositions may make it difficult to generate cash flows from operations sufficient to meet our anticipated cash requirements, including our and Clear Channel Outdoor Holdings, Inc.'s ("CCOH") debt service requirements;


•	our acquisitions may prove unprofitable and fail to generate anticipated cash flows:


•	to successfully manage our large portfolio of iHeartMedia, outdoor advertising and other businesses, we may need to:


•	recruit additional senior management as we cannot be assured that senior management of acquired businesses will continue to work for us and we cannot be certain that our recruiting efforts will succeed, and


•	expand corporate infrastructure to facilitate the integration of our operations with those of acquired businesses, because failure to do so may cause us to lose the benefits of any expansion that we decide to undertake by leading to disruptions in our ongoing businesses or by distracting our management;


•	we may enter into markets and geographic areas where we have limited or no experience;


•	we may encounter difficulties in the integration of operations and systems; and


•	our management’s attention may be diverted from other business concerns.

Dispositions and acquisitions of media and entertainment businesses and outdoor advertising businesses may require antitrust review by U.S. federal antitrust agencies and may require review by foreign antitrust agencies under the antitrust laws of foreign jurisdictions. We can give no assurances that the DOJ, the FTC or foreign antitrust agencies will not seek to bar us from disposing of or acquiring media and entertainment businesses or outdoor advertising businesses or impose stringent undertaking on our business as a condition to the completion of an acquisition in any market where we already have a significant position. Further, radio acquisitions are subject to FCC approval. Such transactions must comply with the Communications Act and FCC regulatory requirements and policies, including with respect to the number of broadcast facilities in which a person or entity may have an ownership or attributable interest in a given local market and the level of interest that may be held by a foreign individual or entity. The FCC's media ownership rules remain subject to ongoing agency and court proceedings. Future changes could restrict our ability to dispose of or acquire new radio assets or businesses. In addition, dispositions and acquisitions outside of the ordinary course of business during the Chapter 11 Cases will be subject to Bankruptcy Court approval.

Extensive current government regulation, and future regulation, may limit our radio broadcasting and other iHeartMedia operations or adversely affect our business and financial results.

Congress and several federal agencies, including the FCC, extensively regulate the domestic radio industry. For example, the FCC could impact our profitability by imposing large fines on us if, in response to pending or future complaints, it finds that we broadcast indecent programming or committed other violations of FCC regulations. We could face significant fines, for instance, as a result of pending FCC investigations into the allegedly inappropriate broadcast of emergency alert signals by several of our stations. Additionally, we cannot be sure that the FCC will approve renewal of the licenses we must have in order to operate our stations. Nor can we be assured that our licenses will be renewed without conditions and for a full term. The non-renewal, or conditioned renewal, of a substantial number of our FCC licenses could have a materially adverse impact on our operations. Furthermore, possible changes in interference protections, spectrum allocations and other technical rules may negatively affect the operation of our stations. For example, in January 2011, a law was enacted that eliminates certain minimum distance separation requirements between full-power and low-power FM radio stations. In March 2011, the FCC adopted policies which, in certain circumstances, could make it more difficult for radio stations to relocate to increase their population coverage. In October 2015, the FCC proposed rules, which could reduce the degree of interference protection afforded to certain of our AM radio stations that serve wide areas. In addition, Congress, the FCC and other regulatory agencies have considered, and may in the future consider and adopt, new laws, regulations and policies that could, directly or indirectly, have an adverse effect on our business operations and financial performance. For example, Congress may consider and adopt legislation that would impose an obligation upon all U.S. broadcasters to pay performing artists a royalty for the on-air broadcast of their sound recordings (this would be in addition to payments already made by broadcasters to owners of musical work rights, such as songwriters, composers and publishers). Moreover, it is possible that our license fees and negotiating costs associated with obtaining rights to use musical compositions and sound recordings in our programming content could sharply increase as a result of private negotiations, one or more regulatory

2026

the FCC proposed rules, which could reduce the degree of interference protection afforded to certain of our AM radio stations that serve wide areas. In addition, Congress, the FCC and other regulatory agencies have considered, and may in the future consider and adopt, new laws, regulations and policies that could, directly or indirectly, have an adverse effect on our business operations and financial performance. For example, Congress may consider and adopt legislation that would impose an obligation upon all U.S. broadcasters to pay performing artists a royalty for the on-air broadcast of their sound recordings (this would be in addition to payments already made by broadcasters to owners of musical work rights, such as songwriters, composers and publishers). Moreover, it is possible that our license fees and negotiating costs associated with obtaining rights to use musical compositions and sound recordings in our programming content could sharply increase as a result of private negotiations, one or more regulatory rate-setting processes, or administrative and court decisions. The CRB ~~recently~~has issued a final determination establishing copyright royalty rates for the public performance and ephemeral reproduction of sound recordings by various noninteractive webcasters, including radio broadcasters that simulcast their terrestrial programming online, to apply to the period from January 1, 2016 to December 31, 2020 under the webcasting statutory license. The rates set by the CRB represent a decrease from the 2015 CRB rates applicable to broadcasters and other webcasters, but the determination has been appealed. Increased royalty rates could significantly increase our expenses, which could adversely affect our business. Additionally, there are conditions applicable to the webcasting statutory license. Some, but not all, record companies have agreed to waive or provide limited relief from certain of these conditions under certain circumstances. Some of these conditions may be inconsistent with customary radio broadcasting practices. Finally, various regulatory matters relating to our iHeartMedia business are now, or may become, the subject of court litigation, and we cannot predict the outcome of any such litigation or its impact on our business.

Government regulation of outdoor advertising may restrict our outdoor advertising operations.

U.S. federal, state and local regulations have a significant impact on the outdoor advertising industry and our business. One of the seminal laws is the HBA, which regulates outdoor advertising on controlled roads in the United States. The HBA regulates the size and location of billboards, mandates a state compliance program, requires the development of state standards, promotes the expeditious removal of illegal signs and requires just compensation for takings. Construction, repair, maintenance, lighting, upgrading, height, size, spacing, the location and permitting of billboards and the use of new technologies for changing displays, such as digital displays, are regulated by federal, state and local governments. From time to time, states and municipalities have prohibited or significantly limited the construction of new outdoor advertising structures. Changes in laws and regulations affecting outdoor advertising, or changes in the interpretation of those laws and regulations, at any level of government, including the foreign jurisdictions in which we operate, could have a significant financial impact on us by requiring us to make significant expenditures or otherwise limiting or restricting some of our operations. Due to such regulations, it has become increasingly difficult to develop new outdoor advertising locations.

From time to time, certain state and local governments and third parties have attempted to force the removal of our displays under various state and local laws, including zoning ordinances, permit enforcement and condemnation. Similar risks also arise in certain of our international jurisdictions. Certain zoning ordinances provide for amortization, which is the required removal of legal non-conforming billboards (billboards which conformed with applicable laws and regulations when built, but which do not conform to current laws and regulations) or the commercial advertising placed on such billboards after a period of years. Pursuant to this concept, the governmental body asserts that just compensation is earned by continued operation of the billboard over that period of time. Although amortization is prohibited along all controlled roads, amortization has been upheld along non-controlled roads in limited instances where permitted by state and local law. Other regulations limit our ability to rebuild, replace, repair, maintain and upgrade non-conforming displays. In addition, from time to time third parties or local governments assert that we own or operate displays that either are not properly permitted or otherwise are not in strict compliance with applicable law. If we are increasingly unable to resolve such allegations or obtain acceptable arrangements in circumstances in which our displays are subject to removal, modification or amortization, or if there occurs an increase in such regulations or their enforcement, our operating results could suffer.

A number of state and local governments have implemented or initiated taxes, fees and registration requirements in an effort to decrease or restrict the number of outdoor signs and/or to raise revenue. From time to time, legislation also has been introduced in international jurisdictions attempting to impose taxes on revenue from outdoor advertising or for the right to use outdoor advertising assets. In addition, a number of jurisdictions have implemented legislation or interpreted existing legislation to restrict or prohibit the installation of digital billboards, and we expect these efforts to continue. The increased imposition of these measures, and our inability to overcome any such measures, could reduce our operating income if those outcomes require removal or restrictions on the use of preexisting displays or limit growth of digital displays. In addition, if we are unable to pass on the cost of these items to our clients, our operating income could be adversely affected.

International regulation of the outdoor advertising industry can vary by municipality, region and country, but generally limits the size, placement, nature and density of out-of-home displays. Other regulations limit the subject matter, animation and language of out-of-home displays. Our failure to comply with these or any future international regulations could have an adverse impact on the effectiveness of our displays or their attractiveness to clients as an advertising medium and may require us to make significant expenditures to ensure compliance and avoid certain penalties or contractual breaches. As a result, we may experience a significant impact on our operations, revenue, international client base and overall financial condition.

21Regulations and consumer concerns regarding privacy and data protection, or any failure to comply with these regulations, could hinder our operations.

~~significant~~We ~~expenditures~~collect toand ~~ensure~~utilize ~~compliance~~demographic and ~~avoid~~other ~~certain~~information, ~~penalties~~including orpersonally ~~contractual~~identifiable ~~breaches.~~information, Asfrom aand ~~result,~~about weour ~~may~~listeners, ~~experience~~consumers, abusiness ~~significant~~partners ~~impact~~and onadvertisers ~~our~~as ~~operations,~~they ~~revenue,~~interact ~~international~~with ~~client~~us. For ~~base~~example: ~~and~~(1) our ~~overall~~broadcast ~~financial~~radio ~~condition.~~station

~~Regulations and consumer concerns regarding privacy and data protection, or any failure to comply with these regulations, could hinder our operations~~27

We collect and utilize demographic and other information, including personally identifiable information, from and about our listeners, consumers, business partners and advertisers as they interact with us. For example: (1) our broadcast radio station websites and our iHeartRadio digital platform collect personal information as users register for our services, fill out their listener profiles, post comments, use our social networking features, participate in polls and contests and sign-up to receive email newsletters; (2) we use tracking technologies, such as “cookies,” to manage and track our listeners’ interactions with us so that we can deliver relevant music content and advertising; and (3) we collect credit card or debit card information from consumers, business partners and advertisers who use our services.

We are subject to numerous federal, state and foreign laws and regulations relating to consumer protection, information security, data protection and privacy, among other things. Many of these laws are still evolving, new laws may be enacted and any of these laws could be amended or interpreted in ways that could harm our business. In addition, changes in consumer expectations and demands regarding privacy and data protection could restrict our ability to collect, use, disclose and derive economic value from demographic and other information related to our listeners, consumers, business partners and advertisers, or to transfer employee data within the corporate group. Such restrictions could limit our ability to provide customized music content to our listeners, interact directly with our listeners and consumers and offer targeted advertising opportunities to our business partners and advertisers. Although we have implemented and are implementing policies and procedures designed to comply with these laws and regulations, any failure or perceived failure by us to comply with our policies or applicable regulatory requirements related to consumer protection, information security, data protection and privacy could result in a loss of confidence in us, damage to our brands, the loss of listeners, consumers, business partners and advertisers, as well as proceedings against us by governmental authorities or others, which could hinder our operations and adversely affect our business.

If our security measures are breached, we could lose valuable information, suffer disruptions to our business, and incur expenses and liabilities including damages to our relationships with listeners, consumers, business partners and advertisers.

Although we have implemented physical and electronic security measures that are designed to protect against the loss, misuse and alteration of our websites, digital assets and proprietary business information as well as listener, consumer, business partner and advertiser personally identifiable information, no security measures are perfect and impenetrable and we may be unable to anticipate or prevent unauthorized access. A security breach could occur due to the actions of outside parties, employee error, malfeasance or a combination of these or other actions. If an actual or perceived breach of our security occurs, we could lose competitively sensitive business information or suffer disruptions to our business operations, information processes or internal controls. In addition, the public perception of the effectiveness of our security measures or services could be harmed, we could lose listeners, consumers, business partners and advertisers. In the event of a security breach, we could suffer financial exposure in connection with penalties, remediation efforts, investigations and legal proceedings and changes in our security and system protection measures. Currently, not all of our systems are fully compliant with PCI-DSS and GDPR standards and, as a result, we may face additional liability in the event of a security breach involving payment card information.

Restrictions on outdoor advertising of certain products may restrict the categories of clients that can advertise using our products.

Out-of-court settlements between the major U.S. tobacco companies and all 50 states, the District of Columbia, the Commonwealth of Puerto Rico and other U.S. territories include a ban on the outdoor advertising of tobacco products. Other products and services may be targeted in the U.S. in the future, including alcohol products. Most European Union countries, among other nations, also have banned outdoor advertisements for tobacco products and regulate alcohol advertising. Regulations vary across the countries in which we conduct business. Any significant reduction in advertising of products due to content-related restrictions could cause a reduction in our direct revenues from such advertisements and an increase in the available space on the existing inventory of billboards in the outdoor advertising industry.

Environmental, health, safety and land use laws and regulations may limit or restrict some of our operations.

As the owner or operator of various real properties and facilities, especially in our outdoor advertising operations, we must comply with various foreign, federal, state and local environmental, health, safety and land use laws and regulations. We and our properties are subject to such laws and regulations relating to the use, storage, disposal, emission and release of hazardous and non-hazardous substances and employee health and safety as well as zoning restrictions. Historically, we have not incurred significant expenditures to comply with these laws. However, additional laws which may be passed in the future, or a finding of a violation of or liability under existing laws, could require us to make significant expenditures and otherwise limit or restrict some of our operations.

We are exposed to foreign currency exchange risks because a portion of our revenue is received in foreign currencies and translated to U.S. dollars for reporting purposes.

We generate a portion of our revenues in currencies other than U.S. dollars. Changes in economic or political conditions, including Brexit, in any of the foreign countries in which we operate could result in exchange rate movement, new currency or exchange controls or other currency restrictions being imposed. Because we receive a portion of our revenues in currencies from the countries in which we operate, exchange rate fluctuations in any such currency could have an adverse effect on our profitability. A portion of our cash flows are generated in foreign currencies and translated to U.S. dollars for reporting purposes, and certain of the indebtedness held by our international subsidiaries is denominated in U.S. dollars, and, therefore, significant changes in the value of such foreign currencies relative to the U.S. dollar could have a material adverse effect on our financial condition and our ability to meet interest and principal payments on our indebtedness.

the countries in which we operate, exchange rate fluctuations in any such currency could have an adverse effect on our profitability. A portion of our cash flows are generated in foreign currencies and translated to U.S. dollars for reporting purposes, and certain of the indebtedness held by our international subsidiaries is denominated in U.S. dollars, and, therefore, significant changes in the value of such foreign currencies relative to the U.S. dollar could have a material adverse effect on our financial condition and our ability to meet interest and principal payments on our indebtedness.

Given the volatility of exchange rates, we cannot assure you that we will be able to effectively manage our currency transaction and/or translation risks. It is possible that volatility in currency exchange rates will have a material adverse effect on our financial condition or results of operations. We expect to experience economic losses and gains and negative and positive impacts on our operating income as a result of foreign currency exchange rate fluctuations.

Doing business in foreign countries exposes us to certain risks not expected to occur when doing business in the United States.

Doing business in foreign countries carries with it certain risks that are not found when doing business in the United States. These risks could result in losses against which we are not insured. Examples of these risks include:


•	potential adverse changes in the diplomatic relations of foreign countries with the United States;


•	hostility from local populations;


•	the adverse effect of foreign exchange controls;


•	government policies against businesses owned by foreigners;


•	investment restrictions or requirements;


•	expropriations of property without adequate compensation;


•	the potential instability of foreign governments;


•	the risk of insurrections;


•	risks of renegotiation or modification of existing agreements with governmental authorities;


•	difficulties collecting receivables and otherwise enforcing contracts with governmental agencies and others in some foreign legal systems;


•	withholding and other taxes on remittances and other payments by subsidiaries;


•	changes in tax structure and level; and


•	changes in laws or regulations or the interpretation or application of laws or regulations.

Our International operations involve contracts with, and regulation by, foreign governments. We operate in many parts of the world that experience corruption to some degree. Although we have policies and procedures in place that are designed to promote legal and regulatory compliance (including with respect to the U.S. Foreign Corrupt Practices Act and the U.K. Bribery Act), our employees, subcontractors and agents could take actions that violate applicable ~~anticorruption~~anti-corruption laws or regulations. Violations of these laws, or allegations of such violations, could have a material adverse effect on our business, financial position and results of operations.

~~Significant~~We ~~equity~~identified ~~investors~~a material weakness in our internal control usover financial reporting as of December 31, 2017, and ~~may~~the occurrence of this or any other material weakness could have ~~conflicts~~a ofmaterial ~~interest~~adverse ~~with~~effect uson our ability to report accurate financial information in ~~the~~a ~~future~~timely manner.

~~Private~~Our ~~equity~~management ~~funds~~recently ~~sponsored~~concluded bythat, oras ~~co-investors~~described ~~with~~under ~~Bain~~the ~~Capital~~heading “Item 9A. Controls and ~~THL~~Procedures,” ~~indirectly~~we ~~own~~had a ~~majority~~material ofweakness ~~our~~as ~~outstanding~~of ~~capital~~December ~~stock~~31, 2017 and ~~will~~therefore ~~exercise~~did not maintain effective internal control over ~~matters~~financial ~~requiring~~reporting ~~approval~~or ofeffective ~~our~~disclosure ~~shareholder~~controls and ~~board~~procedures, both of ~~directors~~which are requirements of the Securities Exchange Act of 1934, as of that date. The ~~directors~~material ~~elected~~weakness byrelated ~~Bain~~to ~~Capital~~our ~~and~~failure ~~THL~~to ~~will~~detect ~~have~~the ~~significant~~misappropriation ~~authority~~of tofunds ~~make~~by ~~decisions~~an ~~affecting~~employee usof Clear Media Limited, ~~including~~an ~~change~~indirect, non-wholly-owned subsidiary of ~~control~~the ~~transactions~~Company ~~and~~whose ordinary shares are listed, but currently suspended from trading, on the ~~incurrence~~Hong Kong Stock Exchange. The Company understands that several employees of ~~additional~~Clear ~~indebtedness~~Media Limited are subject to an ongoing police investigation for misappropriation of funds. Although we concluded that the amount misappropriated was not material to our financial statements, it is possible that the internal controls in place on that date would not have detected a larger misappropriation that would have been material to our financial statements.

InThe ~~addition,~~misappropriation ~~affiliates~~and the special investigation that we conducted as a result of ~~Bain~~the ~~Capital~~misappropriation ~~and~~kept ~~THL~~us ~~are~~from ~~lenders~~filing ~~under~~this ~~our~~Annual ~~term~~Report ~~loan~~on ~~credit~~Form ~~facilities~~10-K on or before its due date. We have implemented additional controls, and ~~holders~~are taking additional steps, to remediate the material weakness. However, the remedial measures we have taken may not be adequate to prevent future misappropriation or avoid other control deficiencies or material weaknesses. There can be no assurance that any system of ~~our~~internal ~~priority~~control ~~guarantee~~over ~~notes~~financial ~~due~~reporting ~~2019~~will be successful in preventing all errors or fraud or in making all material information known in a timely manner to the appropriate levels of management. It As a result, it is possible that ~~their~~our ~~interests~~financial instatements ~~some~~will ~~circumstances~~not ~~may~~comply ~~conflict~~ with ~~our~~generally ~~interests.~~accepted accounting principles, will contain a material misstatement or will not be

Additionally, Bain Capital and THL are in the business of making investments in companies and may acquire and hold interests in businesses that compete directly or indirectly with us. One or more of the entities advised by or affiliated with Bain Capital and/or THL may also pursue acquisition opportunities that may be complementary to our business and, as a result, those acquisition opportunities may not be available to us. So long as entities advised by or affiliated with Bain Capital and THL directly or indirectly own a significant amount of the voting power of our outstanding capital stock, even if such amount is less than 50%, Bain Capital and THL will continue to be able to strongly influence or effectively control our decisions.29

23available on a timely basis, any of which could cause investors to lose confidence in us and lead to, among other things, unanticipated legal, accounting and other expenses, delays in filing required financial disclosures, enforcement actions by government authorities, fines, penalties, the delisting of our common stock and liabilities arising from stockholder litigation.

~~Risks~~Significant ~~Related~~equity toinvestors ~~Our~~control ~~Indebtedness~~us.

~~The~~ Private ~~substantial~~equity ~~amount~~funds sponsored by or co-investors with Bain Capital and THL currently indirectly control us through their ownership of ~~indebtedness~~all of usour outstanding shares of Class B common stock and ~~our~~Class ~~subsidiaries~~C common stock, ~~may~~which ~~adversely~~collectively ~~affect~~represent approximately 68% of the voting power of all of our ~~liquidity~~outstanding capital stock. As a result, Bain Capital and THL have the power to elect all but two of our ~~cash~~directors, ~~flows~~appoint new management and approve any action requiring the approval of the holders of our ~~ability~~capital stock, including adopting any amendments to ~~operate~~our fourth amended and restated certificate of incorporation, and approving mergers or sales of substantially all of our ~~business~~capital stock or assets. The directors elected by Bain Capital and ~~make~~THL will have significant influence over decisions affecting us ~~more~~during ~~vulnerable~~the pendency of the Chapter 11 Cases, subject to ~~changes~~the inapproval of the ~~economy~~Bankruptcy orCourt, ~~our~~and, ~~industry~~to the extent required, the creditors of the Company.

WeUncertainties have a substantial amount of indebtedness. At December 31, 2016, we had $20.4 billion of total indebtedness outstanding, including: (1) $5.0 billion aggregate principal amount outstanding under our term loan D credit facility, which matures in ~~January 2019~~the ~~and~~interpretation $1.3 billion aggregate principal amount outstanding under our term loan E credit facility, which matures in July 2019; (2) $330.0 million aggregate principal amount outstanding under our receivables based credit facility, which matures in December 2017; (3) $2.0 billion aggregate principal amount outstanding of our 9.0% priority guarantee notes due 2019, which mature in December 2019; (4) $1.7 billion aggregate principal amount outstanding of our 9.0% priority guarantee notes due 2021, net of $25.3 million of unamortized discounts, which mature in March 2021; (5) $575.0 million aggregate principal amount outstanding of our 11.25% priority guarantee notes due 2021, which mature in March 2021; (6) $1.0 billion aggregate principal amount outstanding of our 9.0% priority guarantee notes due 2022, net of $2.0 million of unamortized premiums, which mature in September 2022; (7) $950.0 million aggregate principal amount outstanding of our 10.625% priority guarantee notes due 2023, which mature in March 2023; (8) $21.0 million aggregate principal amount of other secured debt; (9) $1.7 billion aggregate principal amount outstanding of our 14.0% senior notes due 2021, net of $12.0 million of unamortized discounts and ~~net~~application of ~~$440.6~~the ~~million~~Tax ~~held~~Cuts ~~by a subsidiary of ours, which mature in February 2021; (10) $350.1 million aggregate principal amount outstanding of our Legacy Notes, which mature in June 2018~~ and ~~October~~Jobs ~~2027,~~Act ~~net~~ of ~~unamortized~~2017 ~~purchase~~could ~~accounting~~materially ~~discounts~~affect of $124.9 million and net of $57.1 million of 5.5% senior notes due 2016, which matured in December 2016, but were not repaid and continue to be outstanding and are held by a subsidiary of ours and are eliminated in consolidation for accounting purposes; (11) $347.0 million aggregate principal amount outstanding of our ~~10.0%~~tax ~~senior~~obligations notes due 2018, net of $503.0 million held by certain subsidiaries of ours, which mature in January 2018; (12) $2.7 billion aggregate principal amount outstanding of subsidiary senior notes, net of unamortized discounts of $4.9 million, which mature in November 2022; (13) $2.2 billion aggregate principal amount outstanding of subsidiary senior subordinated notes, which mature in March 2020; (14) $223.2 million aggregate principal amount outstanding of international subsidiary senior notes, net of unamortized discounts of $1.8 million, which mature in December 2020; and ~~(15)~~effective ~~other~~tax ~~obligations of $28~~rate.~~0 million. This large amount of indebtedness could have negative consequences for us, including, without limitation:~~

•On ~~requiring~~December us22, 2017, the U.S. enacted comprehensive tax legislation, commonly referred to ~~dedicate~~as athe ~~substantial~~Tax ~~portion~~Cuts and Jobs Act (the "Tax Act"). The Tax Act requires complex computations not previously required by U.S. tax law. As such, the application of ~~our~~accounting ~~cash~~guidance ~~flow~~for tosuch items is currently uncertain. Further, compliance with the ~~payment~~Tax Act and the accounting for such provisions require preparation and analysis of ~~principal~~information not previously required or regularly produced. In addition, the U.S. Department of Treasury has broad authority to issue regulations and ~~interest~~interpretative guidance that may significantly impact how we will apply the Tax Act and impact our results of operations in future periods. Accordingly, while we have provided a provisional estimate on ~~indebtedness~~the effect of the Tax Act in our accompanying audited financial statements, ~~thereby~~further ~~reducing~~regulatory ~~cash~~or ~~available~~GAAP accounting guidance for ~~other~~the ~~purposes~~law, ~~including~~our tofurther ~~fund~~analysis ~~operations~~on the application of the law, and ~~capital~~refinement ~~expenditures~~of our initial estimates and calculations could materially change our current provisional estimates, ~~invest~~which could, in ~~new~~turn, ~~technology~~materially affect our tax obligations and ~~pursue~~effective ~~other~~tax rate. There may also be significant future effects that these tax reforms will have on our financial results and our business ~~opportunities;~~strategies. In addition, there is a risk that states or foreign jurisdictions may amend their tax laws in response to these tax reforms, which could have a material impact on our future results.

• limiting our liquidity and operational flexibility and limiting our ability to obtain additional financing for working capital, capital expenditures, debt service requirements, acquisitions and general corporate or other purposes;

• limiting our ability to adjust to changing economic, business and competitive conditions;

• requiring us to defer planned capital expenditures, reduce discretionary spending, sell assets, restructure existing indebtedness or defer acquisitions or other strategic opportunities;

• limiting our ability to refinance any of our indebtedness or increasing the cost of any such financing;

• making us more vulnerable to an increase in interest rates, a downturn in our operating performance, a decline in general economic or industry conditions or a disruption in the credit markets; and

• making us more susceptible to negative changes in credit ratings, which could impact our ability to obtain financing in the future and increase the cost of such financing.

If compliance with the debt obligations materially hinders our ability to operate our business and adapt to changing industry conditions, we may lose market share, our revenue may decline and our operating results may suffer. The terms of our credit facilities and other indebtedness allow us, under certain conditions, to incur further indebtedness, including secured indebtedness, which heightens the foregoing risks.

We and our subsidiaries may not be able to generate sufficient cash to service all of our indebtedness, may not be able to refinance all of our indebtedness before it becomes due and may be forced to take other actions to satisfy our obligations under our indebtedness, which may not be successful

Our and our subsidiaries’ ability to make scheduled payments on our respective debt obligations depends on our financial condition and operating performance, which is subject to prevailing economic and competitive conditions and to certain financial, business and other factors beyond their or our control. In addition, because We derive a substantial portion of our operating income from our subsidiaries, our ability to repay our debt depends upon the performance of our subsidiaries, their ability to dividend or distribute funds to us and our receipt of funds under our cash management arrangement with our subsidiary, CCOH.

We and our subsidiaries may not generate cash flow from operations or have cash on hand in an amount sufficient to fund our liquidity needs. We anticipate cash interest requirements of approximately $1.7 billion during 2017. At December 31, 2016, we had debt maturities totaling $343.5 million, $559.1 million (net of $503.0 million due to certain subsidiaries of ours)

and $8.4 billion in 2017, 2018 and 2019, respectively. Our and our subsidiaries' ability to pay our debt maturing over the next 12 months is dependent upon achieving forecasted cash from operations and our ability to refinance or extend the maturity of the receivables based credit facility. We are currently exploring, and expect to continue to explore, a variety of transactions to provide us with additional liquidity or to restructure our indebtedness, and we are seeking to refinance or extend the maturity of the receivables based credit facility. We cannot assure you that we will enter into or consummate any such liquidity-generating or restructuring transactions or that we will be successful in extending the maturity of the receivables based credit facility and we cannot currently predict the impact that any such transactions, if consummated, would have on us.

If our and our subsidiaries’ cash flows from operations, refinancing sources and other liquidity-generating or restructuring transactions are insufficient to fund or extend our respective debt service obligations or debt maturities, we may be forced to reduce or delay capital expenditures, sell material assets or operations, or seek additional capital from other sources. We may not be able to take any of these actions, and these actions may not be successful or permit us or our subsidiaries to meet the scheduled debt service obligations. Furthermore, these actions may not be permitted under the terms of existing or future debt agreements.

If we or our subsidiaries cannot make scheduled payments on indebtedness, we or our subsidiaries, as applicable, will be in default under one or more of the debt agreements and, as a result we could be forced into bankruptcy or liquidation.

Our substantial debt service obligations have increased as a result of our financing transactions and may continue to do so, which could adversely affect our liquidity and prevent us from fulfilling our obligations

During 2015 and 2016, our debt service obligations increased. Future financing transactions and any increase in interest rates may further increase our interest expense. The increase in our debt service obligations could adversely affect our liquidity and could have important consequences, including the following:

• it may make it more difficult for us to satisfy our obligations under our indebtedness and our contractual and commercial commitments; and

• it may otherwise further limit us in the ways summarized above under “The substantial amount of indebtedness of us and our subsidiaries, may adversely affect our liquidity, our cash flows and our ability to operate our business and make us more vulnerable to changes in the economy or our industry,” including by reducing our cash available for operations, debt service obligations, future business opportunities, acquisitions and capital expenditures.

Our ability to make payments with respect to our debt obligations will depend on our future operating performance, our ability to complete liquidity-generating transactions and our ability to continue to refinance our indebtedness and refinance or extend the maturity of its receivables based credit facility, which will be affected by prevailing economic and credit market conditions and financial, business and other factors, many of which are beyond our control.

Because we derive all of our operating income from our subsidiaries, our ability to repay our debt depends upon the performance of our subsidiaries and their ability to dividend or distribute funds to us

We derive all of our operating income from our subsidiaries. As a result, our cash flow and our ability to service its indebtedness depend on the performance of our subsidiaries and the ability of those entities to distribute funds to us. We cannot assure you that our subsidiaries will be able to, or be permitted to, pay to us the amounts necessary to service our debt.

The documents governing our and our subsidiaries’ indebtedness contain restrictions that limit our flexibility in operating our business

Our material financing agreements, including our credit agreements and indentures, contain various covenants restricting, among other things, our ability to:

• make acquisitions or investments;

• make loans or otherwise extend credit to others;

• incur indebtedness or issue shares or guarantees;

• create liens;

• enter into transactions with affiliates;

• sell, lease, transfer or dispose of assets;

• merge or consolidate with other companies; and

• make a substantial change to the general nature of our business.

In addition, under our senior secured credit facilities, we are required to comply with certain affirmative covenants and certain specified financial covenants and ratios. For instance, our senior secured credit facilities require us to comply on a quarterly basis with a financial covenant limiting the ratio of our consolidated secured debt, net of cash and cash equivalents, to our

consolidated EBITDA (as defined under the terms of our senior secured credit facilities) for the preceding four quarters. The maximum ratio permitted under this financial covenant for the four quarters ended December 31, 2016 was 8.75 to 1.

The restrictions contained in our credit agreements and indentures could affect our ability to operate our business and may limit our ability to react to market conditions or take advantage of potential business opportunities as they arise. For example, such restrictions could adversely affect our ability to finance our operations, make strategic acquisitions, investments or alliances, restructure our organization or finance our capital needs. Additionally, our ability to comply with these covenants and restrictions may be affected by events beyond our control. These include prevailing economic, financial and industry conditions. If any of these covenants or restrictions is breached, we could be in default under the agreements governing its indebtedness and, as a result, we would be forced into bankruptcy or liquidation.

Downgrades in our credit ratings may adversely affect our borrowing costs, limit our financing options, reduce our flexibility under future financings and adversely affect our liquidity, and also may adversely impact our business operations

The corporate credit ratings for us and our indirect subsidiaries, Clear Channel Worldwide Holdings, Inc. (“CCWH”) and Clear Channel International B.V. ("CCIBV"), are speculative-grade. Our corporate credit rating and our rating outlook are subject to review by rating agencies from time to time and, on various occasions, have been downgraded. In the future, our corporate credit ratings and our rating outlook could be further downgraded. These downgrades and any further downgrades in our credit ratings could increase our borrowing costs or increase the cost of doing business or otherwise negatively impact our business operations.

Cautionary Statement Concerning Forward-Looking Statements

The Private Securities Litigation Reform Act of 1995 provides a safe harbor for forward-looking statements made by us or on our behalf. ~~Except~~This ~~for the historical information, this~~ report contains various forward-looking statements which represent our expectations or beliefs concerning future events, including, without limitation, our future operating and financial performance, our ability to comply with the covenants in the agreements governing our indebtedness and the availability of capital and the terms thereof. Statements expressing expectations and projections with respect to future matters are forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. We caution that these forward-looking statements involve a number of risks and uncertainties and are subject to many variables which could impact our future performance. These statements are made on the basis of management’s views and assumptions, as of the time the statements are made, regarding future events and performance. There can be no assurance, however, that management’s expectations will necessarily come to pass. Actual future events and performance may differ materially from the expectations reflected in our forward-looking statements. We do not intend, nor do we undertake any duty, to update any forward-looking statements.

A wide range of factors could materially affect future developments and performance, including but not limited to:

• the ~~impact~~risks ofand ~~our~~uncertainties ~~substantial~~associated ~~indebtedness,~~with ~~including~~ the ~~effect~~Chapter of11 ~~our leverage on our financial position and earnings~~Cases;

• our ability to generate sufficient cash from operations ~~and liquidity-generating transactions and our need~~ to ~~allocate~~fund ~~significant amounts of~~ our ~~cash to make payments on our indebtedness, which in turn could reduce our financial flexibility and ability to fund other activities~~operations;

• ~~risks~~our ~~associated~~ability ~~with~~to ~~weak~~propose ~~or uncertain global economic conditions~~ and ~~their~~implement ~~impact~~a onbusiness ~~the capital markets, including the effects of Brexit~~plan;


•	our ability to pursue our business strategies during the Chapter 11 Cases;


•	the diversion of management’s attention as a result of the Chapter 11 Cases;


•	increased levels of employee attrition as a result of the Chapter 11 Cases;


•	the impact of a protracted restructuring on our business;


•	our ability to obtain sufficient exit financing to emerge from Chapter 11 and operate successfully;


•	our ability to obtain confirmation of a Chapter 11 plan of reorganization;


•	volatility of our financial results as a result of the Chapter 11 Cases;


•	our inability to predict our long-term liquidity requirements and the adequacy of our capital resources;


•	the availability of cash to maintain our operations and fund our emergence costs;


•	our ability to continue as a going concern;


•	the impact of CCOH’s substantial indebtedness;


•	the impact of our substantial indebtedness upon emergence from Chapter 11, including the effect of our leverage on our financial position and earnings;


•	risks associated with weak or uncertain global economic conditions and their impact on the level of expenditures on advertising;


•	other general economic and political conditions in the United States and in other countries in which we currently do business, including those resulting from recessions, political events and acts or threats of terrorism or military conflicts;


•	industry conditions, including competition;

• ~~the~~increased ~~level~~competition offrom ~~expenditures~~alternative onmedia ~~advertising~~platforms and technologies;

• ~~legislative~~changes orin ~~regulatory~~labor ~~requirements~~conditions, including programming, program hosts and management;


•	fluctuations in operating costs;


•	technological changes and innovations;

• changes in labor conditions, including programming, program hosts and management;

• capital expenditure requirements;

• risks of doing business in foreign countries;

• fluctuations in exchange rates and currency values;

• the outcome of pending and future litigation;

• taxes and tax disputes;

• changes in interest rates;


•	shifts in population and other demographics;

• ~~access~~our ability to ~~capital~~obtain ~~markets~~keep municipal concessions for our street furniture and ~~borrowed~~transit ~~indebtedness~~products;

26• the impact of future dispositions, acquisitions and other strategic transactions;

• ~~our~~legislative ~~ability~~or toregulatory ~~implement our business strategies~~requirements;

• ~~the~~regulations ~~risk~~and ~~that~~consumer weconcerns ~~may~~regarding ~~not~~privacy beand ~~able~~data toprotection, ~~integrate~~and ~~the~~breaches ~~operations~~ of ~~acquired~~information ~~businesses~~security ~~successfully~~measures;

• ~~the~~restrictions ~~risk~~on ~~that~~outdoor ~~our~~advertising ~~strategic~~of ~~revenue~~certain ~~and efficiency initiatives may not be entirely successful or that any cost savings achieved from such strategic revenue and efficiency initiatives may not persist~~products; ~~and~~


•	fluctuations in exchange rates and currency values;


•	risks of doing business in foreign countries;


•	the identification of a material weakness in our internal control over financial reporting; and


•	certain other factors set forth in our other filings with the SEC.

This list of factors that may affect future performance and the accuracy of forward-looking statements is illustrative and is not intended to be exhaustive. Accordingly, all forward-looking statements should be evaluated with the understanding of their inherent uncertainty.

ITEM 1B. UNRESOLVED STAFF COMMENTS

None.

ITEM 2. PROPERTIES

Corporate

Our corporate headquarters are located in San Antonio, Texas, where we lease space infor an executive ~~office~~offices ~~building~~ and ~~lease~~ a data and administrative service center. In addition, certain of our executive and other operations are located in New York, New York and London, England.

iHM

The types of properties required to support each of our radio stations include offices, studios, transmitter sites and antenna sites. We either own or lease our transmitter and antenna sites. During 2015 and 2016, we sold approximately 382 of our owned broadcast communication tower sites and entered into operating leases for the use of the sites. These leases generally have expiration dates that range from five to 30 years. A radio station’s studios are generally housed with its offices in downtown or business districts. A radio station’s transmitter sites and antenna sites are generally positioned in a manner that provides maximum market coverage.

Americas Outdoor and International Outdoor Advertising

The types of properties required to support each of our outdoor advertising branches include offices, production facilities and structure sites. An outdoor branch and production facility is generally located in an industrial or warehouse district.

With respect to each of the Americas outdoor and International outdoor segments, we primarily lease our outdoor display sites and own or have acquired permanent easements for relatively few parcels of real property that serve as the sites for our outdoor displays. Our leases generally range from month-to-month to year-to-year and can be for terms of 10 years or longer, and many provide for renewal options.

There is no significant concentration of displays under any one lease or subject to negotiation with any one landlord. We believe that an important part of our management activity is to negotiate suitable lease renewals and extensions.

Consolidated

The studios and offices of our radio stations and outdoor advertising branches are located in leased or owned facilities. These leases generally have expiration dates that range from one to 40 years. We do not anticipate any difficulties in renewing those leases that expire within the next several years or in leasing other space, if required. We lease substantially all of our towers and antennas and own substantially all of the other equipment used in our iHM business. We own substantially all of the equipment used in our outdoor advertising businesses. For additional information regarding our iHM and outdoor properties, see “Item 1. Business.”

ITEM 3. LEGAL PROCEEDINGS

WeOur ~~currently~~filing ~~are~~of ~~involved~~the inChapter ~~certain~~11 ~~legal~~Cases ~~proceedings~~constitutes ~~arising~~an inevent of default that accelerated its obligations under its debt agreements. Due to the ~~ordinary~~Chapter ~~course~~11 Cases, however, the creditors' ability to exercise remedies under our debt agreements were stayed as of ~~business~~March 14, 2018, the date of the Chapter 11 petition filing, and continue to be stayed. See Note 5 to our Consolidated Financial Statements located in Item 8 of Part II of this Annual Report on Form 10-K for more information about the debt agreements. On March 21, 2018, Wilmington Savings Fund Society, FSB ("WSFS"), solely in its capacity as ~~required~~successor indenture trustee to the 6.875% senior notes due 2018 and 7.25% senior notes due 2027, ~~have~~and ~~accrued~~not in its individual capacity, filed an ~~estimate~~adversary ofproceeding against us in the ~~probable~~Chapter ~~costs~~11 ~~for~~Cases. In the ~~resolution~~complaint, WSFS alleged, among other things, that the "springing lien" provisions of ~~those~~the ~~claims~~priority ~~for~~guarantee notes indentures and the priority guarantee notes security agreements amounted to "hidden encumbrances" on the Company's property, to which the ~~occurrence~~holders of ~~loss~~the is6.875% ~~probable~~senior notes due 2018 and ~~the~~7.25% ~~amount~~senior ~~can~~notes bedue ~~reasonably~~2027 ~~estimated~~were entitled to "equal and ratable" treatment. ~~These~~On ~~estimates~~March ~~have~~26, ~~been~~2018, ~~developed~~Delaware Trust Co. ("Delaware Trust"), in ~~consultation~~its ~~with~~capacity ~~counsel~~as ~~and~~successor ~~are~~indenture ~~based~~trustee ~~upon~~to anthe ~~analysis~~14% ofsenior ~~potential~~notes ~~results~~due 2021, ~~assuming~~filed a ~~combination~~motion ofto ~~litigation~~intervene ~~and~~as ~~settlement~~a ~~strategies~~plaintiff in the adversary proceeding filed by WSFS. ItIn isthe ~~possible~~complaint, ~~however~~Delaware Trust alleged, among other things, that ~~future~~the ~~results~~indenture ofgoverning ~~operations~~the ~~for~~14% ~~any~~senior ~~particular~~notes ~~period~~due ~~could~~2021 bealso ~~materially~~has ~~affected~~its own "negative pledge" covenant, and, therefore, to the extent the relief sought by ~~changes~~WSFS in ~~our~~its ~~assumptions~~adversary orproceeding is warranted, the ~~effectiveness~~holders of ~~our~~the ~~strategies~~14% ~~related~~senior tonotes ~~these~~due ~~proceedings.~~2021 ~~Additionally,~~are ~~due~~also entitled to the ~~inherent~~same ~~uncertainty~~"equal ofand ~~litigation~~ratable" liens on the same property. On April 6, ~~there~~2018, ~~can~~we befiled noa ~~assurance~~motion to dismiss the adversary proceeding.

27We currently are involved in certain legal proceedings arising in the ordinary course of business and, as required, have accrued an estimate of the probable costs for the resolution of those claims for which the occurrence of loss is probable and the amount can be reasonably estimated. These estimates have been developed in consultation with counsel and are based upon an analysis of potential results, assuming a combination of litigation and settlement strategies. It is possible, however, that future results of operations for any particular period could be materially affected by changes in our assumptions or the effectiveness of our strategies related to these proceedings. Additionally, due to the inherent uncertainty of litigation, there can be no assurance that the resolution of any particular claim or proceeding would not have a material adverse effect on our financial condition or results of operations.

~~that~~Although ~~the~~we ~~resolution~~are involved in a variety of ~~any~~legal ~~particular~~proceedings ~~claim~~in orthe ~~proceeding~~ordinary ~~would~~course ~~not~~of ~~have~~business, a ~~material~~large ~~adverse~~portion ~~effect~~of on our ~~financial~~litigation ~~condition~~arises orin ~~results~~the following contexts: commercial disputes; defamation matters; employment and benefits related claims; governmental fines; intellectual property claims; and tax disputes. A plan of ~~operations~~reorganization in the Chapter 11 Cases, when confirmed, will provide for the treatment of claims against the Debtors' bankruptcy estates, including prepetition liabilities that have not otherwise been satisfied or addressed during the Chapter 11 Cases.

Although we are involved in a variety of legal proceedings in the ordinary course of business, a large portion of our litigation arises in the following contexts: commercial disputes; defamation matters; employment and benefits related claims; governmental fines; intellectual property claims; and tax disputes.32

International Investigations

On April 21, 2015, inspections were conducted at our premises in Denmark and Sweden as part of an investigation by Danish competition authorities. On the same day, we received a communication from the U.K. competition authorities, also in connection with the investigation by Danish competition authorities. We are cooperating with the national competition authorities. At this time, the outcome of this investigation is uncertain.

Stockholder Litigation

On May 9, 2016, a stockholder of Clear Channel Outdoor Holdings, Inc. ("CCOH") filed a derivative lawsuit in the Court of Chancery of the State of Delaware, captioned GAMCO Asset Management Inc. v. iHeartMedia Inc. et al., C.A. No. 12312-VCS. The complaint names as defendants ~~iHeartCommunications~~us, ~~Inc. (“iHeartCommunications”)~~Parent, ~~CCOH’s indirect parent company, iHeartMedia, Inc. (“iHeartMedia”), the parent company of iHeartCommunications,~~ Bain Capital Partners, LLC and Thomas H. Lee Partners, L.P. (together, the “"Sponsor Defendants”"), ~~iHeartMedia’~~Parent's private equity sponsors and majority owners, and the members of CCOH’'s board of directors. CCOH also is named as a nominal defendant. The complaint alleges that CCOH has been harmed by the intercompany agreements with ~~iHeartCommunications~~us, CCOH’s lack of autonomy over its own cash and the actions of the defendants in serving the interests of ~~iHeartMedia~~us, ~~iHeartCommunications~~Parent and the Sponsor Defendants to the detriment of CCOH and its minority stockholders. Specifically, the complaint alleges that the defendants have breached their fiduciary duties by causing CCOH to: (i) continue to loan cash to ~~iHeartCommunications~~us under the intercompany note at below-market rates; (ii) abandon its growth and acquisition strategies in favor of transactions that would provide cash to ~~iHeartMedia~~us and ~~iHeartCommunications~~Parent; (iii) issue new debt in the CCIBV note offering (the “"CCIBV Note Offering”") to provide cash to ~~iHeartMedia~~us and ~~iHeartCommunications~~Parent through a dividend; and (iv) effect the sales of certain outdoor markets in the U.S. (the “"Outdoor Asset Sales”") allegedly to provide cash to ~~iHeartMedia~~us and ~~iHeartCommunications~~Parent through a dividend. The complaint also alleges that ~~iHeartMedia~~we, ~~iHeartCommunications~~Parent and the Sponsor Defendants aided and abetted the directors’' breaches of their fiduciary duties. The complaint further alleges that ~~iHeartMedia~~we, ~~iHeartCommunications~~Parent and the Sponsor Defendants were unjustly enriched as a result of these transactions and that these transactions constituted a waste of corporate assets for which the defendants are liable to CCOH. The plaintiff is seeking, among other things, a ruling that the defendants breached their fiduciary duties to CCOH and that ~~iHeartMedia~~we, ~~iHeartCommunications~~Parent and the Sponsor Defendants aided and abetted the CCOH board of directors’' breaches of fiduciary duty, rescission of payments made by CCOH to ~~iHeartCommunications~~us and ~~its~~our affiliates pursuant to dividends declared in connection with the CCIBV Note Offering and Outdoor Asset Sales, and an order requiring ~~iHeartMedia~~us, ~~iHeartCommunications~~Parent and the Sponsor Defendants to disgorge all profits they have received as a result of the alleged fiduciary misconduct.

On July 20, 2016, the defendants filed a motion to dismiss plaintiff's verified stockholder derivative complaint for failure to state a claim upon which relief can be granted. On November 23, 2016, the Court granted defendants’ motion to dismiss all claims brought by the plaintiff. On December 19, 2016, the plaintiff filed a notice of appeal of the ruling. The oral hearing on the appeal was held on October 11, 2017. On October 12, 2017, the Supreme Court of Delaware affirmed the lower court's ruling, dismissing the case.

On December 29, 2017, another stockholder of CCOH filed a derivative lawsuit in the Court of Chancery of the State of Delaware, captioned Norfolk County Retirement System, v. iHeartMedia, Inc., et al., C.A. No. 2017-0930-JRS. The complaint names as defendants the Company, us, the Sponsor Defendants, and the members of CCOH's board of directors. CCOH is named as a nominal defendant. The complaint alleges that CCOH has been harmed by the CCOH Board’s November 2017 decision to extend the maturity date of the intercompany revolving note (the “Third Amendment”) at what the complaint describes as far-below-market interest rates. Specifically, the complaint alleges that (i) the Company and Sponsor defendants breached their fiduciary duties by exploiting their position of control to require CCOH to enter the Third Amendment on terms unfair to CCOH; (ii) the CCOH Board breached their duty of loyalty by approving the Third Amendment and elevating the interests of the Company, us and the Sponsor Defendants over the interests of CCOH and its minority unaffiliated stockholders; and (iii) the terms of the Third Amendment could not have been agreed to in good faith and represent a waste of corporate assets by the CCOH Board. The complaint further alleges that the Company, us and the Sponsor defendants were unjustly enriched as a result of the unfairly favorable terms of the Third Amendment. The plaintiff is seeking, among other things, a ruling that the defendants breached their fiduciary duties to CCOH, a modification of the Third Amendment to bear a commercially reasonable rate of interest, and an order requiring disgorgement of all profits, benefits and other compensation obtained by defendants as a result of the alleged breaches of fiduciary duties.

On March 7, 2018, the defendants filed a motion to dismiss plaintiff's verified derivative complaint for failure to state a claim upon which relief can be granted. On March 16, 2018, the Company filed a Notice of Suggestion of Pendency of Bankruptcy and Automatic Stay of Proceedings.

China Investigation

Several employees of Clear Media Limited, an indirect, non-wholly-owned subsidiary of ours whose ordinary shares are listed on, but currently suspended from trading on, the Hong Kong Stock Exchange, are subject to an ongoing police investigation in China for misappropriation of funds. Clear Media Limited has conducted additional procedures and processes, including a special investigation by forensic accountants and an external law firm appointed by Clear Media Limited’s board of directors and approved by the Company’s Audit Committee, into the misappropriation of funds. During the course of the special investigation, it was discovered that three bank accounts were opened in the name of Clear Media Limited entities, which were not authorized, and certain transactions were recorded therein. The opening of the unauthorized bank accounts has also been referred to the police in China for investigation. The misappropriation of funds resulted in discrepancies between actual cash balances and cash amounts included in the Company’s accounting records as of December 31, 2016 and 2015. Included in Selling, general and administrative expenses and Interest expense is $9.6 million and $1.4 million, respectively, recorded in the fourth quarter of 2017 to correct for

the accounting errors resulting from the discrepancies. Such accounting errors are not considered to be material to the current year or prior year financial statements.

We advised both the United States Securities and Exchange Commission and the United States Department of Justice of the investigation at Clear Media Limited, and we intend to cooperate with both agencies in connection with any investigation that may be conducted in this matter.

The police investigation is on-going, and the Company is not aware of any litigation, claim or assessment pending against the Company related to the matters described above. Based on information known to date, we believe any contingent liabilities arising from potential misconduct that has been or may be identified by the investigations are not material to our consolidated financial statements. In 2017, Clear Media Limited accounted for 4.1% of our net revenue and 3.8% of our consolidated total assets.

The investigation could implicate the books and records, internal controls and anti-bribery provisions of the U.S. Foreign Corrupt Practices Act, which statute and regulations provide for potential monetary penalties as well as criminal and civil sanctions. It is possible that monetary penalties and other sanctions could be assessed on the Company in connection with this matter. The nature and amount of any monetary penalty or other sanctions cannot reasonably be estimated at this time.

ITEM 4. MINE SAFETY DISCLOSURES

Not Applicable.

EXECUTIVE OFFICERS OF THE REGISTRANT

The following information with respect to our executive officers is presented as of ~~February~~May 233, ~~2017~~2018:

Name	Age	Position
Robert W. Pittman	6364	Chairman and Chief Executive Officer
Richard J. Bressler	5960	President, Chief Operating Officer, Chief Financial Officer and Director
Scott R. Wells	4849	Chief Executive Officer – Clear Channel Outdoor Americas
C. William Eccleshare	6162	Chairman and Chief Executive Officer— – Clear Channel Outdoor International
Steven J. Macri	4849	Senior Vice President, – Corporate Finance
Scott D. Hamilton	4748	Senior Vice President, Chief Accounting Officer and Assistant Secretary
Robert H. Walls, Jr.	5657	Executive Vice President, General Counsel and Secretary

The officers named above serve until their respective successors are chosen and qualified, in each case unless the officer sooner dies, resigns, is removed or becomes disqualified.

Robert W. Pittman is the Chairman and Chief Executive Officer of Parent, us and iHeartMedia Capital I, LLC and the Chairman and Chief Executive Officer of CCOH. Mr. Pittman was appointed as the Executive Chairman and a director of Parent and us on October 2, 2011. He was appointed as Chairman of Parent and us on May 17, 2013. He also was appointed as Chairman and Chief Executive Officer and a member of the board of managers of iHeartMedia Capital I, LLC on April 26, 2013. Prior to October 2, 2011, Mr. Pittman served as the Chairman of Media and Entertainment Platforms for Parent and us since November 2010. He has been a member of, and an investor in, Pilot Group, a private equity investment company, since April 2003. Mr. Pittman was formerly Chief Operating Officer of AOL Time Warner, Inc. from May 2002 to July 2002. He also served as Co-Chief Operating Officer of AOL Time Warner, Inc. from January 2001 to May 2002, and earlier, as President and Chief Operating Officer of America Online, Inc. from February 1998 to January 2001. Mr. Pittman serves on the boards of numerous charitable organizations, including the ~~Alliance for~~ Lupus Research Alliance, the Rock and Roll Hall of Fame Foundation and the Robin Hood Foundation, where he has served as past Chairman. Mr. Pittman was selected to serve as a member of our Board because of his service as our Chief Executive Officer, as well as his extensive media experience gained through the course of his career.

Richard J. Bressler is the President, Chief Operating Officer, Chief Financial Officer and Director of Parent, us and iHeartMedia Capital I, LLC and the Chief Financial Officer of CCOH. Mr. Bressler was appointed as the Chief Financial Officer and President of Parent, us, iHeartMedia Capital I, LLC and CCOH on July 29, 2013 and as Chief Operating Officer of Parent, us and iHeartMedia Capital I, LLC on February 18, 2015. Prior thereto, Mr. Bressler was a Managing Director at THL. Prior to joining THL, Mr. Bressler was the Senior Executive Vice President and Chief Financial Officer of Viacom, Inc. from 2001 through 2005. He also served as Chairman and Chief Executive Officer of Time Warner Digital Media and, from 1995 to 1999, was Executive Vice President and Chief Financial Officer of Time Warner Inc. Prior to joining Time Inc. in 1988, Mr. Bressler was previously a partner with the accounting firm of Ernst & Young LLP. Mr. Bressler also currently is a director of Parent, us and Gartner, Inc., a member of the board of managers of iHeartMedia Capital I, LLC and Mr. Bressler previously served as a member of the board of directors of American Media Operations, Inc., Nielsen Holdings B.V. and Warner Music Group Corp. and as a member of the J.P. Morgan Chase National Advisory Board. Mr. Bressler holds a B.B.A. in Accounting from Adelphi University.

Scott R. Wells is the Chief Executive Officer of Clear Channel Outdoor Americas at each of the Parent, us, iHeartMedia Capital I, LLC and CCOH and was appointed to this position on March 3, 2015. Previously, Mr. Wells served as an Operating Partner at Bain Capital since January 2011 and prior to that served as an Executive Vice President at Bain Capital since 2007. Mr. Wells also was one of the leaders of the firm’s operationally focused Portfolio Group. Prior to joining Bain Capital, he held several executive roles at Dell, Inc. (“Dell”) from 2004 to 2007, most recently as Vice President of Public Marketing and On-Line in the Americas. Prior to joining Dell, Mr. Wells was a Partner at Bain & Company, where he focused primarily on technology and consumer-oriented companies. Mr. Wells was a member of our Board from August 2008 until March 2015. He currently serves as a director of Ad Council, the Achievement Network (ANet) and the Outdoor Advertising Association of America (OAAA). He has an M.B.A., with distinction, from the Wharton School of the University of Pennsylvania and a B.S. from Virginia Tech.34

CExecutive Vice President and Chief Financial Officer of Time Warner Inc. ~~William~~Prior ~~Eccleshare~~to isjoining Time Inc. in 1988, Mr. Bressler was previously a partner with the ~~Chairman~~accounting ~~and~~firm ~~Chief~~of ~~Executive~~Ernst ~~Officer-Clear~~& ~~Channel~~Young ~~International~~LLP. atMr. ~~each~~Bressler also currently is a director of Parent, us and Gartner, Inc., a member of the board of managers of iHeartMedia Capital I, LLC and ~~CCOH~~Mr. ~~and~~Bressler ~~was~~previously ~~appointed~~served toas ~~this~~a ~~position~~member onof ~~March~~the 2,board ~~2015.~~of ~~Prior~~directors toof ~~such~~American ~~time~~Media Operations, heInc., ~~served~~Nielsen asHoldings ~~Chief~~B.V. ~~Executive~~and ~~Officer~~Warner –Music ~~Outdoor~~Group ofCorp. ~~Parent,~~and usas ~~and~~a ~~CCOH~~member ~~since~~of ~~January~~the ~~24,~~J.P. ~~2012~~Morgan ~~and~~Chase asNational ~~Chief~~Advisory ~~Executive~~Board. ~~Officer—Outdoor~~Mr. ofBressler ~~iHeartMedia~~holds ~~Capital~~a I,B.B.A. ~~LLC~~in onAccounting ~~April~~from ~~26,~~Adelphi ~~2013~~University. ~~Prior~~ toMr. ~~January~~Bressler ~~24,~~was ~~2012,~~selected heto ~~served~~serve as ~~Chief~~a ~~Executive~~member ~~Officer—Clear~~of ~~Channel~~our ~~Outdoor—International~~Board offor ~~Parent~~his experience in and usknowledge ~~since~~of ~~February~~the ~~17,~~industry ~~2011~~gained through his various positions with Viacom and Time Warner as ~~Chief~~well ~~Executive~~as ~~Officer—International~~his knowledge of ~~CCOH~~finance ~~since~~and accounting gained from his experience at THL and Ernst & Young LLP.

29Scott R. Wells is the Chief Executive Officer of Clear Channel Outdoor Americas at each of Parent, us, iHeartMedia Capital I, LLC and CCOH and was appointed to this position on March 3, 2015. Previously, Mr. Wells served as an Operating Partner at Bain Capital since January 2011 and prior to that served as an Executive Vice President at Bain Capital since 2007. Mr. Wells also was one of the leaders of the firm’s operationally focused Portfolio Group. Prior to joining Bain Capital, he held several executive roles at Dell, Inc. (“Dell”) from 2004 to 2007, most recently as Vice President of Public Marketing and On-Line in the Americas. Prior to joining Dell, Mr. Wells was a Partner at Bain & Company, where he focused primarily on technology and consumer-oriented companies. Mr. Wells was a member of our Board from August 2008 until March 2015. He currently serves as a director of Ad Council, the Achievement Network (ANet) and the Outdoor Advertising Association of America (OAAA). He has an M.B.A., with distinction, from the Wharton School of the University of Pennsylvania and a B.S. from Virginia Tech.

C. William Eccleshare is the Chairman and Chief Executive Officer-Clear Channel International at each of Parent, us, iHeartMedia Capital I, LLC and CCOH and was appointed to this position on March 2, 2015. Prior to such time, he served as Chief Executive Officer – Outdoor of Parent, us and CCOH since January 24, 2012 and as Chief Executive Officer—Outdoor of iHeartMedia Capital I, LLC on April 26, 2013. Prior to January 24, 2012, he served as Chief Executive Officer—Clear Channel Outdoor—International of Parent and us since February 17, 2011 and as Chief Executive Officer—International of CCOH since September 1, 2009. Previously, he was Chairman and CEO of BBDO EMEA from 2005 to 2009. Prior thereto, he was Chairman and CEO of Young & Rubicam EMEA since 2002.

Steven J. Macri is the Senior Vice President-Corporate Finance of Parent, iHeartMedia Capital I, LLC, us and CCOH and the Chief Financial Officer of Parent’'s iHM segment. Mr. Macri was appointed Senior Vice President-Corporate Finance of Parent, us, iHeartMedia Capital I, LLC and CCOH on September 9, 2014 and as the Chief Financial Officer of Parent's iHM segment on October 7, 2013. Prior to joining the company, Mr. Macri served as Chief Financial Officer for LogicSource Inc., from March 2012 to September 2013. Prior to joining LogicSource, Mr. Macri was Executive Vice President and Chief Financial Officer at Warner Music Group Corp. from September 2008 to December 2011 and prior thereto served as Controller and Senior Vice President-Finance from February 2005 to August 2008. He has an MBA from New York University Stern School of Business and a B.S. in Accounting from Syracuse University.

Scott D. Hamilton is the Senior Vice President, Chief Accounting Officer and Assistant Secretary of Parent, us, iHeartMedia Capital I, LLC and CCOH. Mr. Hamilton was appointed Senior Vice President, Chief Accounting Officer and Assistant Secretary of Parent, us and CCOH on April 26, 2010 and was appointed as Senior Vice President, Chief Accounting Officer and Assistant Secretary of iHeartMedia Capital I, LLC on April 26, 2013. Prior to April 26, 2010, Mr. Hamilton served as Controller and Chief Accounting Officer of Avaya Inc. (“Avaya”), a multinational telecommunications company, from October 2008 to April 2010. Prior thereto, Mr. Hamilton served in various accounting and finance positions at Avaya, beginning in October 2004. Prior thereto, Mr. Hamilton was employed by PricewaterhouseCoopers from September 1992 until September 2004 in various roles including audit, transaction services and technical accounting consulting.

Robert H. Walls, Jr. is the Executive Vice President, General Counsel and Secretary of Parent, us, iHeartMedia Capital I, LLC and CCOH. Mr. Walls was appointed the Executive Vice President, General Counsel and Secretary of Parent, us and CCOH on January 1, 2010 and was appointed as Executive Vice President, General Counsel and Secretary of iHeartMedia Capital I, LLC on April 26, 2013. On March 31, 2011, Mr. Walls was appointed to serve in the newly-created Office of the Chief Executive Officer for usiHeartMedia Capital I, LLC , us and CCOH, in addition to his existing offices. Mr. Walls served in the Office of the Chief Executive Officer for iHeartMedia Capital I, LLC and us until October 2, 2011, and served in the Office of the Chief Executive Officer for CCOH until January 24, 2012. Mr. Walls was a founding partner of Post Oak Energy Capital, LP and served as Managing Director through December 31, 2009 and as an advisor to Post Oak Energy Capital, LP through December 31, 2013.

3035

PART II

ITEM 5. MARKET FOR REGISTRANT’S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES

Market Information

There is no established public trading market for our stock. iHeartMedia Capital I, LLC owns all of our issued and outstanding stock. All of iHeartMedia Capital I, LLC’s issued and outstanding equity interests are directly owned by iHeartMedia Capital II, LLC and all of the issued and outstanding equity interests of iHeartMedia Capital II, LLC are owned by Parent. All equity interests in Parent are owned, directly or indirectly, by the Sponsors and their co-investors, public investors and certain employees of Parent and its subsidiaries, including certain executive officers and directors.

Dividend Policy

We have not paid cash dividends on the shares of our common stock since the merger in 2008 and our ability to pay dividends is subject to restrictions should we seek to do so in the future. Our debt financing arrangements include restrictions on our ability to pay distributions. See “Management’s Discussion and Analysis of Financial Condition and Results of Operations-Liquidity and Capital Resources-Sources of Capital” and Note 5 to the Consolidated Financial Statements.

Sales of Unregistered Securities

We did not sell any equity securities during ~~2016~~2017 that were not registered under the Securities Act of 1933.

Purchases of Equity Securities

We did not purchase any of our equity securities during the fourth quarter of ~~2016~~2017.

3136

ITEM 6. SELECTED FINANCIAL DATA

The following tables set forth our selected historical consolidated financial and other data as of the dates and for the periods indicated. The selected historical financial data are derived from our audited consolidated financial statements. Certain prior period amounts have been reclassified to conform to the ~~2016~~2017 presentation. Historical results are not necessarily indicative of the results to be expected for future periods. Acquisitions and dispositions impact the comparability of the historical consolidated financial data reflected in this schedule of Selected Financial Data.

The selected historical consolidated financial and other data should be read in conjunction with “Management’s Discussion and Analysis of Financial Condition and Results of Operations” and our consolidated financial statements and the related notes thereto located within Item 8 of Part II of this Annual Report on Form 10-K.

(In thousands)	For the Years Ended December 31,
	2016			2015			2014			2013			2012
	2017			2016			2015			2014			2013
Results of Operations Data:
Revenue	$	6,~~273~~170,~~573~~994		$	6,~~241~~260,~~516~~062		$	6,~~318~~241,~~533~~516		$	6,~~243~~318,~~044~~533		$	6,~~246~~243,~~884~~044
Operating expenses:
Direct operating expenses (excludes depreciation and amortization)	2,~~412~~461,~~287~~722			2,~~471~~398,~~113~~776			2,~~540~~471,~~035~~113			2,~~560~~540,~~028~~035			2,~~501~~560,~~313~~028
Selling, general and administrative expenses (excludes depreciation and amortization)	1,~~725~~851,~~899~~646			1,~~704~~725,~~352~~899			1,~~680~~704,~~938~~352			1,~~641~~680,~~462~~938			1,~~661~~641,~~604~~462
Corporate expenses (excludes depreciation and amortization)	~~341~~311,~~025~~898			~~314~~341,~~999~~072			~~320~~315,~~931~~143			~~315~~321,~~972~~023			~~295~~316,~~108~~095
Depreciation and amortization	~~635~~601,~~227~~295			~~673~~635,~~991~~227			~~710~~673,~~898~~991			~~730~~710,~~828~~898			~~729~~730,~~285~~828
Impairment charges (1)	810,~~000~~199			218,~~631~~000			2421,~~176~~631			1624,~~970~~176			3716,~~651~~970
Other operating income, net	353,556			94,001			40,031			22,998			48,127
Other operating income (expense), net	35,704			353,556			94,001			40,031			22,998
Operating income	1969,~~504,691~~938			1,~~149~~504,~~431~~644			1,~~081~~149,~~586~~287			1,~~000~~081,~~782~~494			1,~~070~~000,~~050~~659
Interest expense	1,~~849~~865,~~982~~584			1,~~805~~849,~~496~~982			1,~~741~~805,~~596~~496			1,~~649~~741,~~451~~596			1,~~549~~649,~~023~~451
Gain (loss) on investments	(124,~~907~~872		)	(412,~~421~~907		)	—(4,421		)	~~130,879~~—			(4130,~~580~~879		)
Equity in earnings (loss) of nonconsolidated affiliates	(16,733		)	(902		)	(9,416		)	(77,696		)	18,557
Equity in loss of nonconsolidated affiliates	(2,855		)	(16,733		)	(902		)	(9,416		)	(77,696		)
Gain (loss) on extinguishment of debt	~~157~~1,~~556~~271			(2157,~~201~~556		)	(432,~~347~~201		)	(8743,~~868~~347		)	(~~254~~87,~~723~~868		)
Other income (expense), net	(7315,~~102~~322		)	13(73,~~056~~102		)	913,~~104~~056			~~(21~~9,~~980~~104		)	~~250~~(21,980		)
Loss before income taxes	(~~290~~917,~~477~~424		)	(~~650~~290,~~533~~524		)	(~~703~~650,~~669~~677		)	(~~705~~703,~~334~~761		)	(~~719~~705,~~469~~457		)
Income tax benefit (expense)	50457,~~474~~406			~~(86~~50,~~957~~474		)	(5886,~~489~~957		)	~~121~~(58,~~817~~489		)	~~308~~121,~~279~~817
Consolidated net loss	(~~240~~460,~~003~~018		)	(~~737~~240,~~490~~050		)	(~~762~~737,~~158~~634		)	(~~583~~762,~~517~~250		)	(~~411~~583,~~190~~640		)
Less amount attributable to noncontrolling interest	56(66,~~315~~127		)	1756,~~131~~312			3117,~~603~~140			2331,~~366~~610			1323,~~289~~384
Net loss attributable to the Company	$	(~~296~~393,~~318~~891	)	$	(~~754~~296,~~621~~362	)	$	(~~793~~754,~~761~~774	)	$	(~~606~~793,~~883~~860	)	$	(~~424~~607,~~479~~024	)

(1) We recorded non-cash impairment charges of $10.2 million, $8.0 million, $21.6 million, $24.2 million, and $17.0 million ~~and $37.7 million~~ during 2017, 2016, 2015, 2014, ~~2013~~ and ~~2012~~2013, respectively. Our impairment charges are discussed more fully in Item 8 of Part II of this Annual Report on Form 10-K.

(In thousands)	As of December 31,
	2016			2015			2014			2013			2012
	2017			2016			2015			2014			2013
Balance Sheet Data:
Current assets	$	2,~~504~~067,~~687~~347		$	2,~~778~~504,~~115~~687		$	2,~~109~~778,~~748~~115		$	2,~~431~~109,~~162~~748		$	2,~~943~~431,~~307~~162
Property, plant and equipment, net	1,~~948~~884,~~162~~714			21,~~212~~948,~~556~~162			2,~~699~~212,~~064~~556			2,~~897~~699,~~630~~064			32,~~036~~897,~~854~~630
Total assets	12,~~862~~260,~~247~~431			1312,~~673~~862,~~115~~247			13,~~839~~673,~~579~~115			1413,~~871~~839,~~407~~580			1614,~~084~~871,~~487~~407
Current liabilities	116,~~696~~354,~~570~~597			1,~~659~~674,~~228~~574			1,~~364~~659,~~285~~228			1,~~763~~364,~~618~~285			1,~~782~~763,~~142~~618
Long-term debt, net of current maturities	205,~~022~~676,~~080~~814			20,~~539~~022,~~099~~080			20,~~159~~539,~~545~~099			1920,~~856~~159,~~551~~545			2019,~~163~~856,~~197~~551
Shareholder's deficit	(10,885,475		)	(10,606,681		)	(9,665,208		)	(8,696,635		)	(7,995,191		)
Stockholder's deficit	(11,327,455		)	(10,885,475		)	(10,606,681		)	(9,665,208		)	(8,696,635		)

3237

ITEM 7. MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS

OVERVIEW

Format of Presentation

Management’s discussion and analysis of our financial condition and results of operations (“MD&A”) should be read in conjunction with the consolidated financial statements and related footnotes contained in Item 8 of this Annual Report on Form 10-K. Our discussion is presented on both a consolidated and segment basis. Our reportable segments are iHeartMedia (“iHM”), Americas outdoor advertising (“Americas outdoor” or “Americas outdoor advertising”), and International outdoor advertising (“International outdoor” or “International outdoor advertising”). Our iHM segment provides media and entertainment services via live broadcast and digital delivery, and also includes our national syndication business. Our Americas outdoor and International outdoor segments provide outdoor advertising services in their respective geographic regions using various digital and printed display types. Included in the “Other” category are our media representation business, Katz Media Group, ~~as well as other general support services and initiatives,~~ which ~~are~~is ancillary to our other businesses.

We manage our operating segments primarily focusing on their operating income, while Corporate expenses, Depreciation and amortization, Impairment charges, Other operating income (expense), net, Interest expense, Gain (loss) on investments, net, Equity in earnings (loss) of nonconsolidated affiliates, Gain (loss) on extinguishment of debt, Other income (expense), net and Income tax benefit (expense) are managed on a total company basis and are, therefore, included only in our discussion of consolidated results.

~~Certain~~During ~~prior~~the ~~period~~first ~~amounts~~quarter ~~have~~of ~~been~~2018, ~~reclassified~~we toreevaluated ~~conform~~our tosegment ~~the~~reporting ~~2016~~and ~~presentation~~determined that our Latin America operations should be managed by our International outdoor leadership team. As such, beginning January 1, 2018, our Latin American operations will be included in our International outdoor segment.

On March 14, 2018, we, Parent and certain of Parent's direct and indirect domestic subsidiaries (collectively, the "Debtors") filed voluntary petitions for relief (the "Chapter 11 Cases") under Chapter 11 of the United States Bankruptcy Code (the "Bankruptcy Code"), in the United States Bankruptcy Court for the Southern District of Texas, Houston Division (the "Bankruptcy Court"). Clear Channel Outdoor Holdings, Inc. (“CCOH”) and its direct and indirect subsidiaries did not file voluntary petitions for reorganization under the Bankruptcy Code and are not Debtors in the Chapter 11 Cases.

For more information regarding the impact of the Chapter 11 Cases, see “-Liquidity After Filing the Chapter 11 Cases.”

Certain prior period amounts have been reclassified to conform to the 2017 presentation.

Description of our Business

iHM

Our iHM strategy centers on delivering entertaining and informative content across multiple platforms, including broadcast, mobile and digital, as well as events. Our primary source of revenue is derived from selling local and national advertising time on our radio stations, with contracts typically less than one year in duration. The programming formats of our radio stations are designed to reach audiences with targeted demographic characteristics. We are working closely with our advertising and marketing partners to develop tools and leverage data to enable advertisers to effectively reach their desired audiences. We continue to expand the choices for listeners and we deliver our content and sell advertising across multiple distribution channels, including digitally via our iHeartRadio mobile application and other digital platforms which reach national, regional and local audiences. We also generate revenues from network syndication, our nationally recognized live events, our station websites and other miscellaneous transactions.

iHM management monitors average advertising rates and cost per minute (“CPM”), which are principally based on the length of the spot and how many people in a targeted audience listen to our stations, as measured by an independent ratings service. In addition, our advertising rates are influenced by the time of day the advertisement airs, with morning and evening drive-time hours typically priced the highest. Our price and yield information systems enable our station managers and sales teams to adjust commercial inventory and pricing based on local market demand, as well as to manage and monitor different commercial durations in order to provide more effective advertising for our customers at what we believe are optimal prices given market conditions. Yield is measured by management in a variety of ways, including revenue earned divided by minutes of advertising sold.

Management looks at our iHM operations’ overall revenue as well as the revenue from each type of advertising, including local advertising, which is sold predominately in a station’s local market, and national advertising, which is sold across multiple markets. Local advertising is sold by each radio station’s sales staff while national advertising is sold by our national sales team. Local advertising, which is our largest source of advertising revenue, and national advertising revenues are tracked separately because these revenue streams have different sales teams and respond differently to changes in the economic environment. We periodically review and refine our selling structures in all regions and markets in an effort to maximize the value of our offering to advertisers and, therefore, our revenue.

Management also looks at iHM revenue by region and market size. Typically, larger markets can reach larger audiences with wider demographics than smaller markets. Additionally, management reviews our share of iHM advertising revenues in markets where such information is available, as well as our share of target demographics listening in an average quarter hour. This metric gauges how well our formats are attracting and retaining listeners.

A portion of our iHM segment’s expenses vary in connection with changes in revenue. These variable expenses primarily relate to costs in our sales department, such as commissions, and bad debt. Our content costs, including music royalty and license fees for music delivered via broadcast or digital streaming, vary with the volume and mix of songs played on our stations and the listening hours on our digital platforms. Our programming and general and administrative departments incur most of our fixed costs, such as utilities and office salaries. We incur discretionary costs in our advertising, marketing and promotions, which we primarily use in an effort to maintain and/or increase our audience share. Lastly, we have incentive systems in each of our departments which provide for bonus payments based on specific performance metrics, including ratings, revenue and overall profitability.

costs, such as utilities and office salaries. We incur discretionary costs in our advertising, marketing and promotions, which we primarily use in an effort to maintain and/or increase our audience share. Lastly, we have incentive systems in each of our departments which provide for bonus payments based on specific performance metrics, including ratings, revenue and overall profitability.

Outdoor Advertising

Our outdoor advertising revenue is derived from selling advertising space on the displays we own or operate in key markets worldwide, consisting primarily of billboards, street furniture and transit displays. Part of our long-term strategy for our outdoor advertising businesses is to pursue the technology of digital displays, including flat screens, LCDs and LEDs, as additions to traditional methods of displaying our clients’ advertisements. We are currently installing these technologies in certain markets, both domestically and internationally. Management typically monitors our outdoor advertising business by reviewing the average rates, average revenue per display, occupancy and inventory levels of each of our display types by market.

We own the majority of our advertising displays, which typically are located on sites that we either lease or own or for which we have acquired permanent easements. Our advertising contracts with clients typically outline the number of displays reserved, the duration of the advertising campaign and the unit price per display.

The significant expenses associated with our operations include direct production, maintenance and installation expenses as well as site lease expenses for land under our displays including revenue-sharing or minimum guaranteed amounts payable under our billboard, street furniture and transit display contracts. Our direct production, maintenance and installation expenses include costs for printing, transporting and changing the advertising copy on our displays, the related labor costs, the vinyl ~~and paper~~ costs, electricity costs and the costs for cleaning and maintaining our displays. Vinyl ~~and paper~~ costs vary according to the complexity of the advertising copy and the quantity of displays. Our site lease expenses include lease payments for use of the land under our displays, as well as any revenue-sharing arrangements or minimum guaranteed amounts payable that we may have with the landlords. The terms of our site leases and revenue-sharing or minimum guaranteed contracts generally range from one to 20 years.

Americas Outdoor Advertising

Our advertising rates are based on a number of different factors including location, competition, type and size of display, illumination, market and gross ratings points. Gross ratings points are the total number of impressions delivered by a display or group of displays, expressed as a percentage of a market population. The number of impressions delivered by a display is measured by the number of people passing the site during a defined period of time. For all of our billboards in the United States, we use independent, third-party auditing companies to verify the number of impressions delivered by a display.

Client contract terms typically range from four weeks to one year for the majority of our display inventory in the United States. Generally, we own the street furniture structures and are responsible for their construction and maintenance. Contracts for the right to place our street furniture and transit displays and sell advertising space on them are awarded by municipal and transit authorities in competitive bidding processes governed by local law or are negotiated with private transit operators. Generally, these contracts have terms ranging from 10 to 20 years.

International Outdoor Advertising

Similar to our Americas outdoor business, advertising rates generally are based on the gross ratings points of a display or group of displays. The number of impressions delivered by a display, in some countries, is weighted to account for such factors as illumination, proximity to other displays and the speed and viewing angle of approaching traffic. In addition, because our International outdoor advertising operations are conducted in foreign markets, including Europe and Asia, management reviews the operating results from our foreign operations on a constant dollar basis. A constant dollar basis allows for comparison of operations independent of foreign exchange movements.

as illumination, proximity to other displays and the speed and viewing angle of approaching traffic. In addition, because our International outdoor advertising operations are conducted in foreign markets, including Europe and Asia, management reviews the operating results from our foreign operations on a constant dollar basis. A constant dollar basis allows for comparison of operations independent of foreign exchange movements.

Our International display inventory is typically sold to clients through network packages, with client contract terms typically ranging from one to two weeks with terms of up to one year available as well. Internationally, contracts with municipal and transit authorities for the right to place our street furniture and transit displays typically provide for terms ranging up to 15 years. The major difference between our International and Americas street furniture businesses is in the nature of the municipal contracts. In our International outdoor business, these contracts typically require us to provide the municipality with a broader range of metropolitan amenities in exchange for which we are authorized to sell advertising space on certain sections of the structures we erect in the public domain. A different regulatory environment for billboards and competitive bidding for street furniture and transit display contracts, which constitute a larger portion of our business internationally, may result in higher site lease costs in our International business.

Macroeconomic Indicators

Our advertising revenue for all of our segments is highly correlated to changes in gross domestic product (“GDP”) as advertising spending has historically trended in line with GDP, both domestically and internationally. According to the U.S. Department of Commerce, estimated U.S. GDP growth for ~~2016~~2017 was 12.63%. Internationally, our results are impacted by fluctuations in foreign currency exchange rates as well as the economic conditions in the foreign markets in which we have operations.

Executive Summary

The key developments in our business for the year ended December 31, ~~2016~~2017 are summarized below:

• Consolidated revenue ~~increased~~decreased $3289.1 million during ~~2016~~2017 compared to ~~2015~~2016. Excluding the $478.6 million impact from movements in foreign exchange rates, consolidated revenue ~~increased~~decreased $7997.7 million during ~~2016~~2017 compared to ~~2015~~2016.

• WeIn ~~sold nine non-strategic U.S. outdoor markets in~~ the first quarter of ~~2016.~~2017, Wewe sold our ~~outdoor~~Indianapolis, ~~businesses~~Indiana inoutdoor ~~Turkey~~market ~~and Australia~~ in ~~the~~exchange ~~second~~for ~~and~~certain ~~fourth~~assets ~~quarters~~in ~~of 2016~~Atlanta, ~~respectively.~~Georgia ~~These~~with ~~businesses~~a ~~had~~fair ~~total~~value ~~revenues~~ of $~~123~~39.54 million, inplus ~~2016 and~~ $~~248~~43.91 million in ~~2015~~cash, ~~and~~net weof ~~realized~~closing costs, resulting in a net gain of $~~349~~28.39 million onrelated to the ~~sales~~sale, which is included within Other operating income (expense), net.

• WeIn ~~spent~~the ~~$30.9~~third ~~million~~quarter onof ~~strategic~~2017, ~~revenue~~we ~~and~~sold ~~efficiency~~our ~~initiatives~~ownership ~~during~~interest ~~2016~~in toan ~~realign~~Americas ~~and~~outdoor ~~improve~~joint ~~our~~venture ~~on-going~~in ~~business~~Canada, ~~operations—~~resulting in a ~~decrease~~net loss on sale of $1112.91 million, ~~compared~~including toa ~~2015~~$6.3 million cumulative translation adjustment, which is included within Other operating income (expense), net.

• On ~~July~~February 157, ~~2016~~2017, ~~Broader~~the ~~Media,~~Company ~~LLC,~~completed ~~our~~an ~~indirect~~exchange ~~wholly-owned~~offer ~~subsidiary,~~by ~~repurchased~~issuing ~~approximately~~$476.4 million in aggregate principal amount of 11.25% Priority Guarantee Notes due 2021 in exchange for $~~383~~476.04 million of aggregate principal amount outstanding of our 10.0% Senior Notes due 2018. ~~for~~Of anthe ~~aggregate~~$476.4 ~~purchase~~million ~~price~~principal amount of ~~$222~~11.225% ~~million,~~Priority ~~resulting~~Guarantee inNotes adue ~~gain~~2021 onissued ~~extinguishment~~in ofthe ~~debt~~exchange ofoffer, $~~157~~241.64 million. ~~The~~principal ~~repurchase~~amount ~~effectively~~was ~~reduces~~issued ~~our~~to ~~consolidated~~subsidiaries ~~annual~~of ~~cash~~the ~~interest~~Company ~~obligations~~that byparticipated ~~$38.3~~in ~~million~~the exchange offer.

•

On August 14, 2017, Clear Channel International B.V. (“CCIBV”), an indirect subsidiary of the Company, issued $150.0 million in aggregate principal amount of 8.75% Senior Notes due 2020 (the “New Notes”). The New Notes were issued as additional notes under the indenture governing CCIBV’s existing 8.75% Senior Notes due 2020 and were issued at a premium, resulting in $156.0 million in proceeds.

•

On November 30, 2017, the Company refinanced its receivables based credit facility and replaced it with a $300.0 million term loan and revolving credit commitments of $250.0 million. As of December 31, 2017, $300.0 million was drawn on the term loan and $105.0 million on the revolving credit commitments for a total of $405.0 million outstanding. The facility has a three-year term, maturing in 2020 and accrues interest at a rate of LIBOR plus 4.75%.


•	In the fourth quarter of 2017, we exchanged four radio stations in Chattanooga, TN and six radio stations in Richmond, VA for four radio stations in Boston, MA and three radio stations in Seattle, WA.

Revenues and expenses “excluding the impact of foreign exchange movements” in this Management’s Discussion & Analysis of Financial Condition and Results of Operations is presented because management believes that viewing certain financial results without the impact of fluctuations in foreign currency rates facilitates period to period comparisons of business performance and provides useful information to investors. Revenues and expenses “excluding the impact of foreign exchange movements” are calculated by converting the current period’s revenues and expenses in local currency to U.S. dollars using average foreign exchange rates for the prior period.

3540

Consolidated Results of Operations

The comparison of our historical results of operations for the year ended December 31, ~~2016~~2017 to the year ended December 31, ~~2015~~2016 is as follows:

(In thousands)	Years Ended December 31,						%
	2016			2015			Change
	2017			2016			Change
Revenue	$	6,~~273~~170,~~573~~994		$	6,~~241~~260,~~516~~062		0(1.54)%
Operating expenses:
Direct operating expenses (excludes depreciation and amortization)	2,~~412~~461,~~287~~722			2,~~471~~398,~~113~~776			(2.4)6%
Selling, general and administrative expenses (excludes depreciation and amortization)	1,~~725~~851,~~899~~646			1,~~704~~725,~~352~~899			17.3%
Corporate expenses (excludes depreciation and amortization)	~~341~~311,~~025~~898			~~314~~341,~~999~~072			(8.36)%
Depreciation and amortization	~~635~~601,~~227~~295			~~673~~635,~~991~~227			(5.83)%
Impairment charges	810,~~000~~199			218,~~631~~000			~~(63~~27.0)5%
Other operating income, net	~~353~~35,~~556~~704			94353,~~001~~556			~~276~~(89.19)%
Operating income	1969,~~504,691~~938			1,~~149~~504,~~431~~644			30(35.95)%
Interest expense	1,~~849~~865,~~982~~584			1,~~805~~849,~~496~~982
Loss on investments, net	(124,~~907~~872		)	(412,~~421~~907		)
Equity in loss of nonconsolidated affiliates	(162,~~733~~855		)	(~~902~~16,733		)
Gain (loss) on extinguishment of debt	157,556			(2,201		)
Gain on extinguishment of debt	1,271			157,556
Other income (expense), net	(73,102		)	13,056
Other expense, net	(15,322		)	(73,102		)
Loss before income taxes	(~~290~~917,~~477~~424		)	(~~650~~290,~~533~~524		)
Income tax (expense) benefit	50,474			(86,957		)
Income tax benefit	457,406			50,474
Consolidated net loss	(~~240~~460,~~003~~018		)	(~~737~~240,~~490~~050		)
Less amount attributable to noncontrolling interest	56(66,~~315~~127		)	1756,~~131~~312
Net loss attributable to the Company	$	(~~296~~393,~~318~~891	)	$	(~~754~~296,~~621~~362	)

Consolidated Revenue

Consolidated revenue ~~increased~~decreased $3289.1 million during the year ended December 31, ~~2016~~2017 compared to ~~2015~~2016. Excluding the $478.6 million impact from movements in foreign exchange rates, consolidated revenue ~~increased~~decreased $7997.7 million during the year ended December 31, ~~2016~~2017 compared to ~~2015~~2016. Revenue growth from our iHM business was ~~partially~~ offset by lower revenue generated by our Americas and International outdoor businesses as a result of the sales of ~~certain~~our ~~U.S.~~businesses ~~outdoor~~in ~~markets~~Canada in 2017 and ~~international~~Australia ~~businesses~~and Turkey in 2016, which generated $~~248~~13.97 million and $149.4 million in revenue in the ~~year~~years ended December 31, ~~2015~~2017 ~~compared~~and ~~to $123.5 million in the year ended December 31~~2016, ~~2016~~respectively.

Consolidated Direct Operating Expenses

Consolidated direct operating expenses ~~decreased~~increased $5862.89 million during the year ended December 31, ~~2016~~2017 compared to ~~2015~~2016. Excluding the $294.0 million impact from movements in foreign exchange rates, consolidated direct operating expenses ~~decreased~~increased $2958.89 million during the year ended December 31, ~~2016~~2017 compared to ~~2015~~2016. ~~Lower~~Higher direct operating expenses in our iHM business, ~~were~~including ~~primarily~~a ~~driven~~$33.8 bymillion ~~the~~prior ~~impact~~year ofbenefit ~~contract~~resulting ~~renegotiations,~~from ~~partially~~the ~~offset~~renegotiation byof ~~increases~~certain ~~primarily~~contracts, ~~related~~and to higher ~~revenue. Lower~~ direct operating expenses in our ~~Americas~~ outdoor ~~business~~businesses, ~~were~~driven primarily ~~due~~by tohigher ~~the~~site ~~sale~~lease ~~of nine non-strategic U.S. outdoor markets in the first quarter of 2016. Lower direct operating~~ expenses, inwere ~~our~~partially ~~International~~offset ~~outdoor~~by ~~business related primarily to~~ the ~~loss~~impact of the ~~London bus contract and the~~ sale of our outdoor businesses in Australia and Turkey, ~~partially offset by increases~~ in ~~expenses~~2016 ~~related~~and toCanada ~~higher revenues~~ in ~~other countries~~2017.

Consolidated Selling, General and Administrative (“SG&A”) Expenses

Consolidated SG&A expenses increased $21125.57 million during the year ended December 31, ~~2016~~2017 compared to ~~2015~~2016. Excluding the $92.98 million impact from movements in foreign exchange rates, consolidated SG&A expenses increased $31122.49 million during the year ended December 31, ~~2016~~2017 compared to ~~2015~~2016. Higher SG&A expenses ~~driven~~in ~~primarily~~our byiHM ~~investments~~business, inprimarily ~~sales~~driven ~~capabilities~~by inhigher ~~our~~trade ~~iHM~~and ~~business~~barter expenses, were partially offset by a decrease in SG&A expenses resulting primarily from the ~~sale~~sales of ~~non-strategic~~our ~~U.S.~~ outdoor ~~markets~~businesses in ~~the~~Australia ~~first~~and ~~quarter~~Turkey ofin 2016 and Canada in 2017.

3641

Corporate Expenses

Corporate expenses ~~increased~~decreased $2629.02 million during the year ended December 31, ~~2016~~2017 compared to ~~2015~~2016. ~~primarily~~Excluding ~~resulting~~the $1.4 million impact from ~~higher~~movements in foreign exchange rates, corporate expenses decreased $27.8 million during the year ended December 31, 2017 compared to 2016. In 2017, we incurred professional fees directly related to negotiations with lenders and ~~higher~~other ~~expenses~~activities related to ~~variable~~our ~~compensation~~capital ~~plans~~structure, asincluding ~~well~~the asnotes ~~higher~~exchange ~~employee~~offers ~~health~~and ~~benefit~~term ~~costs.~~loan ~~Excluding~~offers, ~~the~~and, ~~$4.1~~accordingly, ~~million~~such ~~impact~~fees ~~from~~are ~~movements~~reflected in ~~foreign~~Other ~~exchange~~Income ~~rates~~(Expense), ~~corporate~~net ~~expenses~~as ~~increased~~further ~~$30~~discussed below.1 In ~~million~~2016, ~~during~~professional ~~the~~fees ~~year~~incurred ~~ended~~in ~~December 31,~~connection ~~2016~~with ~~compared~~our tocapital ~~2015~~structure activities were reflected as part of corporate expenses. Employee benefit expense was also lower due to lower claims.

Revenue and Efficiency Initiatives

Included in the amounts for direct operating expenses, SG&A and corporate expenses discussed above are expenses incurred in connection with our strategic revenue and efficiency initiatives. These costs consist primarily of severance related to workforce initiatives, consolidation of locations and positions, contract cancellation costs, consulting expenses, and other costs incurred in connection with improving our businesses. These costs are expected to provide benefits in future periods as the initiative results are realized.

Strategic revenue and efficiency costs were $3035.9 million during the year ended December 31, ~~2016~~2017. Of these expenses, $15.58 million was incurred by our iHM segment, $32.1 million was incurred by our Americas outdoor segment, $78.41 million was incurred by our International outdoor segment, $14.31 million was incurred by our Other category and $35.68 million was incurred by Corporate. $1012.94 million of these costs are reported within direct operating expenses, $1617.47 million are reported within SG&A and $35.68 million are reported within corporate expenses.

Strategic revenue and efficiency costs were $4230.89 million during the year ended December 31, ~~2015~~2016. Of these expenses, $1115.85 million was incurred by our iHM segment, $23.41 million was incurred by our Americas outdoor segment, $117.14 million was incurred by our International outdoor segment, $31.73 million was incurred by our Other segment and $133.86 million was incurred by Corporate. $1410.09 million of these costs are reported within direct operating expenses, $1516.04 million are reported within SG&A and $133.86 million are reported within corporate expenses.

Depreciation and Amortization

Depreciation and amortization decreased $3833.89 million during ~~2016~~2017 compared to ~~2015~~2016, primarily due to ~~assets becoming fully depreciated or fully amortized,~~ the sale of certain outdoor ~~markets,~~businesses asand ~~well~~markets asand ~~the~~assets ~~impact~~becoming offully ~~movements~~depreciated inor ~~foreign~~fully ~~exchange rates~~amortized.

Impairment Charges

We perform our annual impairment test on our goodwill, FCC licenses, billboard permits, and other intangible assets as of July 1 of each year. In addition, we test for impairment of property, plant and equipment whenever events and circumstances indicate that depreciable assets might be impaired. As a result of these impairment tests, during ~~2016~~2017 we recorded impairment charges of $87.06 million related primarily to ~~goodwill~~one inof our iHM markets and one of our International outdoor businesses. In addition, the Company recognized an impairment of $2.6 million during 2017 in relation to advertising assets that were no longer usable in one country in our International outdoor segment. During ~~2015~~2016 we recorded impairment charges of $218.60 million related primarily to ~~billboard~~goodwill ~~permits~~for in one ~~Americas~~International outdoor ~~market~~business. Please see Note 2 to the Consolidated Financial Statements located in Item 8 of this Annual Report on Form 10-K for a further description of the impairment charges.

Other Operating Income, Net

Other operating income, ~~was~~net of $~~353~~35.67 million in ~~2016,~~2017 ~~which~~ primarily related to the ~~net gain of~~ $~~278~~28.39 million gain on the sale of ~~nine~~our ~~non-strategic~~Americas outdoor ~~markets~~Indianapolis inmarket ~~the~~exchanged ~~first~~for ~~quarter~~cash ofand ~~2016~~certain ~~and~~assets ~~the~~in ~~net~~Atlanta, Georgia, a gain of $~~127.~~6.8 million recognized on the sale onof our ~~Australia~~ownership ~~business~~interest in ~~the~~a ~~fourth~~joint ~~quarter~~venture ofin ~~2016,~~Belgium ~~partially~~and ~~offset~~a bygain ~~the~~of $5615.64 million ~~loss,~~recognized ~~which includes $32.2 million~~ in ~~cumulative~~relation ~~translation~~to ~~adjustments,~~an onexchange ~~the sale~~ of ~~our~~four ~~Turkey~~radio ~~business~~stations in ~~the~~Chattanooga, ~~second~~TN ~~quarter~~and ofsix ~~2016.~~radio Instations ~~the~~in ~~first~~Richmond, ~~quarter~~VA offor ~~2016,~~four ~~Americas~~radio ~~outdoor~~stations ~~sold~~in ~~nine~~Boston, ~~non-strategic~~MA ~~outdoor~~and ~~markets~~three ~~including~~radio ~~Cleveland~~stations ~~and~~in ~~Columbus~~Seattle, ~~Ohio,~~WA. These ~~Des~~gains ~~Moines,~~were ~~Iowa,~~partially ~~Ft.~~offset ~~Smith,~~by ~~Arkansas,~~the ~~Memphis,~~loss ~~Tennessee,~~of ~~Portland,~~$12.1 ~~Oregon~~million, ~~Reno,~~which ~~Nevada,~~includes ~~Seattle,~~$6.3 ~~Washington~~million ~~and~~in ~~Wichita~~cumulative translation adjustments, ~~Kansas~~recognized ~~for~~on ~~net~~the ~~proceeds~~sale of ~~$592.3~~our ~~million~~ownership interest in ~~cash~~a ~~and~~joint ~~certain~~venture ~~advertising assets~~ in ~~Florida~~Canada.

Other operating income of $94353.0 6 million in ~~2015~~2016, primarily related to the net gain of $278.3 million on sale of nine non-strategic outdoor markets in the first quarter of 2016 and the net gain of $127.6 million on sale on our outdoor Australia business in the fourth quarter of ~~radio~~2016, ~~towers~~partially ~~which~~offset ~~were~~by ~~subsequently~~the ~~leased~~$56.6 ~~back~~million ~~(see~~loss, ~~Note~~which includes $32.2 tomillion ~~our~~in ~~Consolidated~~cumulative ~~Financial~~translation ~~Statements~~adjustments, ~~located~~on the sale of our Turkey business in ~~Item~~the 8second quarter of ~~this~~2016. ~~Annual~~In ~~Report~~the onfirst ~~Form~~quarter 10of 2016, Americas outdoor sold nine non-K)strategic outdoor markets including Cleveland and Columbus, Ohio, Des Moines, Iowa, Ft. Smith, Arkansas, Memphis, Tennessee, Portland, Oregon, Reno, Nevada, Seattle, Washington and Wichita, Kansas for net proceeds of $592.3 million in cash and certain advertising assets in Florida.

Interest Expense

Interest expense increased $4415.56 million during ~~2016~~2017 compared to ~~2015~~2016 due to higher interest rates on floating rate loans and new debt issuances. Please refer to “Sources of Capital” for additional discussion of debt issuances and exchanges. Our weighted average cost of debt during ~~2016~~2017 and ~~2015~~2016 was 8.59% and 8.5%, respectively.

Loss on Investments, Net

During the years ended December 31, ~~2016~~2017 and ~~2015~~2016, we recognized losses of $124.9 million and $412.49 million, respectively, related to cost-method investments. The loss in ~~the year ended December 31,~~ 2016 related primarily to a $14.5 million non-cash impairment recorded in connection with an other-than-temporary decline in the value of one of our cost investments.

Equity in Loss of Nonconsolidated Affiliates

During the years ended December 31, ~~2016~~2017 and ~~2015~~2016, we recognized losses of $162.79 million and $016.97 million, respectively, related to equity-method investments. The loss in ~~the year ended December 31,~~ 2016 related primarily to a $15.0 million non-cash impairment recorded in connection with an other-than-temporary decline in the value of one of our equity investments.

Gain ~~(loss)~~ on Extinguishment of Debt

During the fourth quarter of 2017, Broader Media, LLC, an indirect wholly-owned subsidiary of the Company, repurchased approximately $4.0 million aggregate principal amount of our 10.0% Senior Notes due 2018 for an aggregate purchase price of approximately $2.7 million. In connection with this repurchase, we recognized a gain of $1.3 million.

During the third quarter of 2016, Broader Media, LLC, an indirect wholly-owned subsidiary of the Company, repurchased approximately $383.0 million aggregate principal amount of our 10.0% Senior Notes due 2018 for an aggregate purchase price of approximately $222.2 million. In connection with this repurchase, we recognized a gain of $157.6 million.

InOther ~~connection with the first quarter 2015 prepayment of our Term Loan B facility and Term Loan C-asset sale facility~~Expense, ~~we recognized a loss of $2.2 million.~~Net

Other ~~Income~~expense, ~~(Expense)~~net was $15.3 million for the year 2017, ~~Net~~which relates primarily to expenses incurred in connection with negotiations with lenders and other activities related to our capital structure, including the notes exchange offers and term loan offers of $41.8 million, as described in "Liquidity and Capital Resources - Notes Exchange Offers and Term Loan Offers", partially offset by net foreign exchange gains of $29.2 million recognized in connection with intercompany notes denominated in foreign currencies.

Other expense, net was $73.1 million for ~~2016.~~the ~~Other~~year ~~income~~2016 ~~was~~which ~~$13.1 million for 2015. These amounts relate~~ primarily related to net foreign exchange gains and losses recognized in connection with intercompany notes denominated in foreign currencies. The decline in value during 2016 of the British pound against the Euro impacted Euro-denominated notes payable by one of our UK subsidiaries, which was the primary driver of the foreign exchange loss in 2016.

Income Tax Expense (Benefit)

~~The~~On ~~effective~~December ~~tax~~22, ~~rate~~2017, ~~for~~ the ~~year~~U.S. ~~ended~~government ~~December~~enacted ~~31,~~comprehensive ~~2016~~income ~~was~~tax ~~17.4%~~legislation, referred to as ~~compared~~The toTax Cuts and Jobs Act (~~13.4~~the Tax Act)%. ~~for~~The Tax Act reduces the ~~year~~U.S. ~~ended~~federal ~~December~~corporate ~~31,~~tax ~~2015. The~~rate from 35% to 21% effective January 1, 2018, requires companies to pay a one-time transition tax ~~benefit~~on ~~rate~~earnings ~~for~~of ~~2016~~certain ~~was~~foreign ~~impacted~~subsidiaries bythat were previously tax deferred and creates new U.S. taxes on certain foreign earnings. To account for the ~~$43~~reduction in the U.3S. ~~million~~federal corporate income tax rate, we remeasured our deferred tax ~~benefit~~assets ~~recorded~~and inliabilities ~~connection~~based ~~with~~on the ~~release~~rates ofat ~~valuation~~which ~~allowance~~they are expected to reverse in ~~France~~the future, ~~which~~generally ~~was~~21%. ~~offset~~To bydetermine ~~$54.7~~the ~~million~~impact offrom the one-time transition tax ~~expense~~on ~~attributable~~accumulated toforeign ~~the~~earnings, ~~sale~~we ofanalyzed our ~~outdoor~~cumulative ~~business~~foreign earnings and profits in ~~Australia.~~accordance ~~Additionally,~~with the ~~2016~~rules ~~effective~~provided ~~tax~~in ~~benefit~~the ~~rate~~Tax ~~was~~Act. ~~impacted~~Based byupon ~~the~~our ~~$31.8~~preliminary ~~million~~analysis ~~valuation~~which ~~allowance~~is not yet complete, we have not recorded ~~against~~income atax ~~portion~~expense ofin the current period ~~federal~~for ~~and~~the ~~state~~one-time ~~deferred~~transition tax ~~assets~~ due to the ~~uncertainty~~net ofaccumulated ~~the~~deficit ~~ability~~in toour ~~realize~~foreign ~~those~~earnings ~~assets~~and ~~in future periods~~profits.

The effective tax rate for ~~2015~~the ~~was~~year ~~impacted~~ended byDecember ~~the~~31, ~~$305.3~~2017 ~~million~~was ~~valuation~~49.9% ~~allowance~~as ~~recorded~~compared ~~against~~to ~~our~~17.4% ~~current~~for ~~period~~the ~~federal~~year ~~and~~ended ~~state~~December ~~net~~31, ~~operating~~2016. The ~~losses~~effective ~~due~~tax tobenefit ~~the~~rate ~~uncertainty~~for of2017 ~~the~~was ~~ability~~primarily toimpacted ~~utilize~~by ~~those~~the ~~losses~~$510.1 inmillion ~~future~~provisional ~~periods. The~~deferred ~~valuation~~tax ~~allowance~~benefit ~~was~~ recorded ~~against~~in ~~the~~connection ~~Company’s~~with ~~current~~enactment ~~period~~of ~~federal~~the ~~and~~Tax ~~state~~Act ~~net~~which ~~operating~~reduced ~~losses~~the ~~due~~U.S. tofederal ~~the~~corporate ~~uncertainty~~income oftax ~~the~~rate ~~ability~~ to ~~utilize~~21% ~~these~~as ~~losses~~mentioned ~~in future periods~~above.

The effective tax rate for 2016 was impacted by the $43.3 million deferred tax benefit recorded in connection with the release of valuation allowance in France, which was offset by $54.7 million of tax expense attributable to the sale of our outdoor business in Australia. Additionally, the 2016 effective tax benefit rate was impacted by the $31.8 million valuation allowance recorded against a portion of current period federal and state deferred tax assets due to the uncertainty of the ability to realize those assets in future periods.

iHM Results of Operations

Our iHM operating results were as follows:

(In thousands)	Years Ended December 31,				%
	2016		2015		Change
	2017		2016		Change
Revenue	$	3,~~403~~442,~~040~~963	$	3,~~284~~403,~~320~~040	31.62	%
Direct operating expenses	~~975~~1,~~463~~059,123		~~972~~975,~~937~~463		08.36	%
SG&A expenses	1,~~102~~245,~~998~~741		1,~~065~~102,~~066~~998		312.69	%
Depreciation and amortization	~~243~~233,~~964~~757		~~240~~243,~~207~~964		1(4.62	)%
Operating income	$	1904,~~080,615~~342	$	1,~~006~~080,~~110~~615	7(16.43	)%

iHM revenue increased $~~118~~39.79 million during ~~2016~~2017 compared to ~~2015.~~2016, ~~Growth~~with growth in ~~broadcast~~national ~~radio~~revenue and ~~digital~~other ~~advertising~~revenue ~~was~~being ~~driven~~partially ~~primarily~~offset by ~~political~~lower ~~advertising~~local ~~revenues~~revenue. ~~resulting~~National ~~from~~revenue ~~2016~~grew ~~being~~due ato ~~presidential~~an ~~election~~increase ~~year.~~in Innational ~~addition~~trade and barter, weas ~~had~~well ~~growth~~as higher spot sales in response to our ~~traffic~~national ~~and~~investments, ~~weather~~including ~~business~~our programmatic buying platforms, ~~sponsorship~~primarily ~~and~~offset ~~other~~by ~~revenues~~a ~~surrounding~~decrease ~~our~~in ~~events~~national traffic and ~~trade~~weather revenue and ~~barter~~political revenue. ~~Trade~~Other ~~and~~revenue ~~barter~~increased ~~includes~~primarily ~~the~~as ~~impact~~a result of ~~marketing~~digital ~~partnerships~~subscription ~~with~~revenue from our ~~advertisers~~iHeartRadio on-demand ~~events,~~service. asLocal ~~well~~revenue asdecreased ~~revenue~~primarily ~~recognized~~as ina ~~connection~~result ~~with~~of ~~advertising~~lower ~~provided~~spot ~~during~~and ~~the~~political ~~period~~revenue, inpartially ~~connection~~offset ~~with~~by ~~investments~~an ~~made~~increase in ~~certain~~local ~~non-public~~trade ~~companies.~~and barter.

38iHM direct operating expenses increased $83.7 million during 2017 compared to 2016, including a $33.8 million prior year benefit resulting from the renegotiation of certain contracts, as well as higher content and programming costs, including employee compensation and music license and royalty fees. iHM SG&A expenses increased $142.7 million during 2017 compared to 2016, primarily due to higher trade and barter expenses, investments in national and digital sales capabilities, and higher variable expenses, including sales activation costs and commissions.

iHM direct operating expenses increased $2.5 million during 2016 compared to 2015 primarily driven by higher content and programming costs, as well as higher theater and event production costs. In addition, we incurred higher spending on strategic revenue and efficiency initiatives and lease expense was higher as a result of the sale and subsequent leaseback of broadcast communications tower sites in the second quarter of 2015. These costs were nearly offset by the $33.8 million benefit resulting from contract renegotiations completed in the third quarter. iHM SG&A expenses increased $37.9 million during 2016 compared to 2015 primarily due to investments in national and digital sales capabilities, higher promotion expense and higher variable compensation related to higher revenue.

Americas Outdoor Results of Operations

Our Americas outdoor operating results were as follows:

(In thousands)	Years Ended December 31,				%
	2016		2015		Change
	2017		2016		Change
Revenue	$	1,~~278~~256,~~413~~326	$	1,~~349~~278,~~021~~413	(51.27)%
Direct operating expenses	~~570~~574,~~310~~113		~~597~~570,~~382~~310		(40.5)7%
SG&A expenses	~~225~~219,~~415~~467		~~233~~225,~~254~~415		(32.46)%
Depreciation and amortization	~~185~~189,~~654~~707		~~204~~185,~~514~~654		(92.2)%
Operating income	$	~~297~~273,~~034~~039	$	~~313~~297,~~871~~034	(58.41)%

Americas outdoor revenue decreased $7022.61 million during ~~2016~~2017 compared to ~~2015~~2016. Excluding the $73.78 million impact from movements in foreign exchange rates, Americas outdoor revenue decreased $6225.9 million during ~~2016~~2017 compared to ~~2015~~2016. The decrease in revenue iswas primarily due to the $~~102~~17.79 million impact ofresulting from the ~~sale~~sales of ~~nine~~ non-strategic ~~U.S.~~outdoor markets induring the first quarter of 2016. ~~The~~and ~~decrease~~our Canadian business in ~~revenue~~the ~~resulting~~third ~~from~~quarter ~~these~~of ~~sales~~2017. The ~~was~~impact ~~partially~~of ~~offset~~exchanging byour ~~increased~~Indianapolis ~~revenues~~market ~~from~~for ~~digital~~cash ~~billboards~~and ~~from~~assets ~~new~~in ~~deployments~~Atlanta ~~and~~in ~~higher~~the ~~occupancy~~first onquarter ~~existing~~of ~~digital~~2017 ~~billboards,~~also ascontributed ~~well~~to asthe ~~new~~decrease ~~airport~~in ~~contracts,~~revenue. ~~and~~These decreases were partially offset by higher ~~revenues~~revenue infrom ~~Latin~~new ~~America.~~and existing airport contracts.

Americas outdoor direct operating expenses ~~decreased~~increased $273.18 million during ~~2016~~2017 compared to ~~2015~~2016. Excluding the $31.69 million impact from movements in foreign exchange rates, Americas outdoor direct operating expenses ~~decreased~~increased $231.59 million during ~~2016~~2017 compared to ~~2015~~2016. The ~~decrease~~increase in direct operating expenses was driven primarily by ahigher site lease expenses related to new and existing airport contracts and print displays, partially offset by the $3513.42 million decrease in ~~direct~~expense ~~operating~~due ~~expenses~~to ~~resulting from~~ the ~~sale~~impact of the ~~nine~~sales of non-strategic outdoor markets induring the first quarter of 2016, ~~partially~~and ~~offset~~our byCanadian ~~higher~~business ~~site~~in ~~lease~~the ~~expenses~~third ~~related~~quarter toof ~~new airport contracts~~2017. Americas outdoor SG&A expenses decreased $75.9 million during ~~2016~~2017 compared to ~~2015~~2016. Excluding the $2.1.0 million impact from movements in foreign exchange rates, Americas outdoor SG&A expenses decreased $56.89 million during ~~2016~~2017 compared to ~~2015~~2016. ~~This~~The decrease in SG&A expenses was primarily due to alower ~~$20.4~~bad ~~million~~debt ~~decrease~~expense inand ~~SG&A~~the ~~expenses~~$2.5 million impact resulting from the ~~sale~~sales of ~~the nine~~ non-strategic ~~U.S.~~outdoor markets in the first quarter of 2016 and the sale of our Canadian business in the third quarter of 2017, ~~partially~~and ~~offset~~the byexchange ~~higher~~of ~~variable~~outdoor ~~compensation~~markets ~~expense~~in ~~related~~the tofirst ~~higher~~quarter ~~revenues.~~of 2017.

Depreciation and amortization decreased $18.9 million. Excluding the $0.8 million impact from movements in foreign exchange rates, depreciation and amortization decreased $18.1 million primarily due to the sale of the nine non-strategic U.S. markets in the first quarter of 2016 and assets becoming fully depreciated or fully amortized.44

International Outdoor Results of Operations

Our International outdoor operating results were as follows:

(In thousands)	Years Ended December 31,				%
	2016		2015		Change
	2017		2016		Change
Revenue	$	1,~~423~~334,~~982~~939	$	1,~~457~~410,~~183~~471	(25.34)%
Direct operating expenses	~~865~~828,~~259~~652		~~897~~851,~~520~~748		(32.67)%
SG&A expenses	289,~~787~~170		~~298~~289,~~250~~787		(20.82)%
Depreciation and amortization	~~152~~131,~~758~~224		~~166~~152,~~060~~758		(814.01)%
Operating income	$	~~116~~85,~~178~~893	$	95116,~~353~~178	21(26.81)%

International outdoor revenue decreased $3375.25 million during ~~2016~~2017 compared to ~~2015~~2016. Excluding the $394.9 million impact from movements in foreign exchange rates, International outdoor revenue ~~increased~~decreased $680.74 million during ~~2016~~2017 compared to ~~2015~~2016. The ~~increase~~decrease in revenue is due to ~~growth~~a ~~across~~$117.8 ~~most~~million decrease in revenue resulting from the sale of our businesses in Australia and Turkey in 2016. This was partially offset by growth across other markets including ~~China~~Spain, ~~Italy,~~the ~~Spain,~~United ~~Sweden~~Kingdom, ~~France~~Switzerland and ~~Belgium~~China, primarily from new contracts and digital expansion.

39International outdoor direct operating expenses decreased $23.1 million during 2017 compared to 2016. Excluding the $2.0 million impact from movements in foreign exchange rates, International outdoor direct operating expenses decreased $25.1 million during 2017 compared to 2016. The decrease was driven by a $70.3 million decrease in direct operating expenses resulting from the 2016 sales of our businesses in Australia and Turkey, partially offset by higher site lease and production expenses primarily in countries experiencing revenue growth. International outdoor SG&A expenses decreased $0.6 million during 2017 compared to 2016. Excluding the $1.7 million impact from movements in foreign exchange rates, International outdoor SG&A expenses decreased $2.3 million during 2017 compared to 2016. The decrease in SG&A expenses was primarily due to a $22.6 million decrease resulting from the sale of our businesses in Australia and Turkey, partially offset by higher spending related to growth in certain countries. Included within SG&A expenses is $9.6 million recorded in the fourth quarter of 2017 to correct for accounting errors related to the misappropriation of cash identified at our China subsidiary. Such corrections are not considered to be material to the current year or prior year financial results.

~~primarily~~Depreciation ~~from new digital assets~~ and ~~new~~amortization ~~contracts~~decreased $21.5 ~~This~~million ~~growth~~primarily ~~was~~due ~~partially~~to ~~offset~~assets bybecoming afully ~~$22.7~~depreciated ~~million~~or ~~decrease~~fully inamortized ~~revenue~~and ~~resulting from~~ the sale of our businesses in ~~Turkey and~~ Australia ~~in the second~~ and ~~fourth~~Turkey ~~quarters of 2016, respectively, as well as lower revenue~~ in ~~the United Kingdom as a result of the London bus shelter contract not being renewed~~2016.

International outdoor direct operating expenses decreased $32.2 million during 2016 compared to 2015. Excluding the $25.4 million impact from movements in foreign exchange rates, International outdoor direct operating expenses decreased $6.8 million during 2016 compared to 2015. The decrease was driven by a $14.6 million decrease in direct operating expenses resulting from the sale of our businesses in Turkey and Australia and lower rent expense due to lower revenue in the United Kingdom as a result of the London bus shelter contract not being renewed. These decreases were partially offset by higher site lease and production expenses in countries experiencing revenue growth. International outdoor SG&A expenses decreased $8.5 million during 2016 compared to 2015. Excluding the $7.8 million impact from movements in foreign exchange rates, International outdoor SG&A expenses decreased $0.7 million during 2016 compared to 2015. The decrease in SG&A expenses was primarily due to a $3.0 million decrease resulting from the sale of our businesses in Turkey and Australia, partially offset by higher variable compensation expenses. 45

Included in 2015 International Outdoor direct operating expenses and SG&A expenses are $8.2 million and $3.2 million, respectively, recorded in the fourth quarter of 2015 to correct for accounting errors included in the results of our Netherlands subsidiary reported in prior years. Such corrections are not considered to be material to the prior year financial results.

Depreciation and amortization decreased $13.3 million. Excluding the $5.5 million impact from movements in foreign exchange rates, depreciation and amortization decreased $7.8 million primarily due to assets becoming fully depreciated or fully amortized.

Consolidated Results of Operations

The comparison of our historical results of operations for the year ended December 31, ~~2015~~2016 to the year ended December 31, ~~2014~~2015 is as follows:

(In thousands)	Years Ended December 31,						%
	2015			2014			Change
	2016			2015			Change
Revenue	$	6,~~241~~260,~~516~~062		$	6,~~318~~241,~~533~~516		(10.2)3%
Operating expenses:
Direct operating expenses (excludes depreciation and amortization)	2,~~471~~398,~~113~~776			2,~~540~~471,~~035~~113			(2.79)%
Selling, general and administrative expenses (excludes depreciation and amortization)	1,~~704~~725,~~352~~899			1,~~680~~704,~~938~~352			1.43%
Corporate expenses (excludes depreciation and amortization)	~~314~~341,~~999~~072			~~320~~315,~~931~~143			~~(1.~~8).2%
Depreciation and amortization	~~673~~635,~~991~~227			~~710~~673,~~898~~991			(5.28)%
Impairment charges	218,~~631~~000			2421,~~176~~631			(1063.50)%
Other operating income, net	94353,~~001~~556			4094,~~031~~001			~~134~~276.81%
Operating income	1,~~149~~504,~~431~~644			1,~~081~~149,~~586~~287			630.39%
Interest expense	1,~~805~~849,~~496~~982			1,~~741~~805,~~596~~496
Loss on investments, net	(412,~~421~~907		)	—(4,421		)
Equity in earnings (loss) of nonconsolidated affiliates	(902		)	(9,416		)
Equity in loss of nonconsolidated affiliates	(16,733		)	(902		)
Loss on extinguishment of debt	(2,201		)	(43,347		)
Gain (loss) on extinguishment of debt	157,556			(2,201		)
Other income, net	13,056			9,104
Other income (expense), net	(73,102		)	13,056
Loss before income taxes	(~~650~~290,~~533~~524		)	(~~703~~650,~~669~~677		)
Income tax expense	(86,957		)	(58,489		)
Income tax benefit (expense)	50,474			(86,957		)
Consolidated net loss	(~~737~~240,~~490~~050		)	(~~762~~737,~~158~~634		)
Less amount attributable to noncontrolling interest	1756,~~131~~312			3117,~~603~~140
Net loss attributable to the Company	$	(~~754~~296,~~621~~362	)	$	(~~793~~754,~~761~~774	)

Consolidated Revenue

Consolidated revenue ~~decreased~~increased $7718.05 million during ~~2015~~the year ended December 31, 2016 compared to ~~2014~~2015. Excluding the $~~229~~47.06 million impact from movements in foreign exchange rates, consolidated revenue increased $~~152~~66.01 million during ~~2015~~the year ended December 31, 2016 compared to ~~2014~~2015. Revenue growth from our iHM business was partially offset by lower revenue ~~increased~~generated by our Americas and International outdoor businesses as a result of the sales of certain U.S. outdoor markets and international businesses which generated $~~122~~248.89 million ~~during~~in ~~2015~~revenue ~~compared~~in tothe ~~2014~~year ~~driven~~ended ~~primarily~~December by31, ~~our~~2015 ~~core~~compared ~~radio~~to ~~business,~~$123.5 ~~both~~million ~~broadcast~~in ~~and~~the ~~digital~~year ended December 31, 2016.

including the impact of marketing partnerships with our advertisers for live events and barter and trade revenue, partially offset by a decrease in political advertising revenues. Americas outdoor revenue decreased $1.6 million during 2015 compared to 2014. Excluding the $23.4 million impact from movements in foreign exchange rates, Americas outdoor revenue increased $21.8 million during 2015 compared to 2014 primarily driven by higher revenues from digital billboards and our Spectacolor business. International outdoor revenue decreased $153.4 million during 2015 compared to 2014. Excluding the $205.6 million impact from movements in foreign exchange rates, International outdoor revenue increased $52.2 million during 2015 compared to 2014 primarily driven by new contracts and the impact of sales initiatives. Other revenues decreased $48.8 million during 2015 compared to 2014 primarily as a result of lower political advertising revenues and lower contract termination fees earned by our media representation business.

Consolidated Direct Operating Expenses

Consolidated direct operating expenses decreased $6872.93 million during ~~2015~~the year ended December 31, 2016 compared to ~~2014~~2015. Excluding the $~~146~~29.60 million impact from movements in foreign exchange rates, consolidated direct operating expenses ~~increased~~decreased $7743.73 million during ~~2015~~the year ended December 31, 2016 compared to ~~2014~~2015. ~~iHM~~Lower direct operating expenses ~~increased~~in ~~$40.8~~our ~~million~~iHM ~~during~~business ~~2015~~were ~~compared to 2014,~~ primarily ~~due~~driven toby ~~higher music license and performance royalties, higher lease expense as a result of~~ the ~~sale~~impact ~~and subsequent leaseback~~ of ~~broadcast~~contract ~~communication~~renegotiations, ~~tower~~partially ~~sites~~offset ~~and~~by ~~higher~~increases ~~compensation~~primarily related to ~~radio~~higher ~~programming~~revenue. ~~Americas~~Lower ~~outdoor~~ direct operating expenses ~~decreased~~in ~~$8.4~~our ~~million~~Americas ~~during~~outdoor ~~2015~~business ~~compared~~were toprimarily ~~2014.~~due ~~Excluding~~to the ~~$13.1~~sale ~~million~~of ~~impact~~nine ~~from~~non-strategic ~~movements~~U.S. inoutdoor ~~foreign~~markets ~~exchange~~in ~~rates,~~the ~~Americas~~first ~~outdoor~~quarter ~~direct~~of ~~operating expenses increased $4~~2016.7 ~~million~~Lower ~~during~~direct ~~2015~~operating ~~compared to 2014 primarily due to higher variable site lease~~ expenses ~~related to the increase~~ in ~~revenues.~~our International outdoor ~~direct~~business ~~operating~~related ~~expenses~~primarily ~~decreased~~to ~~$93.6~~the ~~million~~loss ~~during~~of ~~2015~~the ~~compared~~London tobus ~~2014.~~contract ~~Excluding~~and the ~~$133.5~~sale ~~million~~of ~~impact~~our ~~from~~businesses ~~movements~~ in ~~foreign~~Australia ~~exchange~~and ~~rates~~Turkey, ~~International~~partially ~~outdoor~~offset ~~direct~~by ~~operating~~increases in expenses ~~increased~~related ~~$39.9 million during 2015 compared~~ to ~~2014 primarily as a result of~~ higher ~~variable~~revenues ~~costs~~in ~~associated~~other ~~with higher revenue, as well as higher spending on strategic efficiency initiatives~~countries.

Consolidated SG&A Expenses

Consolidated SG&A expenses increased $2321.45 million during ~~2015~~the year ended December 31, 2016 compared to ~~2014~~2015. Excluding the $519.19 million impact from movements in foreign exchange rates, consolidated SG&A expenses increased $7431.54 million during ~~2015~~the ~~compared~~year toended ~~2014.~~December ~~iHM~~31, ~~SG&A~~2016 ~~expenses increased $51.7 million during 2015~~ compared to ~~2014 primarily due to higher barter and trade expenses, higher sales expense, including commissions related to higher revenue and higher bad debt expense~~2015. ~~Americas~~Higher ~~outdoor~~ SG&A expenses ~~decreased~~driven ~~$0.4~~primarily ~~million~~by ~~during~~investments ~~2015~~in ~~compared~~sales tocapabilities ~~2014. Excluding the $6.0 million impact from movements~~ in ~~foreign~~our ~~exchange~~iHM ~~rates,~~business ~~Americas~~were ~~outdoor~~partially ~~SG&A~~offset ~~expenses~~by ~~increased~~a ~~$5.6~~decrease ~~million during 2015 compared to 2014 primarily~~ in ~~Latin America. International outdoor~~ SG&A expenses ~~decreased~~resulting ~~$16.6~~from ~~million~~the ~~during~~sale ~~2015~~of ~~compared~~non-strategic ~~to 2014~~U. ~~Excluding the $45~~S.0 ~~million~~outdoor ~~impact~~markets ~~from movements~~ in ~~foreign~~the ~~exchange~~first ~~rates,~~quarter ~~International~~of ~~outdoor SG&A expenses increased $28~~2016.~~4 million during 2015 compared to 2014 primarily due to higher compensation expense, including commissions in connection with higher revenues.~~

Corporate Expenses

Corporate expenses ~~decreased~~increased $525.9 million during ~~2015 compared to 2014. Excluding~~ the ~~$3.5~~year ~~million~~ended ~~impact~~December ~~from movements in foreign exchange rates~~31, ~~corporate~~2016 ~~expenses decreased $2.4 million during 2015~~ compared to ~~2014~~2015 primarily ~~due~~resulting tofrom ahigher ~~$20.2~~professional ~~million~~fees ~~decrease~~and inhigher ~~spending~~expenses related to ~~our~~variable ~~strategic~~compensation ~~revenue~~plans, ~~and~~as ~~efficiency~~well ~~initiatives.~~as ~~This~~higher ~~was~~employee ~~partially~~health ~~offset~~benefit bycosts. Excluding the ~~impact of an~~ $84.51 million ~~insurance~~impact ~~recovery~~from ~~related~~movements toin ~~stockholder~~foreign ~~litigation~~exchange ~~recognized in 2014~~rates, ~~higher~~corporate ~~variable~~expenses ~~compensation~~increased ~~expense~~$30.0 ~~related~~million toduring ~~sales~~the ~~growth~~year ~~and~~ended ~~higher~~December ~~legal~~31, ~~fees~~2016 ~~related~~compared to ~~the negotiation of digital royalty rates before the Copyright Royalty Board~~2015.

Revenue and Efficiency Initiatives

Included in the amounts for direct operating expenses, SG&A and corporate expenses discussed above are expenses ~~of $42.8 million~~ incurred in ~~2015 in~~ connection with our strategic revenue and efficiency initiatives. ~~The~~These costs ~~were~~consist ~~incurred~~primarily toof ~~improve~~severance ~~revenue~~related ~~growth,~~to ~~enhance~~workforce ~~yield~~initiatives, ~~reduce costs and organize each business to maximize performance and profitability. These costs consist primarily of~~ consolidation of locations and positions, ~~severance~~contract ~~related~~cancellation ~~to workforce initiatives~~costs, consulting expenses, and other costs incurred in connection with ~~streamlining~~improving our businesses. These costs are expected to provide benefits in future periods as the initiative results are realized.

OfStrategic ~~the strategic~~ revenue and efficiency costs ~~for~~were ~~2015,~~ $1430.09 million ~~are~~during ~~reported~~the ~~within~~year ~~direct~~ended ~~operating~~December 31, 2016. Of these expenses, $15.05 million ~~are~~was ~~reported~~incurred ~~within~~by ~~SG&A~~our ~~and~~iHM segment, $133.81 million ~~are~~was ~~reported~~incurred ~~within~~by ~~corporate~~our ~~expense~~Americas outdoor segment, $7.4 Inmillion ~~2014~~was incurred by our International outdoor segment, ~~such~~$1.3 ~~costs~~million ~~totaled~~was incurred by our Other segment and $133.06 million, was incurred by Corporate. $2310.79 million of these costs are reported within direct operating expenses, $16.4 million are reported within SG&A and $343.06 million, ~~respectively~~are reported within corporate expenses.

Strategic revenue and efficiency costs were $42.8 million during the year ended December 31, 2015. Of these expenses, $11.8 million was incurred by our iHM segment, $2.4 million was incurred by our Americas outdoor segment, $11.1 million was incurred by our International outdoor segment, $3.7 million was incurred by our Other segment and $13.8 million was incurred by Corporate. $14.0 million of these costs are reported within direct operating expenses, $15.0 million are reported within SG&A and $13.8 million are reported within corporate expenses.

Depreciation and Amortization

Depreciation and amortization decreased $3638.98 million during ~~2015~~2016 compared to ~~2014~~2015, primarily due to assets becoming fully depreciated or fully amortized, the sale of certain outdoor markets, as well as the impact of movements in foreign exchange rates.

Impairment Charges

We ~~performed~~perform our annual impairment test on our goodwill, FCC licenses, billboard permits, and other intangible assets as of July 1 of each year. In addition, we test for impairment of property, plant and equipment whenever events and circumstances indicate that depreciable assets might be impaired. As a result of these impairment tests, during ~~2015~~2016 we recorded impairment charges of $218.60 million related primarily to ~~billboard~~goodwill ~~permits~~ in one ~~Americas~~of our International outdoor ~~market~~businesses. During ~~2014,~~2015 we ~~recognized~~recorded impairment charges of $2421.26 million ~~primarily~~ related to ~~the~~billboard ~~impairment~~permits ~~of FCC licenses~~ in ~~eight~~one ~~markets~~Americas ~~due~~outdoor ~~to changes in the discount rates and weighted-average cost of capital for those markets~~market. Please see Note 2 to the Consolidated Financial Statements located in Item 8 of this Annual Report on Form 10-K for a further description of the impairment charges.

Other Operating Income, Net

Other operating income ofwas $94353.06 million in ~~2015~~2016, which primarily related to the net gain of $278.3 million on sale of nine non-strategic outdoor markets in the first quarter of 2016 and the net gain of $127.6 million on sale on our outdoor Australia business in the fourth quarter of ~~radio~~2016, ~~towers~~partially offset by the $56.6 million loss, which ~~were~~includes ~~subsequently~~$32.2 ~~leased~~million ~~back~~in cumulative translation adjustments, on the sale of our Turkey business in the second quarter of 2016. In the first quarter of 2016, Americas outdoor sold nine non-strategic outdoor markets including Cleveland and Columbus, Ohio, Des Moines, Iowa, Ft. Smith, Arkansas, Memphis, Tennessee, Portland, Oregon, Reno, Nevada, Seattle, Washington and Wichita, Kansas for net proceeds of $592.3 million in cash and certain advertising assets in Florida.

Other operating income of $4094.0 million in ~~2014~~2015 primarily related to athe ~~non-cash~~ gain on the sale of ~~$43.5~~radio ~~million~~towers ~~recognized~~which onwere ~~the~~subsequently ~~sale~~leased ofback ~~non-core~~(see ~~radio~~Note ~~stations~~2 into ~~exchange~~our ~~for~~Consolidated aFinancial ~~portfolio~~Statements located in Item 8 of 29this ~~stations~~Annual inReport ~~five~~on ~~markets~~Form 10-K).

Interest Expense

Interest expense increased $6344.95 million during ~~2015~~2016 compared to ~~2014~~2015 ~~primarily~~ due to ~~the~~higher ~~weighted~~interest ~~average~~rates ~~cost~~on offloating ~~debt~~rate ~~increasing~~loans ~~due~~and tonew debt ~~refinancing transactions that resulted in higher interest rates~~issuances. Please refer to "Sources of Capital" for additional discussion of debt issuances and exchanges. Our weighted average cost of debt during ~~2015~~2016 and ~~2014~~2015 was 8.5% and 8.15%, respectively.

Loss on Investments, Net

InDuring the years ended December 31, 2016 and 2015, we recognized alosses ~~loss~~ of $512.09 million and $4.4 million, respectively, related to cost -method investments. The loss in the year ended December 31, 2016 related primarily to a $14.5 million non-cash impairment recorded in connection with an other-than-temporary decline in the value of one of our cost investments.

Equity in Loss of Nonconsolidated Affiliates

~~Equity~~During inthe ~~loss~~years ended December 31, 2016 and 2015, we recognized losses of ~~nonconsolidated~~$16.7 ~~affiliates~~million ~~was~~and $0.9 million ~~for~~respectively, ~~2015~~related to equity-method investments. The loss in the year ended December 31, 2016 related primarily to a $15.0 million non-cash impairment recorded in connection with an other-than-temporary decline in the value of one of our equity investments.

~~Equity~~Gain in (loss) ~~of nonconsolidated affiliates of $9.4 million during 2014 primarily related to the $4.5 million gain~~ on ~~the~~Extinguishment ~~sale~~ of our 50% interest in Buspak, offset by the sale of our 50% interest in ARN, which included a loss on the sale of $2.4 million and $11.5 million of foreign exchange losses that were reclassified from accumulated other comprehensive income at the date of the sale.Debt

~~Loss~~During onthe ~~Extinguishment~~third quarter of ~~Debt~~2016, Broader Media, LLC, an indirect wholly-owned subsidiary of the Company, repurchased approximately $383.0 million aggregate principal amount of our 10.0% Senior Notes due 2018 for an aggregate purchase price of approximately $222.2 million. In connection with this repurchase, we recognized a gain of $157.6 million.

In connection with the first quarter 2015 prepayment of our Term Loan B facility and Term Loan C-asset sale facility, we recognized a loss of $2.2 million.

During the fourth quarter of 2014, CC Finco, LLC ("CC Finco"), an indirect wholly-owned subsidiary of ours, repurchased $57.1 million aggregate principal amount of our 5.5% Senior Notes due 2016 and $120.0 million aggregate principal amount of our 10.0% Senior Notes due 2018 for a total of $159.3 million, including accrued interest, through open market purchases. In connection with these transactions, we recognized a net gain of $12.9 million.

In September 2014, we prepaid $974.9 million of the loans outstanding under its Term Loan B facility and $16.1 million of the loans outstanding under its Term Loan C-asset sale facility. In connection with these transactions, we recognized a loss of $4.8 million.

During June 2014, we redeemed $567.1 million aggregate principal amount of its outstanding 5.5% Senior Notes due 2014 and $241.0 million aggregate principal amount of its outstanding 4.9% Senior Notes due 2015. In connection with these transactions, we recognized a loss of $47.5 million.

During the first quarter of 2014, CC Finco repurchased $52.9 million aggregate principal amount of our outstanding 5.5% Senior Notes due 2014 and $9.0 million aggregate principal amount of our outstanding 4.9% Senior Notes due 2015 for a total of $63.1 million, including accrued interest, through open market purchases. In connection with these transactions, we recognized a loss of $3.9 million.

Other Income (Expense), Net

42Other expense was $73.1 million for 2016. Other income was $13.1 million for 2015. These amounts relate primarily to net foreign exchange gains and losses recognized in connection with intercompany notes denominated in foreign currencies. The decline in value during 2016 of the British pound against the Euro impacted Euro-denominated notes payable by one of our UK subsidiaries, which was the primary driver of the foreign exchange loss in 2016.

~~Other~~Income ~~income~~Tax ofBenefit ~~$13.1 million and $9.1 million for 2015 and 2014, respectively, primarily related to gains on foreign exchange transactions.~~(Expense)

~~Income~~The ~~Tax~~effective ~~Expense~~tax rate for the year ended December 31, 2016 was 17.4% as compared to (13.4)% for the year ended December 31, 2015. The effective tax benefit rate for 2016 was impacted by the $43.3 million deferred tax benefit recorded in connection with the release of valuation allowance in France, which was offset by $54.7 million of tax expense attributable to the sale of our outdoor business in Australia. Additionally, the 2016 effective tax benefit rate was impacted by the $31.8 million valuation allowance recorded against a portion of current period federal and state deferred tax assets due to the uncertainty of the ability to realize those assets in future periods.

The effective tax rate for ~~the year ended December 31,~~ 2015 was ~~(13.4%) as compared to (8.3%) for the year ended December 31, 2014. The effective tax rate for 2015 was~~ impacted by the $305.3 million valuation allowance recorded against our current period federal and state net operating losses due to the uncertainty of the ability to utilize those losses in future periods. The valuation allowance was recorded against the Company's current period federal and state net operating losses due to the uncertainty of the ability to utilize these losses in future periods.

The effective tax rate for the year ended December 31, 2014 was primarily impacted by the $339.8 million valuation allowance recorded during the period as additional deferred tax expense. The valuation allowance was recorded against a portion of the U.S. Federal and State net operating losses due to the uncertainty of the ability to utilize those losses in future periods. This expense was partially offset by $28.9 million in net tax benefits associated with a decrease in unrecognized tax benefits resulting from the expiration of statutes of limitations to assess taxes in the United Kingdom and several state jurisdictions.

iHM Results of Operations

Our iHM operating results were as follows:

(In thousands)	Years Ended December 31,				%
	2015		2014		Change
	2016		2015		Change
Revenue	$	3,~~284~~403,~~320~~040	$	3,~~161~~284,~~503~~320	3.96%
Direct operating expenses	~~972~~975,~~937~~463		~~932~~972,~~172~~937		40.43%
SG&A expenses	1,~~065~~102,~~066~~998		1,~~013~~065,~~407~~066		53.16%
Depreciation and amortization	~~240~~243,~~207~~964		240,~~846~~207		(01.3)6%
Operating income	$	1,~~006~~080,~~110~~615	$	~~975~~1,~~078~~006,110	37.24%

iHM revenue increased $~~122~~118.87 million during ~~2015~~2016 compared to ~~2014~~2015. ~~driven~~Growth ~~primarily by increases~~ in ~~our~~broadcast ~~core~~ radio ~~business, both broadcast~~ and digital, ~~including~~advertising ~~the~~was ~~impact~~driven ofprimarily ~~marketing~~by ~~partnerships~~political ~~with~~advertising ~~our~~revenues ~~advertisers~~resulting ~~for~~from ~~live~~2016 ~~events,~~being ~~such~~a aspresidential ~~the~~election ~~iHeartRadio~~year. ~~Music~~In ~~Festival~~addition, ~~the~~we ~~iHeartRadio~~had ~~Music~~growth ~~Awards,~~in ~~the~~our ~~iHeart~~traffic ~~Country Festival~~ and ~~iHeartRadio~~weather ~~Jingle Balls concert tour~~business, ~~and~~sponsorship ~~barter~~ and ~~trade~~other ~~revenue.~~revenues ~~Revenue~~surrounding ~~also increased for~~ our ~~traffic~~events and ~~weather~~trade ~~business,~~and asbarter. ~~well~~Trade asand ~~growth~~barter inincludes ~~our~~the ~~syndication~~impact ~~business~~of ~~driven~~marketing bypartnerships ~~growth~~with in our ~~news/talk~~advertisers ~~format.~~on ~~Partially~~events, ~~offsetting~~as ~~these~~well ~~increases~~as ~~were~~revenue ~~decreases~~recognized in ~~political~~connection with advertising ~~revenues~~provided asduring athe ~~result~~period ofin ~~2015~~connection ~~not~~with ~~being~~investments amade ~~congressional~~in ~~election~~certain ~~year~~non-public companies.

iHM direct operating expenses increased $40.8 million during 2015 compared to 2014, primarily due to higher music license and performance royalties, higher lease expense as a result of the sale and subsequent leaseback of radio tower sites and higher radio programming costs. iHM SG&A expenses increased $51.7 million during 2015 compared to 2014 primarily due to higher barter and trade expenses, higher bad debt expense and investments in national and digital sales capabilities, partially offset by lower advertising and promotion expense and lower legal expense. Strategic revenue and efficiency spending included in SG&A expenses decreased $3.9 million compared to the same period last year.48

Americas Outdoor Results of Operations

Our Americas outdoor operating results were as follows:

(In thousands)	Years Ended December 31,				%
	2015		2014		Change
	2016		2015		Change
Revenue	$	1,~~349~~278,~~021~~413	$	1,~~350~~349,~~623~~021	(05.12)%
Direct operating expenses	~~597~~570,~~382~~310		~~605~~597,~~771~~382		(1.4.5)%
SG&A expenses	~~233~~225,~~254~~415		233,~~641~~254		(03.24)%
Depreciation and amortization	~~204~~185,~~514~~654		~~203~~204,~~928~~514		0(9.32)%
Operating income	$	~~313~~297,~~871~~034	$	~~307~~313,~~283~~871	2(5.14)%

Americas outdoor revenue decreased $170.6 million during ~~2015~~2016 compared to ~~2014~~2015. Excluding the $237.47 million impact from movements in foreign exchange rates, Americas outdoor revenue ~~increased~~decreased $2162.89 million during ~~2015~~2016 compared to ~~2014~~2015. The decrease in revenue is due to the $102.7 million impact of the sale of nine non-strategic U.S. markets in the first quarter of 2016. The decrease in revenue resulting from these sales was partially offset by increased revenues from digital billboards from new deployments and higher occupancy on existing digital billboards, as well as new airport contracts, and higher revenues in Latin America.

43Americas outdoor direct operating expenses decreased $27.1 million during 2016 compared to 2015. Excluding the $3.6 million impact from movements in foreign exchange rates, Americas outdoor direct operating expenses decreased $23.5 million during 2016 compared to 2015. The decrease in direct operating expenses was driven by a $35.4 million decrease in direct operating expenses resulting from the sale of the nine non-strategic markets in the first quarter of 2016, partially offset by higher site lease expenses related to new airport contracts. Americas outdoor SG&A expenses decreased $7.8 million during 2016 compared to 2015. Excluding the $2.1 million impact from movements in foreign exchange rates, Americas outdoor SG&A expenses decreased $5.7 million during 2016 compared to 2015. This decrease was due to a $20.4 million decrease in SG&A expenses resulting from the sale of the nine non-strategic U.S. markets in the first quarter of 2016, partially offset by higher variable compensation expense related to higher revenues.

~~driven~~Depreciation ~~primarily~~and byamortization andecreased ~~increase~~$18.9 inmillion. ~~revenues~~Excluding ~~from~~the ~~digital~~$0.8 ~~billboards~~million asimpact afrom ~~result~~movements ofin ~~new~~foreign ~~deployments~~exchange rates, asdepreciation ~~well~~and asamortization ~~from~~decreased ~~our~~$18.1 ~~Spectacolor~~million ~~business,~~primarily ~~partially~~due ~~offset~~to bythe ~~lower~~sale ~~advertising~~of ~~revenues~~the ~~from~~nine ~~our~~non-strategic ~~static~~U.S. ~~bulletins~~markets ~~and~~in ~~posters,~~the first quarter of 2016 and ~~our~~assets ~~airports~~becoming ~~business~~fully depreciated or fully amortized.

Americas outdoor direct operating expenses decreased $8.4 million during 2015 compared to 2014. Excluding the $13.1 million impact from movements in foreign exchange rates, Americas outdoor direct operating expenses increased $4.7 million during 2015 compared to 2014 primarily due to higher variable site lease expenses related to the increase in revenues. Americas outdoor SG&A expenses decreased $0.4 million during 2015 compared to 2014. Excluding the $6.0 million impact from movements in foreign exchange rates, Americas outdoor SG&A expenses increased $5.6 million during 2015 compared to 2014 primarily due to higher expenses in Latin America.

International Outdoor Results of Operations

Our International outdoor operating results were as follows:

(In thousands)	Years Ended December 31,				%
	2015		2014		Change
	2016		2015		Change
Revenue	$	1,~~457~~410,~~183~~471	$	1,~~610~~457,~~636~~183	(93.52)%
Direct operating expenses	~~897~~851,~~520~~748		~~991~~897,~~117~~520		(95.41)%
SG&A expenses	~~298~~289,~~250~~787		~~314~~298,~~878~~250		(52.38)%
Depreciation and amortization	~~166~~152,~~060~~758		~~198~~166,~~143~~060		(168.20)%
Operating income	$	95116,~~353~~178	$	~~106~~95,~~498~~353	~~(10~~21.5)8%

International outdoor revenue decreased $~~153~~46.47 million during ~~2015~~2016 compared to ~~2014~~2015. Excluding the $~~205~~39.69 million impact from movements in foreign exchange rates, International outdoor revenue ~~increased~~decreased $526.28 million during ~~2015~~2016 compared to ~~2014~~2015. ~~primarily~~The ~~driven~~decrease byin ~~new~~revenue ~~contracts~~is ~~along~~due ~~with~~to ~~higher~~a ~~occupancy~~$22.7 ~~and~~million ~~higher~~decrease ~~rates for our transit and street furniture products, particularly digital,~~ in ~~certain~~revenue ~~European~~resulting ~~countries,~~from ~~including Sweden, Norway, Italy and~~ the ~~UK,~~sale asof ~~well~~our asbusinesses ~~from new contracts~~ in ~~Australia~~Turkey and ~~China.~~

International outdoor direct operating expenses decreased $93.6 million during 2015 compared to 2014. Excluding the $133.5 million impact from movements in foreign exchange rates, International outdoor direct operating expenses increased $39.9 million during 2015 compared to 2014 primarily as a result of higher variable costs associated with higher revenue, as well as site lease termination fees on lower-margin boards incurred in connection with strategic revenue and efficiency initiatives. International outdoor SG&A expenses decreased $16.6 million during 2015 compared to 2014. Excluding the $45.0 million impact from movements in foreign exchange rates, International outdoor SG&A expenses increased $28.4 million during 2015 compared to 2014 primarily due to higher compensation expense, including commissions in connection with higher revenues.49

~~Depreciation~~Australia in the second and ~~amortization~~fourth ~~decreased~~quarters ~~$32.1~~of ~~million.~~2016, ~~Excluding~~respectively, as well as lower revenue in the ~~$19.5~~United ~~million~~Kingdom ~~impact~~as ~~from~~a ~~movements~~result inof ~~foreign~~the ~~exchange~~London ~~rates,~~bus ~~depreciation~~shelter ~~and~~contract ~~amortization~~not ~~decreased~~being ~~$12~~renewed.6 ~~million~~These ~~primarily~~decreases ~~due~~were topartially ~~assets~~offset ~~becoming~~by ~~fully~~growth ~~depreciated~~across ormost ~~fully~~of ~~amortized~~our markets including China, Spain, Sweden, France and Belgium, primarily from new digital assets and new contracts.

~~Also~~International ~~included~~outdoor direct operating expenses decreased $45.8 million during 2016 compared to 2015. Excluding the $25.4 million impact from movements in foreign exchange rates, International ~~Outdoor~~outdoor direct operating expenses decreased $20.4 million during 2016 compared to 2015. The decrease was driven by a $14.6 million decrease in direct operating expenses resulting from the sale of our businesses in Turkey and Australia and lower rent expense due to lower revenue in the United Kingdom as a result of the London bus shelter contract not being renewed. These decreases were partially offset by higher site lease and production expenses in countries experiencing revenue growth. International outdoor SG&A expenses ~~are~~decreased $8.25 million ~~and~~during 2016 compared to 2015. Excluding the $37.28 million, ~~respectively,~~impact ~~recorded~~from movements in ~~the~~foreign ~~fourth~~exchange ~~quarter~~rates, ofInternational ~~2015~~outdoor toSG&A ~~correct~~expenses ~~for~~decreased ~~accounting~~$0.7 ~~errors~~million ~~included~~during in2016 ~~the~~compared ~~results~~to ~~for~~2015. ~~our~~The ~~Netherlands~~decrease ~~subsidiary~~in ~~reported~~SG&A inexpenses ~~prior~~was ~~years~~primarily due to a $3.0 ~~Such~~million ~~corrections~~decrease ~~are~~resulting ~~not~~from ~~considered~~the tosale beof ~~material~~our tobusinesses ~~the~~in ~~current~~Turkey ~~year~~and orAustralia, ~~prior~~partially ~~year~~offset ~~financial~~by ~~results~~higher variable compensation expenses.

44Included in 2015 International Outdoor direct operating expenses and SG&A expenses are $8.2 million and $3.2 million, respectively, recorded in the fourth quarter of 2015 to correct for accounting errors included in the results of our Netherlands subsidiary reported in prior years. Such corrections are not considered to be material to the prior year financial results.

Reconciliation of Segment Operating Income to Consolidated Operating Income

(In thousands)	Years Ended December 31,
	2016			2015			2014
	2017			2016			2015
iHM	$	1904,~~080,615~~342		$	1,~~006~~080,~~110~~615		$	~~975~~1,~~078~~006,110
Americas outdoor advertising	297,034			313,871			307,283
Americas outdoor	273,039			297,034			313,871
International outdoor advertising	116,178			95,353			106,498
International outdoor	85,893			116,178			95,353
Other	4328,~~411~~395			1943,~~314~~411			3619,~~359~~314
Impairment charges	(810,~~000~~199		)	(218,~~631~~000		)	(2421,~~176~~631		)
Corporate expense (1)	(~~378~~347,~~103~~236		)	(~~357~~378,~~587~~150		)	(~~359~~357,~~487~~731		)
Other operating income, net	~~353~~35,~~556~~704			94353,~~001~~556			4094,~~031~~001
Consolidated operating income	$	1969,~~504,691~~938		$	1,~~149~~504,~~431~~644		$	1,~~081~~149,~~586~~287


(1)	Corporate expenses include expenses related to iHM, Americas outdoor, International outdoor and our Other category, as well as overall executive, administrative and support functions.

Share-Based Compensation Expense

We do not have any compensation plans under which we grant stock awards to employees. Certain employees receive equity awards from the equity incentive plans of our indirect parent, iHeartMedia, Inc. (“Parent”), and our subsidiary, CCOH.

Share-based compensation expenses are recorded in corporate expenses and were $1312.1 million, $1013.91 million and $1011.71 million for the years ended December 31, ~~2016~~2017, ~~2015~~2016 and ~~2014~~2015, respectively.

As of December 31, ~~2016~~2017, there was $2117.05 million of unrecognized compensation cost, net of estimated forfeitures, related to unvested share-based compensation arrangements that will vest based on service conditions. This cost is expected to be recognized over a weighted average period of approximately three years. In addition, as of December 31, ~~2016~~2017, there was $26.45 million of unrecognized compensation cost, net of estimated forfeitures, related to unvested share-based compensation arrangements that will vest based on market, performance and service conditions. This cost will be recognized when it becomes probable that the performance condition will be satisfied.

LIQUIDITY AND CAPITAL RESOURCES

Cash Flows

The following discussion highlights cash flow activities during the years ended December 31, ~~2016~~2017, ~~2015~~2016 and ~~2014~~2015:

(In thousands)	Years Ended December 31,
	2016			2015			2014
	2017			2016			2015
Cash provided by (used for):
Operating activities	$	(13503,~~982~~740	)	$	(7713,~~304~~982	)	$	~~245~~(77,~~116~~304	)
Investing activities	$	~~510~~(236,~~915~~071	)	$	30510,~~234~~915		$	~~(88~~30,~~682~~234	)
Financing activities	$	~~(418~~151,~~231~~335	)	$	~~377~~(418,~~410~~231	)	$	~~(398~~377,~~001~~410	)

Operating Activities

2017

Cash used for operating activities was $503.7 million in 2017 compared to $14.0 million of cash used for operating activities in 2016. Our consolidated net loss in 2017 and 2016 included non-cash items of $123.1 million and $195.1 million, respectively. Non-cash items affecting our net loss include impairment charges, depreciation and amortization, deferred taxes, provision for doubtful accounts, amortization of deferred financing charges and note discounts, net, share-based compensation, gain on disposal of operating and fixed assets, loss on investments, equity in loss of nonconsolidated affiliates, (gain) loss on extinguishment of debt, and other reconciling items, net as presented on the face of the consolidated statement of cash flows. The increase in cash used for operating activities is primarily attributed to lower operating income as well as changes in working capital balances, particularly accounts receivable, which was impacted by slower collections, and prepaid assets, partially offset by accrued interest and accounts payable due to the timing of payments. Cash paid for interest was $7.6 million higher in 2017 compared to the prior year due to higher variable interest rates and interest on new debt issuances.

2016

Cash used for operating activities was $14.0 million in 2016 compared to $77.3 million of cash used for operating activities in 2015. Our consolidated net loss in 2016 and 2015 included non-cash items of $195.01 million and $700.78 million, respectively. Non-cash items affecting our net loss include impairment charges, depreciation and amortization, deferred taxes, provision for doubtful accounts, amortization of deferred financing charges and note discounts, net, share-based compensation, gain on disposal of operating and fixed assets, loss on investments, equity in loss of nonconsolidated affiliates, (gain) loss on extinguishment of debt, and other reconciling items, net as presented on the face of the consolidated statement of cash flows. The decrease in cash used for operating activities is primarily attributed to changes in working capital balances, particularly accounts receivable, which were driven primarily by improved collections. Cash paid for interest was $77.8 million higher in 2016 compared to the prior year due to the timing of accrued interest payments and higher interest rates as a result of financing transactions.

2015

Cash used for operating activities was $77.3 million in 2015 compared to $245.1 million of cash provided from operating activities in 2014. Our consolidated net loss in 2015 and 2014 included non-cash items of $700.7 8 million and $877.56 million, respectively. Non-cash items affecting our net loss include impairment charges, depreciation and amortization, deferred taxes, provision for doubtful accounts, amortization of deferred financing charges and note discounts, net, share-based compensation, gain on disposal of operating and fixed assets, gain on marketable securities, equity in (earnings) loss of nonconsolidated affiliates, loss on extinguishment of debt, and other reconciling items, net as presented on the face of the consolidated statement of cash flows. The increase in cash used for operating activities is primarily attributed to an increase of $146.1 million of cash interest payments in 2015 compared to 2014, as well as changes in working capital balances, particularly accounts receivable, which were driven primarily by an increase in revenues and slower collections, as well as prepaid and other current assets. Cash paid for interest was higher in 2015 compared to the prior year due to the timing of accrued interest payments and higher interest rates as a result of refinancing transactions.

2014

Cash provided by operating activities in 2014 was $245.1 million compared to $212.9 million of cash provided in 2013. Our consolidated net loss included $877.5 million of non-cash items in 2014. Our consolidated net loss in 2013 included $782.5 million of non-cash items. Non-cash items affecting our net loss include impairment charges, depreciation and amortization, deferred taxes, provision for doubtful accounts, amortization of deferred financing charges and note discounts, net, share-based compensation, gain on disposal of operating and fixed assets, gain on marketable securities, equity in (earnings) loss of nonconsolidated affiliates, loss on extinguishment of debt, and other reconciling items, net as presented on the face of the consolidated statement of cash flows. Cash paid for interest was $2.6 million lower in 2014 compared to the prior year due to the timing of accrued interest payments from refinancing transactions.

Investing Activities

2017

Cash used for investing activities of $236.1 million in 2017 reflected $292.0 million used for capital expenditures, partially offset by net cash proceeds from the sale of assets of $83.0 million, which included net cash proceeds from the sale of our Outdoor

Indianapolis market of $43.1 million. We spent $58.1 million for capital expenditures in our iHM segment primarily related to leasehold improvements and IT infrastructure, $74.6 million in our Americas outdoor segment primarily related to the construction of new advertising structures such as digital displays, $146.4 million in our International outdoor segment primarily related to street furniture advertising structures, $0.9 million in our Other category and $12.0 million by Corporate primarily related to equipment and software.

2016

Cash provided by investing activities of $510.9 million in 2016 primarily reflected net cash proceeds from the sale of nine non-strategic outdoor markets including Cleveland and Columbus, Ohio, Des Moines, Iowa, Ft. Smith, Arkansas, Memphis, Tennessee, Portland, Oregon, Reno, Nevada, Seattle, Washington and Wichita, Kansas of $592.3 million in cash and certain advertising assets in Florida, and the sale of our outdoor business in Australia for $195.7 million, net of cash retained by the purchaser and closing costs. Those sale proceeds were partially offset by $314.7 million used for capital expenditures. We spent $73.2 million for capital expenditures in our iHM segment primarily related to leasehold improvements and IT infrastructure, $81.4 million in our Americas outdoor segment primarily related to the construction of new advertising structures such as digital displays, $143.8 million in our International outdoor segment primarily related to street furniture advertising structures, $2.5 million in our Other category and $13.8 million by Corporate primarily related to equipment and software.

2015

Cash provided by investing activities of $30.2 million in 2015 primarily reflected proceeds of $369.9 million from the sale of broadcasting towers and related property and equipment, as well as proceeds of $34.3 million from the sale of our San Antonio office buildings, partially offset by closing costs incurred in relation to the sale of broadcasting towers of $10.0 million. We are leasing back a portion of the radio towers and related property and equipment, as well as the San Antonio office buildings, under long-term operating leases. Those sale proceeds were partially offset by $296.4 million used for capital expenditures and $85.8 million used to purchase businesses, investments and other operating assets. We spent $63.8 million for capital expenditures in our iHM segment primarily related to leasehold improvements and IT infrastructure, $82.2 million in our Americas outdoor segment primarily related to the construction of new advertising structures such as digital displays, $132.6 million in our International outdoor segment primarily related to street furniture advertising and digital billboard structures, $2.0 million in our Other category and $15.8 million by Corporate primarily related to equipment and software.

2014

Cash used for investing activities of $88.7 million in 2014 primarily reflected capital expenditures of $318.2 million, partially offset by proceeds of $236.6 million primarily from the sale of our 50% interest in ARN and the sale of our 50% interest in Buspak. We spent $53.9 million for capital expenditures in our iHM segment primarily related to leasehold improvements and IT infrastructure, $109.7 million in our Americas outdoor segment primarily related to the construction of new advertising structures such as digital displays, $117.5 million in our International outdoor segment primarily related to billboard and street furniture advertising structures, $2.2 million in our Other category, and $34.9 million by Corporate primarily related to equipment and software.

Financing Activities

2017

Cash provided by financing activities of $151.3 million in 2017 primarily resulted from proceeds from long-term debt issued by one of our international subsidiaries, as well as borrowings on our receivables-based credit facility. These proceeds were partially offset by dividends paid to non-controlling interests, which represents the portion of the dividends paid by CCOH to parties other than our subsidiaries that own CCOH stock, and a payment under our receivables-based credit facility.

2016

Cash used for financing activities of $418.2 million in 2016 primarily resulted from the purchase of our 10.0% Senior Notes due 2018 for an aggregate purchase price of $222.2 million, the payment at maturity of $192.9 million of 5.5% Senior Notes in December 2016, other payments on long-term debt and dividends paid to non-controlling interests, partially offset by net draws under our receivables based credit facility of $100.0 million.

2015

Cash provided by financing activities of $377.4 million in 2015 primarily resulted from net draws under our receivables based credit facility of $230.0 million, the net effect of the proceeds from the issuance of $950.0 million of 10.625% Priority Guarantee Notes due 2023 and proceeds from the issuance by CCIBV of $225.0 million of 8.75% Senior Notes due 2020, offset by the prepayment at par of $916.1 million of the loans outstanding under our term loan B facility, $15.2 million of the loans outstanding under our term loan C-asset sale facility and cash paid of $42.6 million to purchase CCOH’s Class A common stock.

~~2014~~52

~~Cash~~Liquidity ~~used~~Before ~~for~~Filing ~~financing activities of $398.0 million in 2014 primarily reflected payments on long-term debt and~~ the ~~payment~~Chapter by11 ~~CCOH~~Cases of a dividend to CCOH stockholders, partially offset by proceeds from the issuance of long-term debt. We received cash proceeds from the issuance by CCU Escrow Corporation of 10% Senior Notes due 2018 ($850.0 million in aggregate principal amount), the sale by a subsidiary of ours of 14% Senior Notes due 2021 to private purchasers ($227.0 million in aggregate principal amount) and the issuance to private purchasers of 9% Priority Guarantee Notes due 2022 ($1,000.0 million in aggregate principal amount). This was partially offset by the redemption of $567.1 million principal amount outstanding of our 5.5% Senior Notes due 2014 (including $158.5 million principal amount of the notes held by a subsidiary of the Company) and $241.0 million principal amount outstanding of our 4.9% Senior Notes due 2015, the repayment of the full $247.0 million principal amount outstanding under our receivables-based credit facility, and the prepayment of $974.9 million aggregate principal amount of the Term B facility due 2016 and $16.1 million aggregate principal amount of the Term loan C facility due 2016. In addition, during 2014, CC Finco repurchased $239.0 million aggregate principal amount of notes, for a total purchase price of $222.4 million, including accrued interest.

~~Anticipated~~Historically, our primary sources of liquidity were cash on hand, cash flow from operations, borrowing capacity under our domestic receivables-based credit facility, subject to the limitations contained in our material financing agreements, and cash from liquidity-generating transactions. As of December 31, 2017, we had $267.1 million of cash and cash equivalents on our balance sheet, including $144.1 million of cash and cash equivalents held by our subsidiary, CCOH. Cash ~~Requirements~~held by CCOH included $119.0 million of cash held outside the U.S. Excess cash from our foreign operations may be transferred to our operations in the United States if needed to fund operations in the United States, subject to the foreseeable cash needs of our foreign operations and the mutual agreement of CCOH and us. If any excess cash held by our foreign subsidiaries were needed to fund operations in the U.S., we could presently repatriate available funds without a requirement to accrue or pay U.S. taxes as a result of significant deficits, as calculated for tax law purposes, in our foreign earnings and profits, which gives us flexibility to make future cash distributions as non-taxable returns of capital. Additionally, as a result of U.S. tax reform, future dividend distributions from our international subsidiaries are exempt from U.S. federal income tax beginning January 1, 2018.

~~Our~~On ~~primary~~November ~~sources of liquidity are cash on hand~~30, ~~cash flow from operations~~2017, ~~borrowing~~we ~~capacity~~refinanced ~~under~~ our ~~domestic~~ receivables based credit facility, ~~subject to certain limitations contained in our material financing agreements~~ and ~~cash~~replaced ~~from~~it ~~liquidity-generating~~with ~~transactions.~~a Asnew offacility ~~December 31,~~providing ~~2016,~~for wea ~~had~~ $~~845~~300.0 million ofterm ~~cash~~loan onand ~~our~~revolving ~~balance~~credit ~~sheet,~~commitments ~~including~~of $~~542~~250.0 million ~~of cash held by our subsidiary, CCOH~~. ~~Included~~ inThe ~~the~~facility ~~cash~~has ~~held~~a ~~by CCOH is $180.1 million of cash held outside the U.S. It is our policy to permanently reinvest the earnings of our non~~three-~~U.S.~~year subsidiaries as these earnings are generally redeployed in those jurisdictions for operating needs and continued functioning of their businesses. We have the ability and intent to indefinitely reinvest the undistributed earnings of consolidated subsidiaries based outside of the United States. If any excess cash held by our foreign subsidiaries were needed to fund operations in the United Statesterm, wematuring ~~could presently repatriate available funds without a requirement to accrue or pay U.S. taxes. This is a result of significant deficits, as calculated for tax law purposes,~~ in ~~our~~2020 ~~foreign earnings~~ and ~~profits,~~accrues ~~which~~interest ~~gives~~at ~~us flexibility to make future cash distributions as non-taxable returns of capital. As of December 31, 2016, we had~~ a ~~borrowing~~rate ~~base~~ of ~~$480.4~~LIBOR ~~million~~plus ~~under our receivables based credit facility, had $330~~4.~~0 million of outstanding borrowings and had $36~~75%.8 million of outstanding letters of credit, resulting in $113.6 million of excess availability. However, any incremental borrowings under our receivables based credit facility may be further limited by the terms contained in our material financing agreements.

~~Since~~As ~~the beginning~~ of ~~2016~~December 31, ~~we successfully completed several transactions that had a positive impact on our liquidity. In the first quarter of 2016~~2017, we ~~received~~had $~~196~~405.30 million ~~as a dividend from CCOH funded with the proceeds~~ of ~~the~~outstanding ~~December~~borrowings ~~2015 issuance of 8.75% Senior Notes due 2020 by Clear Channel International B.V. (“CCIBV”), an indirect subsidiary of the Company~~ and ofhad ~~CCOH, and~~ $~~486~~57.53 million ~~as a dividend from CCOH ($186.5 million net~~ of ~~our~~outstanding ~~concurrent~~letters ~~repayment~~ of ~~the~~credit ~~Revolving Promissory Note) funded with the proceeds of a $300.0 million repayment~~ under the Revolving Promissory note and the sale of CCOH's outdoor business in non-strategic Americas outdoor markets. During the fourth quarter of 2016, CCOH sold its outdoor business in Australia for cash proceeds of $195.7 million, net of cash retained by the purchaser and closing costs and we incurred $100.0 million of additional borrowings under our receivables -based credit facility. On February 9, 2017, CCOH declared a special dividend of $282.5 million using a portion of the proceeds from the sales of certain non-strategic U.S. outdoor markets and of our Australia outdoor business. We received on February 23, 2017 89.9% of the dividend or approximately $254.0 million, with the remaining 10.1% or approximately $28.5 million paid to public stockholders of CCOH. These transactions improved our liquidity position in the short term. We are currently exploring, and expect to continue to explore, a variety of other transactions to provide us with additional liquidity. We cannot assure you that we will enter into or consummate any such liquidity-generating transactions,

47Recent Liquidity-Generating Transactions

orOn ~~that~~February ~~such~~7, ~~transactions~~2017, ~~will~~we ~~provide~~completed ~~sufficient~~an ~~cash~~exchange tooffer ~~satisfy~~of ~~our~~$476.4 ~~liquidity~~million ~~needs,~~principal ~~and~~amount ~~any~~of ~~such~~our ~~transactions,~~10.0% ifSenior ~~consummated,~~Notes ~~could~~due ~~adversely~~2018 ~~affect~~for us$476.4 inmillion ~~other~~principal ~~ways. Future~~amount ~~liquidity~~of newly-~~generating~~issued ~~transactions~~11.25% ~~could~~Priority ~~have~~Guarantee Notes due 2021. Of the ~~effect~~$476.4 million principal amount of ~~further~~11.25% ~~increasing~~Priority ~~our~~Guarantee ~~annual~~Notes ~~cash~~due ~~interest~~2021 ~~payment~~issued ~~obligations,~~in ~~reducing~~the ~~our~~exchange ~~cash~~offer, ~~flow~~$241.4 ~~from~~million ~~operations~~principal oramount ~~reducing~~was ~~cash~~issued ~~available~~to ~~for~~subsidiaries ~~capital~~of ~~expenditures~~ours ~~and~~that ~~other~~participated ~~business~~in ~~initiatives~~the exchange offer.

Our primary uses of liquidity are to fund our working capital, debt service, capital expenditures and other obligations. At December 31, 2016, we had debt maturities totaling $343.5 million, $559.1 million and $8,369.0 million in 2017, 2018 and 2019, respectively. On February 79, 2017, weCCOH ~~exchanged~~declared ~~$234.9~~a ~~million~~special ofdividend ~~our 10.0% Senior Notes due 2018, net~~ of $~~241~~282.45 million ofusing ~~such~~a ~~notes~~portion ~~held~~of bythe ~~our~~proceeds ~~subsidiaries,~~from ~~for~~the ~~$234.9~~sales ~~million principal amount~~ of ~~newly~~certain non-~~issued~~strategic 11U.~~25% Priority Guarantee Notes due 2021~~S. A ~~substantial~~outdoor ~~amount~~markets and of our ~~cash~~Australia ~~requirements~~outdoor ~~are for debt service obligations~~business. ~~During~~ ~~the~~On ~~year~~February ~~ended December 31~~23, ~~2016~~2017, we ~~spent~~received ~~$2,081~~89.39% ~~million~~ of ~~cash~~that ~~on payments of principal and interest on our debt~~dividend, ~~net~~or ofapproximately ~~facility draws and proceeds received, compared to~~ $~~1,219~~254.50 million, inwith the ~~year~~remaining ~~ended December 31~~10.1%, ~~2015. We~~or ~~anticipate having~~ approximately $128.75 ~~billion of cash interest payment obligations in 2017~~million, ~~compared~~paid to ~~$1.8~~public ~~billion~~stockholders of ~~cash interest payments in 2016~~CCOH. Our significant interest payment obligations reduce our financial flexibility, make us more vulnerable to changes in operating performance and economic downturns, reduce our liquidity over time and could negatively affect our ability to obtain additional financing in the future.

~~While~~On weJuly ~~have been successful in accessing the capital markets on terms and in amounts adequate to refinance our indebtedness and meet our liquidity needs in the past~~10, ~~there can be no assurance that refinancing alternatives will be available in sufficient amounts or on terms acceptable to us in the future due to market conditions~~2017, ~~our~~a ~~financial~~subsidiary ~~condition, our liquidity constraints or other factors, many~~ of ~~which~~ours ~~are~~exchanged ~~beyond our control~~$15.6 ~~Even~~million ifaggregate ~~refinancing~~principal ~~alternatives~~amount ~~are~~outstanding ~~available~~of ~~to us, we may not find them suitable or at comparable interest rates to the indebtedness being refinanced, and our annual cash interest payment obligations could increase further~~10. In0% ~~addition,~~Senior ~~the~~Notes ~~terms~~due of2018 ~~our~~that ~~existing~~were orheld ~~future~~by ~~debt~~an ~~agreements~~unaffiliated ~~may~~third ~~restrict~~party usfor ~~from securing refinancing on terms that are available to us at that time~~$15. If6 wemillion ~~are~~aggregate ~~unable~~principal toamount ~~continue to obtain sources~~ of ~~refinancing~~its or11.25% ~~generate~~Priority ~~sufficient~~Guarantee ~~cash~~Notes ~~through~~due ~~our~~2021 ~~operations~~that ~~and~~were ~~liquidity-generating~~held ~~transactions,~~by ~~we could face substantial liquidity problems, which could have~~ a ~~material~~subsidiary ~~adverse~~of ~~effect on our financial condition and on our ability to meet our obligations~~ours.

On July 1531, 2016, Broader Media, LLC, our indirect wholly-owned subsidiary, repurchased approximately $383.0 million aggregate principal amount of our 10.0% Senior Notes due 2018 for an aggregate purchase price of approximately $222.2 million. The repurchase effectively reduces the principal amount of our debt maturing in 2018 by $383.0 million and our consolidated annual cash interest obligations by $38.3 million, because principal and interest payments made to our wholly-owned subsidiary are eliminated in consolidation. On February 7, 2017, we ~~completed~~borrowed an ~~exchange~~additional ~~offer of~~ $~~476~~60.40 million ~~principal~~under ~~amount of~~ our ~~10.0% Senior Notes due 2018 for $476.4 million principal amount of newly~~receivables-~~issued~~based ~~11.25%~~credit ~~Priority Guarantee Notes due 2021~~facility. Of the $476.4 million principal amount of 11.25% Priority Guarantee Notes due 2021 issued in the exchange offer, $241.4 million principal amount was issued to subsidiaries of iHeartCommunications that exchanged 10.0% Senior Notes due 2018 in the exchange offer. We may make additional repurchases of indebtedness of us in the future. In addition, we frequently evaluate strategic opportunities both within and outside our existing lines of business. We expect from time to time to pursue dispositions or acquisitions, which could be material. Our and our subsidiaries’ significant amount of indebtedness may limit our ability to pursue dispositions or acquisitions. The terms of our existing or future debt agreements may also restrict our ability to engage in these transactions.

On ~~November 17~~August 14, ~~2016~~2017, weClear ~~incurred~~Channel ~~$100~~International B.0V. ~~million~~("CCIBV"), ~~of additional borrowings under~~ our ~~receivables based credit facility~~indirect subsidiary, ~~and~~issued asan ofadditional ~~December 31, 2016, we had total outstanding borrowings of~~ $~~330~~150.0 million ~~under~~in ~~this~~aggregate ~~facility.~~principal ~~Due~~amount toof ~~the~~its ~~seasonal~~8.75% ~~variations~~Senior inNotes ~~our~~due ~~business,~~2020 we(the ~~made~~“New aCCIBV ~~repayment of $25~~Notes”).0 ~~million~~The onNew ~~January~~CCIBV ~~31,~~Notes ~~2017,~~were ~~and~~issued weas ~~expect~~additional ~~our~~notes ~~borrowing~~under ~~base~~the ~~and~~indenture ~~excess~~governing ~~availability~~CCIBV’s toexisting ~~decrease~~8.75% inSenior ~~the~~Notes ~~first~~due ~~quarter~~2020 ofand ~~2017.~~were Asissued at a ~~result~~premium, wewhich ~~may~~resulted bein ~~required~~$156.0 tomillion ~~repay~~in anproceeds. The ~~additional~~New ~~portion~~CCIBV ofNotes ~~our~~mature ~~outstanding~~on ~~borrowings~~December 15, ~~under~~2020 ~~this~~and ~~facility~~bear ~~during~~interest ~~the~~at ~~first~~a ~~quarter~~rate of ~~2017~~8. ~~The~~75% per ~~receivables~~annum, ~~based~~payable ~~credit~~semi-annually ~~facility~~in ~~has~~arrears aon ~~maturity~~June 15 ~~date~~and of December 15 ~~24,~~of ~~2017.~~each year.

~~During~~In ~~the~~October ~~second quarter of 2014~~2017, ~~the~~a ~~FASB~~subsidiary ~~issued ASU No. 2014-15, Presentation~~ of ~~Financial~~ours ~~Statements~~exchanged -$45.0 ~~Going~~million ~~Concern~~aggregate ~~(Subtopic~~principal ~~205-40):~~amount ~~Disclosure~~ of ~~Uncertainties about an Entity's Ability to Continue as a Going Concern~~11.25% ~~This~~Priority ~~update~~Guarantee ~~provides~~Notes ~~U.S.~~due ~~GAAP~~2021 ~~guidance~~that onwere ~~management’s~~held ~~responsibility~~by ~~in evaluating whether there is substantial doubt about~~ a ~~company’s~~subsidiary ~~ability~~of toours ~~continue~~for ~~as a going concern and about related footnote disclosures~~$45. We0 ~~adopted~~million ~~this~~aggregate ~~standard~~principal ~~for~~amount ~~the~~of ~~year ended December 31, 2016~~10. ~~Under~~0% ~~this~~Senior ~~standard,~~Notes wedue ~~are~~2018 ~~required~~that towere ~~evaluate~~held ~~whether~~by ~~there~~unaffiliated isthird ~~substantial doubt about our ability to continue as a going concern each reporting period, including interim periods~~parties.

InOn ~~evaluating~~November ~~our~~30, ~~ability~~2017, towe ~~continue~~refinanced asour areceivables ~~going~~based ~~concern,~~credit ~~management~~facility ~~considered the conditions~~ and ~~events~~replaced ~~that~~it ~~could~~with ~~raise~~a ~~substantial~~new ~~doubt~~facility ~~about~~providing ~~our~~for ~~ability~~a to$300.0 ~~continue~~million asterm aloan ~~going~~and ~~concern~~revolving ~~within~~credit 12commitments ~~months~~of ~~after~~$250.0 ~~our~~million ~~financial~~(together, ~~statements~~the ~~were~~"Facility"). ~~issued~~On ~~(February~~November 2330, 2017)., ~~Management~~we ~~considered~~drew ~~our~~$300.0 ~~current~~million ~~financial~~on ~~condition~~the term loan and ~~liquidity~~$65.0 ~~sources,~~million ~~including~~on ~~current~~the ~~funds~~revolving ~~available,~~credit ~~forecasted~~commitments ~~future~~for ~~cash~~a ~~flows~~total ~~and~~of ~~our~~$365.0 ~~conditional~~million ~~and~~in ~~unconditional~~borrowings. ~~obligations~~The ~~due~~Facility ~~before~~has ~~February~~a 23three-year term, ~~2018.~~maturing ~~Our~~in ~~forecast~~2020, ofand ~~future~~accrues ~~cash~~interest ~~flows~~at ~~indicates~~a ~~that~~rate ~~such~~of ~~cash~~LIBOR ~~flows~~plus ~~would~~4.75%. ~~not~~On beDecember ~~sufficient~~27, ~~for~~2017, uswe toincurred ~~meet~~$40.0 ~~our~~million ~~obligations,~~of ~~including~~additional ~~payment~~borrowings ofunder the ~~outstanding~~revolving ~~receivables~~credit ~~based~~loan ~~credit~~portion ~~facility~~of ~~balance~~the atFacility ~~maturity,~~bringing asour ~~they~~total ~~become~~outstanding ~~due~~borrowings inunder the ~~ordinary~~Facility ~~course~~to of$405.0 ~~business for~~ million.

48On January 18, 2018, we incurred $25.0 million of additional borrowings under the revolving credit loan portion of the Facility bringing its total outstanding borrowings under the Facility to $430.0 million. In February 2018, we prepaid $59.0 million on the revolving credit loan portion of its new Facility bringing its total outstanding borrowings under the Facility to $371.0 million.

a period of 12 months following February 23, 2017. We plan to refinance or extend the receivables based credit facility to a date at least 12 months after February 23, 2017 with terms similar to the facility's current terms. 53

Management believes the refinancing or extension of the maturity of the receivables based credit facility is probable of being executed as we have successfully extended the maturity date of this receivables based credit facility in the past, and the facility has a first-priority lien on the accounts receivable of ours and certain of our subsidiaries. Management's plan to refinance or extend the due date of the receivables based credit facility, combined with current funds and expected future cash flows, are considered to be sufficient to enable us to meet our obligations as they become due in the ordinary course of business for a period of12 months following the date these financial statements are issued. This belief assumes, among other things, that we will continue to be successful in implementing our business strategy and that there will be no material adverse developments in our business, liquidity or capital requirements, which include promoting spending in our industries and capitalizing on our diverse geographic and product opportunities, including the continued investment in our media and entertainment initiatives and continued deployment of digital displays. There is no assurance we will be able to achieve our forecasted operating cash flows or that the receivables based credit facility will be extended in a timely manner or on terms acceptable to us, or at all. If one or more of these factors do not occur as expected, it could cause a default under one or more of the agreements governing our indebtedness. In addition to the transactions described above, we have from time to time been engaged in discussions with some of the holders of our indebtedness regarding proposed modifications to the terms of that indebtedness and other changes to our capital structure, but those discussions have not resulted in any agreements to date. We have considered and will continue to evaluate potential transactions to improve our capital structure and address our liquidity constraints and we have retained advisers to assist with the assessment of a potential debt restructuring transaction. See "-Potential Restructuring of Our Indebtedness." If our future cash flows from operations, refinancing sources and liquidity-generating transactions are insufficient to service our debt or to fund our other liquidity needs, and if we are unable to refinancing or extend the maturity of the receivables based credit facility or complete a debt restructuring transaction, we may be forced to reduce or delay our business activities and capital expenditures, sell material assets, seek additional capital or be required to file for bankruptcy court protection. We cannot assure you that we would be able to accomplish any of these alternatives on a timely basis or on satisfactory terms, if at all.

Except as set forth below under "-Non-Payment of $57.1 million of Our Legacy Notes Held by an Affiliate," we were in compliance with the covenants contained in our material financing agreements as of December 31, 2016, including the maximum consolidated senior secured net debt to consolidated EBITDA limitation contained in our senior secured credit facilities. However, our future results are subject to significant uncertainty and there can be no assurance that we will be able to maintain compliance with these covenants. These covenants include a requirement in our senior secured credit facilities that we receive an opinion from our auditors in connection with our year-end audit that is not subject to a "going concern" or like qualification or exception. Our ability to comply with these covenants in the future may be affected by events beyond our control, including the uncertainties described above and prevailing economic, financial and industry conditions. The breach of any covenants set forth in our financing agreements would result in a default thereunder. An event of default would permit the lenders under a defaulted financing agreement to declare all indebtedness thereunder to be immediately due and payable. Moreover, the lenders under the receivables based credit facility under our senior secured credit facilities would have the option to terminate their commitments to make further extensions of credit thereunder. If we are unable to repay our obligations under any secured credit facility, the lenders could proceed against any assets that were pledged to secure such facility. In addition, a default or acceleration under any of our material financing agreements could cause a default under other of our obligations that are subject to cross-default and cross-acceleration provisions. The threshold amount for a cross-default under the senior secured credit facilities and the indentures governing our outstanding bonds is $100.0 million. The default resulting from non-payment of the $57.1 million of 5.50% Senior Notes described below is below the $100.0 million cross-default threshold in our debt documents.

Non-Payment of $57.1 Million of Our Legacy Notes Held by an Affiliate

Our wholly-owned subsidiary, Clear Channel Holdings, Inc. ("CCH"), owns $57.1 million aggregate principal amount of our 5.50% Senior Notes due 2016 (the "5.50% Senior Notes"). On December 9, 2016, a special committee of our independent directors decided to not repay the $57.1 million principal amount of the 5.50% Senior Notes held by CCH when the notes matured on December 15, 2016. Onand on December 12, 2016, we informed CCH ~~that we did not intend to repay the $57.1 million principal amount~~ of ~~the~~that 5decision.~~50%~~ ~~Senior Notes held by~~ CCH ~~when~~informed ~~the~~us ~~notes matured~~ on ~~December~~that ~~15,~~date ~~2016. CCH informed us~~ that, while it retains its right to exercise remedies under the indenture governing the 5.50% Senior Notes (the "legacy notes indenture") in the future, it does not currently intend to, and it does not currently intend to request that the trustee, seek to collect principal amounts due or exercise or request enforcement of any remedy with respect to the nonpayment of such principal amount under the legacy notes indenture. As a result, $57.1 million of the 5.50% Senior Notes remain outstanding. We repaid the other $192.9 million of 5.50% Senior Notes held by other holders~~, and we intend to continue to pay interest on the 5~~.~~50% Senior Notes held by CCH for so long as such notes continue to remain outstanding.~~

~~For~~As asa ~~long~~result asof wethe ~~have~~non-payment ~~at least $500 million~~ of ~~legacy notes outstanding, including~~ the $57.1 million of the 5.50% Senior Notes, ~~currently~~we ~~held~~continue byto ~~CCH,~~have wein ~~will~~excess ~~not~~of ~~have~~$500 anmillion ~~obligation~~of toLegacy ~~grant~~Notes ~~certain~~outstanding. Matters ~~additional~~involving ~~security~~the ~~interests~~validity inand ~~favor~~priority of ~~certain~~any ofliens on iHeartMedia property are now before the Bankruptcy Court.

49Notes Exchange Offers and Term Loan Offers

~~our~~On ~~lenders~~March ~~and~~15, ~~holders~~2017, ofwe ~~our~~commenced ~~existing~~exchange ~~priority~~offers ~~guarantee~~(the “notes orexchange ~~the~~offers”) ~~holders~~to exchange certain series of ~~our~~its ~~legacy~~outstanding ~~notes~~debt ~~under~~securities (the ~~"springing~~“Existing ~~lien"~~Notes”) ~~described~~for innew securities of Parent, the ~~agreements~~Company ~~governing~~and ~~that~~CC ~~indebtedness~~Outdoor Holdings, Inc., a wholly-owned subsidiary of Parent, and ~~the~~concurrent ~~limitations~~consent ~~existing~~solicitations with respect to the ~~existing~~terms ~~security~~of ~~interests~~the ~~will~~Existing ~~remain~~Notes. inOn ~~place~~March ~~until~~15, up2017, the Company also commenced offers (the “term loan offers”) to 60amend ~~days~~its ~~following~~outstanding Term Loan D and Term Loan E borrowings under its senior secured credit facilities and/or to issue new securities of Parent, CC Outdoor Holdings, Inc., Broader Media, LLC and/or the ~~date~~Company to the lenders depending on the scenario in which ~~not~~the ~~more~~notes ~~than~~exchange ~~$500~~offers ~~million~~and ~~aggregate~~the ~~principal~~term ~~amount~~loan offers close. On March 15, 2018, in light of the ~~legacy~~filing of the Chapter 11 Cases, we terminated the notes ~~remain~~exchange ~~outstanding~~offers and the term loan offers.

~~Potential~~Liquidity ~~Restructuring~~After ofFiling ~~Our~~the ~~Indebtedness~~Chapter 11 Cases

WeOur ~~have~~filing ~~been reviewing a number~~ of ~~potential~~the ~~alternatives~~Chapter ~~regarding~~11 ~~our~~Cases ~~outstanding~~constitutes ~~indebtedness.~~an ~~These~~event ~~alternatives include refinancings, exchange offers, consent solicitations, the issuance~~ of ~~new~~default ~~indebtedness,~~that ~~amendments~~accelerated toour ~~the~~obligations ~~terms~~under of our ~~existing~~debt ~~indebtedness and/or other transactions~~agreements. WeDue ~~may enter into discussions with holders of our indebtedness with respect~~ to ~~these~~the ~~alternatives.~~Chapter ~~Among~~11 ~~these alternatives is a global restructuring that would~~Cases, ~~on a consensual basis~~however, ~~seek to modify~~ the ~~terms~~creditors' ofability ~~substantially all of our outstanding indebtedness. We may offer~~ to ~~exchange~~exercise ~~the~~remedies ~~indebtedness~~ under our ~~senior~~debt ~~secured~~agreements ~~credit~~were ~~facilities,~~stayed ~~all~~as of ~~our~~March 14, ~~priority guarantee notes~~2018, ~~our~~the ~~legacy~~date ~~notes and/or our senior notes due 2021 for new debt and/or equity securities~~ of ~~our~~the ~~parent~~Chapter ~~and/or~~11 ~~subsidiary~~petition ~~companies. In conjunction with any such transactions~~filing, weand ~~may~~continue ~~seek consents~~ to ~~amend~~be ~~the documents governing our indebtedness to amend or eliminate certain covenants or collateral provisions~~stayed.

~~Because~~On ~~the~~March 16, ~~terms~~2018, ofthe ~~any~~Debtors ~~such~~entered ~~transactions~~into ~~will~~a beRestructuring ~~subject~~Support toAgreement ~~negotiations~~(the “RSA”) with ~~the~~certain ~~holders~~creditors ofand ~~our~~equityholders ~~indebtedness,~~(the ~~they~~“Consenting ~~may~~Stakeholders”). ~~differ~~The ~~materially~~RSA ~~from~~contemplates ~~those~~the ~~described~~restructuring ~~above~~ and ~~are,~~recapitalization ~~to a large extent, outside~~ of ~~our~~the ~~control.~~Debtors ~~There~~(the ~~can~~“Restructuring beTransactions”), nowhich ~~assurance that we~~ will be ~~able~~implemented tothrough ~~complete~~a ~~any~~plan ~~such~~of ~~transactions,~~reorganization ~~and,~~in asthe noChapter ~~decision~~11 ~~with~~Cases. Pursuant ~~respect~~ to the ~~terms~~RSA, ofthe ~~any~~Consenting ~~such~~Stakeholders ~~transactions~~have ~~has~~agreed ~~been made~~to, weamong ~~may~~other ~~decide~~things, ~~not~~support tothe ~~pursue~~Restructuring ~~any~~Transactions ~~such~~and ~~transactions.~~vote Ifin wefavor ~~are~~of ~~unable~~a toplan ~~complete~~of ~~any~~reorganization ~~such transactions, we may be required~~ to ~~file~~effect ~~for~~the ~~bankruptcy~~Restructuring ~~court protection~~Transactions.

~~Although~~The weRSA ~~will~~provides ~~continue~~certain tomilestones ~~have~~for athe ~~substantial~~Restructuring ~~amount~~Transactions. Failure of ~~indebtedness~~the ~~outstanding~~Debtors ~~even~~to ifsatisfy wethese ~~are~~milestones ~~able~~without ~~to consummate~~ a ~~restructuring~~waiver ofor ~~our~~consensual ~~indebtedness,~~amendment wewould ~~believe~~provide ~~that~~the ~~such~~Consenting Stakeholders a ~~restructuring~~termination ~~would~~right ~~benefit~~under ~~our~~the ~~stakeholders~~RSA. These bymilestones ~~significantly~~include ~~improving~~(i) ~~our~~the ~~capital~~filing ~~structure~~of ~~and~~a ~~preventing~~plan usof ~~from~~reorganization, ~~having~~disclosure tostatement ~~file~~and motion for ~~bankruptcy.~~approval Aof ~~bankruptcy~~the ~~filing~~disclosure ~~could~~statement, bein ~~more~~form ~~costly~~and ~~than~~substance areasonably ~~restructuring~~acceptable ofto ~~our~~the ~~indebtedness~~Debtors and ~~could~~the ~~significantly~~Consenting ~~damage~~Stakeholders, ~~our~~which ~~key~~was ~~assets~~filed ~~including~~with ~~our~~the ~~relationships~~Bankruptcy ~~with~~Court ~~advertisers~~on April 28, ~~consumers~~2018, ~~business~~(ii) ~~partners~~the entry of an order approving the disclosure statement by July 7, ~~suppliers~~2018, ~~customers~~(iii) ~~and~~the ~~creditors,~~entry of an order confirming the plan of reorganization within 75 days of the entry of an order approving the disclosure statement and ~~significantly~~(iv) ~~harm~~the ~~our~~effective ~~brand~~date of the plan of reorganization occurring by March 14, 2019.

50In general, as debtors-in-possession under the Bankruptcy Code, we are authorized to continue to operate as an ongoing business, but may not engage in transactions outside the ordinary course of business without the prior approval of the Bankruptcy Court. Pursuant to first day motions filed with the Bankruptcy Court, the Bankruptcy Court authorized us to conduct our business activities in the ordinary course, including, among other things and subject to the terms and conditions of such orders, authorizing us to: (i) pay employees’ wages and related obligations; (ii) continue to operate our cash management system in a form substantially similar to prepetition practice; (iii) use cash collateral on an interim basis; (iv) continue to honor certain obligations related to on-air talent, station affiliates and royalty obligations; (v) continue to maintain certain customer programs; (vi) pay taxes in the ordinary course; (vii) continue our surety bond program; and (viii) maintain our insurance program in the ordinary course.

~~Sources~~The filing of ~~Capital~~the Chapter 11 Cases is intended to permit us to reduce our indebtedness to achieve a manageable capital structure. We filed a plan of reorganization with the Bankruptcy Court on April 28, 2018.

~~As of December 31, 2016 and 2015, we had the following debt outstanding, net of cash and cash equivalents:~~54

	December 31,
(In millions)	2016			2015
Senior Secured Credit Facilities:
Term Loan D Facility Due 2019	$	5,000.0		$	5,000.0
Term Loan E Facility Due 2019	1,300.0			1,300.0
Receivables Based Credit Facility Due 2017(1)	330.0			230.0
9.0% Priority Guarantee Notes Due 2019	1,999.8			1,999.8
9.0% Priority Guarantee Notes Due 2021	1,750.0			1,750.0
11.25% Priority Guarantee Notes Due 2021(2)	575.0			575.0
9.0% Priority Guarantee Notes Due 2022	1,000.0			1,000.0
10.625% Priority Guarantee Notes Due 2023	950.0			950.0
Subsidiary Revolving Credit Facility due 2018(3)	—			—
Other Secured Subsidiary Debt	21.0			25.2
Total Secured Debt	$	12,925.8		$	12,830.0
14.0% Senior Notes Due 2021	1,729.2			1,695.1
Legacy Notes:
5.5% Senior Notes Due 2016(4)	—			192.9
6.875% Senior Notes Due 2018	175.0			175.0
7.25% Senior Notes Due 2027	300.0			300.0
10.0% Senior Notes Due 2018(2)	347.0			730.0
Subsidiary Senior Notes:
6.5% Series A Senior Notes Due 2022	735.8			735.8
6.5% Series B Senior Notes Due 2022	1,989.2			1,989.2
Subsidiary Senior Subordinated Notes:
7.625% Series A Senior Notes Due 2020	275.0			275.0
7.625% Series B Senior Notes Due 2020	1,925.0			1,925.0
Subsidiary 8.75% Senior Notes due 2020	225.0			225.0
Other Subsidiary Debt	28.0			0.2
Purchase accounting adjustments and original issue discount	(167.0		)	(204.6		)
Long-term debt fees	(123.0		)	(148.0		)
Total Debt	$	20,365.0		$	20,720.6
Less: Cash and cash equivalents	845.0			772.7
	$	19,520.0		$	19,947.9

During the pendency of the Chapter 11 Cases, our principal sources of liquidity are expected to be limited to cash flow from operations, cash on hand and, if obtained, borrowings under a DIP credit facility. Our ability to maintain adequate liquidity through the reorganization process and beyond depends on successful operation of our business, and appropriate management of operating expenses and capital spending. Our anticipated liquidity needs are highly sensitive to changes in each of these and other factors.

~~(1)~~ The ~~receivables~~Consolidated ~~based~~Financial ~~credit~~Statements ~~facility~~included ~~provides~~in ~~for~~this ~~borrowings~~Annual Report on Form 10-K have been prepared on a going concern basis of upaccounting, towhich contemplates continuity of operations, realization of assets, and satisfaction of liabilities and commitments in the ~~lesser~~normal course of ~~$535~~business.0 ~~million~~The ~~(the~~Consolidated ~~revolving~~Financial ~~credit~~Statements ~~commitment)~~do ornot ~~the~~reflect ~~borrowing~~any ~~base~~adjustments ~~amount,~~that asmight ~~defined~~result ~~under~~from the ~~receivables~~outcome ~~based~~of ~~credit~~the ~~facility,~~Chapter ~~subject~~11 toCases. ~~certain~~We ~~limitations~~have ~~contained~~significant inindebtedness ~~our~~and ~~material~~we ~~financing~~have ~~agreements.~~reclassified Asall of the Debtors' indebtedness to current liabilities at December 31, ~~2016,~~2017. weOur ~~had~~level ~~$113~~of indebtedness has adversely impacted and is continuing to adversely impact our financial condition.6 ~~million~~As a result of ~~availability~~our financial condition, the defaults under our debt agreements, and the ~~receivables~~risks ~~based~~and ~~credit~~uncertainties ~~facility~~surrounding the Chapter 11 Cases, substantial doubt exists that we will be able to continue as a going concern.

In connection with the cash management arrangements for CCOH, we maintain an intercompany revolving promissory note payable by us to CCOH (2the "Intercompany Note"), Onwhich ~~July~~matures on May 15, ~~2016,~~2019. As ~~Broader~~of ~~Media~~December 31, ~~LLC~~2017, ~~our~~the ~~indirect~~principal ~~wholly-owned~~amount ~~subsidiary,~~outstanding ~~repurchased~~under ~~approximately~~the Intercompany Note was $~~383~~1,067.06 million. As ~~aggregate~~a ~~principal~~result ~~amount~~of the Chapter 11 Cases, CCOH wrote down the balance of ~~our~~the 10note to $212.0% ~~Senior~~million ~~Notes~~during ~~due~~the ~~2018~~fourth ~~for~~quarter anof ~~aggregate~~2017 ~~purchase~~to ~~price~~reflect the estimated recoverable amount of ~~approximately~~the ~~$222.2~~Intercompany ~~million.~~Note Onas ~~February~~of 7December 31, 2017, webased ~~completed~~on anCCOH ~~exchange~~management's ~~offer~~best estimate of ~~$476.4~~the ~~million~~cash ~~principal~~settlement amount. The ofIntercompany note is eliminated in consolidation in our 10consolidated financial statements.0% Pursuant ~~Senior~~to ~~Notes~~an ~~due~~order ~~2018~~entered ~~for~~by ~~$476.4~~the ~~million~~Bankruptcy ~~principal~~Court, ~~amount~~as of ~~newly-issued~~March ~~11.25%~~14, ~~Priority~~2018, ~~Guarantee~~the ~~Notes~~balance ~~due~~of ~~2021~~the Intercompany Note is frozen, ~~which~~and ~~were~~following ~~issued~~March as14, ~~“additional~~2018, ~~notes”~~intercompany ~~under~~allocations ~~the~~that ~~indenture~~would ~~governing~~have ~~the~~been ~~11.25%~~reflected ~~Priority~~in ~~Guarantee~~adjustments ~~Notes~~to ~~due~~the ~~2021.~~balance Ofof the ~~$476.4~~Intercompany ~~million~~Note ~~principal~~are ~~amount~~instead ofreflected ~~11.25%~~in ~~Priority~~an ~~Guarantee~~intercompany ~~Notes~~balance ~~due~~that ~~2021~~accrues ~~issued~~interest inat a rate equal to the ~~exchange~~interest ~~offer,~~under ~~$241~~the Intercompany Note.4 ~~million~~As ~~principal~~a ~~amount~~result, ~~was~~we ~~issued~~are continuing to ~~subsidiaries~~provide ofthe ~~ours~~day-to-day ~~that~~cash ~~exchanged~~management ~~10.0%~~services ~~Senior~~for ~~Notes~~CCOH ~~due~~during ~~2018~~the inChapter 11 Cases, and we expect to continue to do so until such arrangements are addressed through the ~~exchange~~Chapter ~~offer~~11 Cases.

51The Bankruptcy Court’s order also approves our continuing to provide services to CCOH pursuant to the Corporate Services Agreement during the Chapter 11 Cases. Although we expect we will continue to provide services to CCOH under the Corporate Services Agreement during the Chapter 11 Cases, we currently expect that if CCOH is separated from us at the conclusion of the Chapter 11 Cases as contemplated by the RSA and the proposed plan of reorganization filed with the Bankruptcy Court, the Corporate Services Agreement will terminate, be modified or be replaced with an agreement that gives effect to such separation.

Indebtedness

As of December 31, 2017, we had $20.6 billion of consolidated indebtedness. The filing of the Chapter 11 Cases constituted an event of default with respect to our existing debt obligations, or approximately $15.0 billion of our consolidated debt. As a result of the filing of the Chapter 11 Cases, all of the indebtedness of the Debtors became immediately due and payable, but any efforts to enforce such payment obligations were automatically stayed as a result of the Chapter 11 Cases. These debt obligations and substantially all other pre-petition obligations of the Debtors are subject to settlement under a plan of reorganization which must be confirmed by the Bankruptcy Court. The Chapter 11 Cases did not trigger any default or event of default under the debt obligations of our subsidiaries Clear Channel Worldwide Holdings, Inc. and Clear Channel International B.V.

The balances of outstanding debt of the Debtors shown in the table below have been reclassified as current liabilities on the accompanying consolidated balance sheet as of December 31, 2017. Debt balances as of December 31, 2017 and 2016 consists of the following:



	December 31,
(In millions)	2017			2016
Senior Secured Credit Facilities:
Term Loan D Facility Due 2019	$	5,000.0		$	5,000.0
Term Loan E Facility Due 2019	1,300.0			1,300.0
Receivables Based Credit Facility⁽¹⁾	405.0			330.0
9.0% Priority Guarantee Notes Due 2019	1,999.8			1,999.8
9.0% Priority Guarantee Notes Due 2021	1,750.0			1,750.0
11.25% Priority Guarantee Notes Due 2021⁽²⁾	870.5			575.0
9.0% Priority Guarantee Notes Due 2022	1,000.0			1,000.0
10.625% Priority Guarantee Notes Due 2023	950.0			950.0
Subsidiary Revolving Credit Facility due 2018⁽³⁾	—			—
Other Secured Subsidiary Debt	8.5			21.0
Total Secured Debt	$	13,283.8		$	12,925.8

14.0% Senior Notes Due 2021	1,763.9			1,729.2
Legacy Notes:
5.5% Senior Notes Due 2016⁽⁴⁾	—			—
6.875% Senior Notes Due 2018	175.0			175.0
7.25% Senior Notes Due 2027	300.0			300.0
10.0% Senior Notes Due 2018⁽²⁾	47.5			347.0
Subsidiary Senior Notes:
6.5% Series A Senior Notes Due 2022	735.8			735.8
6.5% Series B Senior Notes Due 2022	1,989.2			1,989.2
Subsidiary Senior Subordinated Notes:
7.625% Series A Senior Notes Due 2020	275.0			275.0
7.625% Series B Senior Notes Due 2020	1,925.0			1,925.0
Subsidiary 8.75% Senior Notes due 2020⁽⁵⁾	375.0			225.0
Other Subsidiary Debt	24.6			28.0
Purchase accounting adjustments and original issue discount	(136.6		)	(167.0		)
Long-term debt fees	(109.0		)	(123.0		)
Total Debt	$	20,649.2		$	20,365.0
Less: Cash and cash equivalents	267.1			845.0
	$	20,382.1		$	19,520.0

(1)

On November 30, 2017, we refinanced its receivables based credit facility and replaced it with a new facility providing for a $300.0 million term loan and revolving credit commitments of $250.0 million. On November 30, 2017, we drew $300.0 million on the term loan and $65.0 million on the revolving credit commitments for a total of $365.0 million in borrowings. The facility has a three-year term, maturing in 2020, and accrues interest at a rate of LIBOR plus 4.75%. On December 27, 2017, we incurred $40.0 million of additional borrowings under the revolving credit loan portion of this facility bringing our total outstanding borrowings under this facility to $405.0 million.

(2)

On February 7, 2017, we completed an exchange offer of $476.4 million principal amount of our 10.0% Senior Notes due 2018 for $476.4 million principal amount of newly-issued 11.25% Priority Guarantee Notes due 2021, which were issued as "additional notes" under the indenture governing the 11.25% Priority Guarantee Notes due 2021. Of the $476.4 million principal amount of 11.25% Priority Guarantee Notes due 2021 issued in the exchange offer, $241.4 million principal amount was issued to subsidiaries of ours that participated in the exchange offer. On July 10, 2017, we exchanged $15.6 million principal amount of our 10.0% Senior Notes due 2018 that were held by an unaffiliated third party for $15.6 million principal amount of our 11.25% Priority Guarantee Notes due 2021 that were held by a subsidiary of ours.

In October 2017, we exchanged $45.0 million principal amount of our 10.0% Senior Notes due 2018 that were held by unaffiliated third parties for $45.0 million principal amount of our 11.25% Priority Guarantee Notes due 2021 that were held by a subsidiary of ours. On December 13, 2017 we repurchased $4.0 million aggregate principal amount of 10.0% Senior Notes due 2018 that were held by unaffiliated third parties for $2.7 million in cash.

On January 4, 2018, we repurchased $5.4 million aggregate principal amount of 10.0% Senior Notes due 2018 that were held by unaffiliated third parties for $5.3 million in cash. On January 16, 2018, we repaid the remaining balance of $42.1 million aggregate principal amount of 10.0% Senior Notes due 2018 at maturity.


(3)	The subsidiary revolving credit facility provides for borrowings of up to $75.0 million (the revolving credit commitment).

(4) In December 2016, we repaid at maturity $192.9 million of 5.5% Senior Notes due 2016 and did not pay $57.1 million of the notes held by a subsidiary of ~~the Company~~ours. The $57.1 million of aggregate principal amount remains outstanding and is eliminated for purposes of consolidation of ~~the~~our ~~Company’s~~ financial statements.

~~Our~~(5) ~~subsidiaries~~On ~~have~~August ~~from time to time repurchased certain debt obligations of ours and equity securities outstanding of Parent and CCOH~~14, ~~and may in the future~~2017, ~~as part of various financing and investment strategies~~CCIBV, ~~purchase additional outstanding indebtedness of ours or~~ our ~~subsidiaries~~indirect ~~or our outstanding equity securities or outstanding equity securities of Parent or CCOH~~subsidiary, inissued ~~tender offers, open market purchases, privately negotiated transactions or otherwise~~$150.0 Wemillion orin ~~our~~aggregate ~~subsidiaries~~principal ~~may~~amount ~~also~~of ~~sell certain assets, securities, or properties~~8.75% ~~These~~Senior ~~purchases~~Notes ordue ~~sales,~~2020 if(the ~~any,~~“New ~~could~~CCIBV ~~have a material positive or negative impact on our liquidity available to repay outstanding debt obligations or on our consolidated results of operations~~Notes”). ~~These~~The ~~transactions~~New ~~could~~CCIBV ~~also~~Notes ~~require~~were orissued ~~result~~as inadditional ~~amendments~~notes tounder the ~~agreements~~indenture governing ~~outstanding~~CCIBV’s ~~debt~~existing ~~obligations or changes in our leverage or other financial ratios, which could have a material positive or negative impact on our ability to comply with the covenants contained in our debt agreements~~8.75% ~~These~~Senior ~~transactions,~~Notes ifdue ~~any, will depend on prevailing market conditions, our liquidity requirements, contractual restrictions and other factors~~2020. ~~The amounts involved may be material.~~

On October 4, 2016, we announced the successful completion of the solicitation of consents (the “Consent Solicitation”) from holders of our outstanding Senior Notes due 2021 (the “2021 Notes”) to an amendment to the indenture governing the 2021 Notes (the “2021 Notes Indenture”) to increase the aggregate principal amount of indebtedness under Credit Facilities (as defined in the 2021 Notes Indenture) permitted to be incurred under Section 4.09(b)(1) of the 2021 Notes Indenture by $500.0 million to $17.3 billion. We paid an aggregate consent fee of $8.6 million to holders of the 2021 Notes that consented to the amendment in accordance with the terms of the Consent Solicitation.

On December 12, 2016, we announced the results and expiration of the six separate consent solicitations (the "Consent Solicitations") with respect to its 2021 Notes and its five series of priority guarantee notes. Holders of 2021 Notes representing approximately 81.5% of the outstanding principal amount of the 2021 Notes (excluding any 2021 Notes held by the Company or its affiliates), consented to the proposed amendment (the "Proposed Amendment") to Section 9.07 of the indenture governing the 2021 Notes Indenture. The Proposed Amendment allows the Company to exclude, in any offer to consent, waive or amend any of the terms or provisions of the 2021 Notes Indenture or the Senior Notes in connection with an exchange offer, any holders of Notes who are not institutional “accredited investors,” who are not non-“U.S. persons”, or those in foreign jurisdictions whose inclusion would require the Company to comply with the registration requirements or other similar requirements under any securities laws of such foreign jurisdiction or would be unlawful. We paid an aggregate consent fee of $1.7 million to holders of the 2021 Notes that consented to the amendment in accordance with the terms of the Consent Solicitation and will pay a contingent fee of $2.6 million to such holders upon the completion of an exchange offer in which the Company relies on the changes effected by the Proposed Amendment.

We also announced the expiration of its consent solicitations with respect to its five series of priority guarantee notes. Because we did not receive consents from holders representing a majority of the aggregate principal amount of each of its five series of priority guarantee notes outstanding, the Proposed Amendment was not effected with respect to the priority guarantee notes and no fixed fee or contingent fee will be paid to holders of such notes.

Senior Secured Credit Facilities

As of December 31, ~~2016~~2017, we had a total of $6~~,300~~.03 ~~million~~billion outstanding under our senior secured credit facilities, consisting of:


•	a $5.0 billion term loan D, which matures on January 30, 2019; and


•	a $1.3 billion term loan E, which matures on July 30, 2019.

We may raise incremental term loans of up to (a) $1.5 billion, plus (b) the excess, if any, of (x) 0.65 times pro forma consolidated EBITDA (as calculated in the manner provided in the senior secured credit facilities documentation), over (y) $1.5 billion, plus (c) the aggregate amount of certain principal prepayments made in respect of the term loans under the senior secured credit facilities. Availability of such incremental term loans is subject, among other things, to the absence of any default, pro forma compliance with the financial covenant and the receipt of commitments by existing or additional lenders.

We are the primary borrower under the senior secured credit facilities, and certain of our domestic restricted subsidiaries are co-borrowers under a portion of the term loan facilities.

The filing of the Chapter 11 Cases triggered an event of default that accelerated our obligations under the senior secured credit facilities. The credit agreement governing the senior secured credit facilities provides that upon acceleration of our obligations under the senior secured credit facilities, the outstanding balance of loans becomes due, unpaid interest accrued as of the time of acceleration becomes due, and any fees payable by or other obligations of ours become due. Under the Bankruptcy Code, the creditors under the senior secured credit facilities are stayed from taking any action against us or any of the other Debtors as a result of the default.

Interest Rate and Fees

52Prior to the filing of the Chapter 11 Cases, borrowings under our senior secured credit facilities bore interest at a rate equal to an applicable margin plus, at our option, either (i) a base rate determined by reference to the higher of (A) the prime lending rate publicly announced by the administrative agent or (B) the Federal funds effective rate from time to time plus 0.50%, or (ii) a Eurocurrency rate determined by reference to the costs of funds for deposits for the interest period relevant to such borrowing adjusted for certain additional costs.

~~Borrowings~~The ~~under~~margin ~~our~~percentages ~~senior secured credit facilities bear interest at a rate equal to an~~ applicable ~~margin plus, at our option, either (i) a base rate determined by reference~~ to the ~~higher~~term ofloan ~~(A) the~~facilities ~~prime~~were ~~lending rate publicly announced by~~ the ~~administrative~~following ~~agent~~percentages orper (B) the Federal funds effective rate from time to time plus 0.50%, or (ii) a Eurocurrency rate determined by reference to the costs of funds for deposits for the interest period relevant to such borrowing adjusted for certain additional costs.annum:

The margin percentages applicable to the term loan facilities are the following percentages per annum:


•	with respect to loans under the term loan D, (i) 5.75% in the case of base rate loans and (ii) 6.75% in the case of Eurocurrency rate loans; and


•	with respect to loans under the term loan E, (i) 6.50% in the case of base rate loans and (ii) 7.50% in the case of Eurocurrency rate loans.

The margin percentages ~~are~~were subject to adjustment based upon our leverage ratio.:

~~Prepayments~~As a result of the default triggered by the filing of the Chapter 11 Cases, the senior secured credit facilities currently bear interest at a default rate equal to the rate otherwise applicable to the loans under the senior secured credit facilities plus 2%. However, we are not currently paying interest on the senior secured credit facilities while the Chapter 11 Cases are pending.

~~The senior secured credit facilities require us to prepay outstanding term loans, subject to certain exceptions, with:~~57

• 50% (which percentage may be reduced to 25% and to 0% based upon our leverage ratio) of our annual excess cash flow (as calculated in accordance with the senior secured credit facilities), less any voluntary prepayments of term loans and subject to customary credits;

• 100% of the net cash proceeds of sales or other dispositions of specified assets being marketed for sale (including casualty and condemnation events), subject to certain exceptions;

• 100% (which percentage may be reduced to 75% and 50% based upon our leverage ratio) of the net cash proceeds of sales or other dispositions by us or our wholly-owned restricted subsidiaries of assets other than specified assets being marketed for sale, subject to reinvestment rights and certain other exceptions;

• 100% of the net cash proceeds of (i) any incurrence of certain debt, other than debt permitted under our senior secured credit facilities, (ii) certain securitization financing, (iii) certain issuances of Permitted Additional Notes (as defined in the senior secured credit facilities) and (iv) certain issuances of Permitted Unsecured Notes and Permitted Senior Secured Notes (as defined in the senior secured credit facilities); and

• Net cash proceeds received by us as dividends or distributions from indebtedness incurred at CCOH provided that the Consolidated Leverage Ratio of CCOH is no greater than 7.00 to 1.00.

The foregoing prepayments will be applied at our option to the term loans (on a pro rata basis) in one of the following cases: (i) first to outstanding term loan D and second to outstanding term loan E, (ii) first to outstanding term loan E and second to outstanding term loan D or (iii) ratably to outstanding term loan D and term loan E.

We may voluntarily repay outstanding loans under the senior secured credit facilities at any time without premium or penalty, other than customary “breakage” costs with respect to Eurocurrency rate loans.

Collateral and Guarantees

The senior secured credit facilities are guaranteed by us and each of our existing and future material wholly-owned domestic restricted subsidiaries, subject to certain exceptions.

All obligations under the senior secured credit facilities, and the guarantees of those obligations, are secured, subject to permitted liens, including prior liens permitted by the indenture governing our legacy notes, and other exceptions, by:


•	a lien on our capital stock ;


•	100% of the capital stock of any future material wholly-owned domestic license subsidiary that is not a “Restricted Subsidiary” under the indenture governing our legacy notes;


•	certain assets that do not constitute “principal property” (as defined in the indenture governing our legacy notes);


•	certain specified assets of ours and the guarantors that constitute “principal property” (as defined in the indenture governing our legacy notes) securing obligations under the senior secured credit facilities up to the maximum amount permitted to be secured by such assets without requiring equal and ratable security under the indenture governing our legacy notes; and


•	a lien on the accounts receivable and related assets securing our receivables based credit facility that is junior to the lien securing our obligations under such credit facility.

Certain Covenants and Events of Default

53The senior secured credit facilities require us to comply on a quarterly basis with a financial covenant limiting the ratio of consolidated secured debt, net of cash and cash equivalents, to consolidated EBITDA (as defined by our senior secured credit facilities) for the preceding four quarters. Our secured debt consists of the senior secured credit facilities, the receivables based credit facility, the priority guarantee notes and certain other secured subsidiary debt. As required by the definition of consolidated EBITDA in our senior secured credit facilities, our consolidated EBITDA for the preceding four quarters of $1.6 billion is calculated as operating income (loss) before depreciation, amortization, impairment charges and other operating income (expense), net plus share-based compensation and is further adjusted for the following items: (i) costs incurred in connection with the closure and/or consolidation of facilities, retention charges, consulting fees and other permitted activities; (ii) extraordinary, non-recurring or unusual gains or losses or expenses and severance; (iii) non-cash charges; (iv) cash received from nonconsolidated affiliates; and (v) various other items.

The senior secured credit facilities require us to comply on a quarterly basis with a financial covenant limiting the ratio of consolidated secured debt, net of cash and cash equivalents, to consolidated EBITDA (as defined by our senior secured credit facilities) for the preceding four quarters. our secured debt consists of the senior secured credit facilities, the receivables based credit facility, the priority guarantee notes and certain other secured subsidiary debt. As required by the definition of consolidated EBITDA in our senior secured credit facilities, our consolidated EBITDA for the preceding four quarters of $1.8 billion is calculated as operating income (loss) before depreciation, amortization, impairment charges and other operating income (expense), net plus share-based compensation and is further adjusted for the following items: (i) costs incurred in connection with the closure and/or consolidation of facilities, retention charges, consulting fees and other permitted activities; (ii) extraordinary, non-recurring or unusual gains or losses or expenses and severance; (iii) non-cash charges; (iv) cash received from nonconsolidated affiliates; and (v) various other items.58

The following table reflects a reconciliation of consolidated EBITDA (as defined by our senior secured credit facilities) to operating income and net cash provided by operating activities for the four quarters ended December 31, ~~2016~~2017:

	Four Quarters Ended
(In Millions)	December 31, ~~2016~~2017
Consolidated EBITDA (as defined by our senior secured credit facilities)	$	1,~~844~~589.95
Less adjustments to consolidated EBITDA (as defined by our senior secured credit facilities):
Costs incurred in connection with the closure and/or consolidation of facilities, retention charges, consulting fees and other permitted activities	(3437.68		)
Extraordinary, non-recurring or unusual gains or losses or expenses and severance (as referenced in the definition of consolidated EBITDA in our senior secured credit facilities)	(4243.93		)
Non-cash charges	(820.24		)
Other items	4566.59
Less: Depreciation and amortization, Impairment charges, Other operating income (expense), net, and Share-based compensation expense	(~~300~~585.0		)
Operating income	~~1,504~~969.79
Plus: Depreciation and amortization, Impairment charges, Gain (loss) on disposal of operating and fixed assets, and Share-based compensation expense	~~290~~579.61
Less: Interest expense	(1,~~850~~865.06		)
Less: Current income tax expense	(4730.78		)
Plus: Other income (expense), net	(7315.13		)
Adjustments to reconcile consolidated net loss to net cash provided by operating activities (including Provision for doubtful accounts, Amortization of deferred financing charges and note discounts, net and Other reconciling items, net)	~~130~~25.58
Change in assets and liabilities, net of assets acquired and liabilities assumed	31(166.08		)
Net cash used for operating activities	$	(14503.07	)

The maximum ratio permitted under this financial covenant for the four quarters ended December 31, ~~2016~~2017 was 8.75:1. At December 31, ~~2016~~2017, the ratio was 68.62:1.

In addition, the senior secured credit facilities include negative covenants that, subject to significant exceptions, limit our ability and the ability of its restricted subsidiaries to, among other things:

• incur additional indebtedness;

• create liens on assets;

• engage in mergers, consolidations, liquidations and dissolutions;

• sell assets;

• pay dividends and distributions or repurchase our capital stock;

• make investments, loans, or advances;

• prepay certain junior indebtedness;

• engage in certain transactions with affiliates;

• amend material agreements governing certain junior indebtedness; and

• change lines of business.

The senior secured credit facilities include certain customary representations and warranties, affirmative covenants and events of default, including payment defaults, breach of representations and warranties, covenant defaults, cross-defaults to certain indebtedness, certain events of bankruptcy, certain events under ERISA, material judgments, the invalidity of material provisions of the senior secured credit facilities documentation, the failure of collateral under the security documents for the senior secured credit facilities, the failure of the senior secured credit facilities to be senior debt under the subordination provisions of certain of our subordinated debt and a change of control. If an event of default occurs, the lenders under the senior secured credit facilities will be entitled to take various actions, including the acceleration of all amounts due under the senior secured credit facilities and all actions permitted to be taken by a secured creditor.

Receivables Based Credit Facility

On November 1730, ~~2016~~2017, we ~~incurred~~refinanced our receivables based credit facility and replaced it with the Facility, which provides for a $~~100~~300.0 million ofterm ~~additional~~loan ~~borrowings~~and ~~under~~revolving ~~our~~credit ~~receivables~~commitments ~~based~~of ~~credit~~$250.0 ~~facility~~million. As ofOn ~~December 31~~November 30, ~~2016~~2017, ~~there~~we ~~was~~drew $~~330~~300.0 million ~~aggregate~~on ~~principal~~the ~~amount~~term ~~outstanding~~loan ~~under~~and ~~our~~$65.0 ~~receivables~~million ~~based~~on the revolving credit ~~facility~~commitments for a total of $365. 0 million in borrowings. The Facility has a three-year term, maturing on November 30, 2020, and accrues interest at a rate of LIBOR plus 4.75%. On ~~January~~December 3127, 2017, we ~~prepaid~~incurred $2540.0 million of ~~the~~additional ~~amount~~borrowings ~~borrowed~~ under ~~our~~this ~~receivables~~Facility ~~based credit facility,~~ bringing ~~our~~its total outstanding borrowings under this ~~facility~~Facility to $~~305~~405.0 million.

~~The~~On ~~receivables~~January ~~based~~18, ~~credit~~2018, ~~facility~~we ~~provides~~incurred ~~revolving credit commitments of~~ $~~535~~25.0 million, ~~subject~~of toadditional aborrowings ~~borrowing~~under ~~base.~~the ~~The~~revolving ~~borrowing~~credit ~~base~~loan atportion ~~any~~of ~~time~~the ~~equals~~Facility ~~90%~~bringing ofits total outstanding borrowings under the ~~eligible~~Facility ~~accounts~~to ~~receivable~~$430.0 ofmillion. ~~ours~~In ~~and~~February ~~certain~~2018, ofwe ~~our~~prepaid ~~subsidiaries~~$59.0 ~~The~~million ~~receivables~~on ~~based~~the revolving credit ~~facility~~loan ~~includes~~portion aof ~~letter~~the ofFacility ~~credit~~bringing ~~sub-facility~~its ~~and~~total aoutstanding ~~swingline~~borrowings ~~loan~~under ~~sub-facility~~the Facility to $371.0 million.

WeThe ~~and~~Facility ~~certain~~provides ~~subsidiary~~commitments ~~borrowers~~of ~~are~~$550.0 ~~the~~million, ~~borrowers~~subject ~~under~~to ~~the~~a ~~receivables~~borrowing ~~based credit facility~~base. WeThe ~~have~~Facility ~~the~~includes ~~ability~~a toletter ~~designate one or more~~ of ~~our restricted subsidiaries as borrowers under the receivables based~~ credit sub-facility. ~~The~~and ~~receivables~~a ~~based~~swingline ~~credit~~loan sub-facility ~~loans are available in U~~.S. We ~~dollars~~ and ~~letters~~certain ofsubsidiary ~~credit~~borrowers are ~~available~~the inborrowers aunder ~~variety~~the ~~of currencies including U~~Facility.~~S. dollars, Euros, Pounds Sterling, and Canadian dollars.~~

Pursuant to an order approved by the Bankruptcy Court, we are currently making postpetition interest payments under the Facility.

Interest Rate and Fees

~~Borrowings~~Prior ~~under~~to the ~~receivables~~filing ~~based~~of ~~credit~~the ~~facility~~Chapter ~~bear~~11 Cases, borrowings under the Facility bore interest at a rate per annum equal to an applicable ~~margin~~rate plus, at our option, either (i1) a base rate determined by reference to the highest of (a) the prime rate of ~~Citibank~~PNC Bank, ~~N.A.~~National Association and (b) the Federal Funds rate plus 0.50% or (ii2) a Eurocurrency rate ~~determined~~that byis ~~reference to~~ the ~~rate~~greater of (~~adjusted~~a) ~~for~~1.00%, ~~statutory~~and ~~reserve~~(b) ~~requirements~~the ~~for~~quotient ~~Eurocurrency~~of ~~liabilities~~(i) ~~for Eurodollar deposits for~~ the ~~interest~~ICE ~~period~~LIBOR ~~relevant~~rate, toor if such ~~borrowing.~~rate ~~The~~is ~~applicable~~not ~~margin~~available, ~~for borrowings under~~ the ~~receivables~~rate ~~based~~determined ~~credit~~by ~~facility~~the ~~ranges~~Administrative ~~from~~Agent, ~~1.50% to 2.00% for Eurocurrency borrowings~~ and ~~from~~(ii) ~~0.50%~~one tominus ~~1.00%~~the ~~for~~maximum ~~base-~~rate ~~borrowings,~~at ~~depending~~which onreserves ~~average~~are ~~daily~~required ~~excess~~to ~~availability~~be ~~under~~maintained ~~the~~for ~~receivables~~Eurocurrency ~~based~~liabilities. ~~credit~~The ~~facility~~applicable ~~during~~rate ~~the~~for ~~prior fiscal quarter.~~

In addition to paying interest on outstanding principal under the receivables based credit facility, we are required to pay a commitment fee to the lenders under the receivables based credit facility in respect of the unutilized commitments thereunder. The commitment fee rate ranges from 0.25% to 0.375% per annum dependent upon average unused commitments during the prior quarter. We must also pay customary letter of credit fees.59

~~Maturity~~borrowings under the Facility was 4.75% with respect to Eurocurrency term loans and revolving loans and 3.75% with respect to base rate term loans and revolving loans.

~~Borrowings~~In addition to paying interest on outstanding principal under the ~~receivables~~Facility, ~~based~~we ~~credit~~are ~~facility~~required ~~will~~to ~~mature,~~pay ~~and~~a ~~lending~~commitment ~~commitments~~fee ~~thereunder~~of ~~will~~0.75% ~~terminate,~~to onthe lenders under the ~~fifth~~Facility ~~anniversary~~in respect of the ~~effectiveness~~unutilized ofrevolving ~~the~~commitments ~~receivables~~thereunder. We ~~based~~must also pay a letter of credit ~~facility,~~fee ~~which~~equal isto ~~December 24,~~4.75% ~~2017~~per annum.

~~Prepayments~~Priority Guarantee Notes

IfThe atfiling ~~any~~of ~~time~~ the ~~sum~~Chapter 11 Cases constituted an event of default that accelerated the ~~outstanding~~Company's ~~amounts~~obligations under the ~~receivables~~9.0% ~~based~~Priority ~~credit~~Guarantee ~~facility~~Notes ~~exceeds~~due ~~the~~2019, ~~lesser~~9.0% ofPriority ~~(i) the~~Guarantee ~~borrowing~~Notes ~~base~~due 2021, 11.25% Priority Guarantee Notes due 2021, 9.0% Priority Guarantee Notes due 2022 and 10.625% Priority Guarantee Notes due 2023 (~~ii)~~ collectively, the ~~aggregate~~"Priority ~~commitments~~Guarantee ~~under~~Notes"). Under the ~~facility,~~indentures wepursuant ~~will~~to bewhich ~~required~~the toPriority ~~repay~~Guarantee ~~outstanding~~Notes ~~loans~~were ~~and~~issued, ~~cash~~upon ~~collateralize~~the ~~letters~~acceleration of ~~credit~~our inobligations anunder ~~aggregate~~the ~~amount~~Priority ~~equal~~Guarantee toNotes, ~~such~~the ~~excess.~~Priority WeGuarantee ~~may~~Notes ~~voluntarily~~are ~~repay~~deemed ~~outstanding~~to ~~loans~~have ~~under~~matured, the ~~receivables~~unpaid ~~based~~principal ~~credit~~balance ~~facility~~of atthe ~~any~~Priority Guarantee Notes comes due, unpaid interest accrued as of the time ~~without~~of ~~premium~~the oracceleration ~~penalty~~comes due, ~~other~~and ~~than~~any ~~customary~~applicable ~~“breakage”~~premiums ~~costs~~(as ~~with~~determined ~~respect~~pursuant to ~~Eurocurrency~~the ~~rate~~applicable ~~loans~~indentures) comes due. ~~Any~~Under ~~voluntary~~the ~~prepayments~~Bankruptcy weCode, ~~make~~the ~~will~~holders ~~not~~of ~~reduce~~the ~~our~~Priority ~~commitments~~Guarantee ~~under~~Notes ~~the~~are ~~receivables~~stayed ~~based~~from ~~credit~~taking ~~facility~~any action against the Debtors.

~~Guarantees~~As ~~and~~a ~~Security~~result of the default triggered by the filing of the Chapter 11 Cases, each issue of Priority Guarantee Notes currently bears interest at a default rate equal 1.0% per annum in excess of the applicable interest rate. However, we are not currently paying interest on the Priority Guarantee Notes while the Chapter 11 Cases are pending.

The ~~facility~~Priority isGuarantee ~~guaranteed~~Notes ~~by,~~are ~~subject~~our tosenior ~~certain~~obligations ~~exceptions~~and are fully and unconditionally guaranteed, ~~the~~jointly ~~guarantors~~and ofseverally, ~~our~~on a senior ~~secured~~basis ~~credit~~by ~~facilities.~~the ~~All~~guarantors ~~obligations~~named ~~under~~in the ~~receivables~~applicable ~~based~~indenture. ~~credit~~Each ~~facility,~~issue of Priority Guarantee Notes and the ~~guarantees~~guarantors’ ofobligations ~~those~~under ~~obligations,~~the respective guarantees are secured by (i) a ~~perfected~~lien ~~security~~on ~~interest~~(a) our incapital ~~all~~stock and of(b) certain ~~our~~property and ~~all~~related ofassets that do not constitute “principal property” (as defined in the ~~guarantors’~~indenture ~~accounts~~governing ~~receivable~~certain ~~and~~Legacy ~~related~~Notes ~~assets~~of ~~and~~ours), ~~proceeds~~in ~~thereof~~each ~~that~~case isequal ~~senior~~in priority to the ~~security~~liens ~~interest~~securing ofthe obligations under our senior secured credit facilities ~~in such accounts receivable~~ and ~~related~~the ~~assets~~other ~~and~~Priority ~~proceeds~~Guarantee ~~thereof~~Notes, subject to ~~permitted~~certain ~~liens~~exceptions, ~~including~~and ~~prior~~(ii) a ~~liens~~lien ~~permitted~~on by the ~~indenture~~accounts ~~governing~~receivable ~~certain~~and ofrelated assets securing our ~~legacy~~Facility ~~notes~~junior in priority to the lien securing our obligations thereunder, ~~and~~subject to certain exceptions.

Certain Covenants and Events of Default

If borrowing availability is less than the greater of (a) $50.0 million and (b) 10% of the aggregate commitments under the receivables based credit facility, in each case, for five consecutive business days (a “Liquidity Event”), we will be required to comply with a minimum fixed charge coverage ratio of at least 1.00 to 1.00 for fiscal quarters ending on or after the occurrence of the Liquidity Event, and will be continued to comply with this minimum fixed charge coverage ratio until borrowing availability exceeds the greater of (x) $50.0 million and (y) 10% of the aggregate commitments under the receivables based credit facility, in each case, for 30 consecutive calendar days, at which time the Liquidity Event shall no longer be deemed to be occurring. In addition, the receivables based credit facility includes negative covenants that, subject to significant exceptions, limit our ability and the ability of our restricted subsidiaries to, among other things:

• incur additional indebtedness;

• create liens on assets;

• engage in mergers, consolidations, liquidations and dissolutions;

• sell assets;

• pay dividends and distributions or repurchase capital stock;

• make investments, loans, or advances;

• prepay certain junior indebtedness;

• engage in certain transactions with affiliates;

• amend material agreements governing certain junior indebtedness; and

• change lines of business.

The receivables based credit facility includes certain customary representations and warranties, affirmative covenants and events of default, including payment defaults, breach of representations and warranties, covenant defaults, cross-defaults to certain indebtedness, certain events of bankruptcy, certain events under ERISA, material judgments and a change of control. If an event of default occurs, the lenders under the receivables based credit facility will be entitled to take various actions, including the acceleration of all amounts due under our receivables based credit facility and all actions permitted to be taken by a secured creditor.

9.0% Priority Guarantee Notes due 2019

As of December 31, ~~2016~~2017, weiHeartCommunications had outstanding $2.0 billion aggregate principal amount of 9.0% priority guarantee notes due 2019 (the “"9.0% Priority Guarantee Notes due 2019”").

The 9.0% Priority Guarantee Notes due 2019 are scheduled to mature on December 15, 2019 and, ~~bear~~prior to the filing of the Chapter 11 Cases, bore interest at a rate of 9.0% per annum, payable semi-annually in arrears on June 15 and December 15 of each year. In ~~The~~addition ~~9.0%~~to ~~Priority~~the ~~Guarantee~~collateral ~~Notes~~granted ~~due~~to ~~2019~~secure ~~are our senior obligations and are fully and unconditionally guaranteed, jointly and severally, on a senior basis by~~ the ~~guarantors named in the indenture. The~~ 9.0% Priority Guarantee Notes due 2019 described ~~and~~above ~~the guarantors’ obligations~~ under ~~the guarantees are secured by (i) a lien on (a) our capital stock and (b) certain property and related assets that do not constitute~~ “principal property” (as defined in the indenture governing certain Legacy Notes of ours), in each case equal in priority to the liens securing the obligations under our senior secured credit facilities, the 9.0% --Priority Guarantee Notes ~~due 2021~~,” the 11.25% Priority Guarantee Notes due 2021, 9.0% Priority Guarantee Notes due 2022 and the 10.625% Priority Guarantee Notes due 2023, subject to certain exceptions, and (ii) a lien on the accounts receivable and related assets securing our receivables based credit facility junior in priority to the lien securing our obligations thereunder, subject to certain exceptions. In addition to the collateral ~~granted to secure the 9.0% Priority Guarantee Notes due 2019, the collateral~~ agent and the trustee for the 9.0% Priority Guarantee Notes due 2019 entered into an agreement with the administrative agent for the lenders under the senior secured credit facilities to turn over to the trustee under the 9.0% Priority Guarantee Notes due 2019, for the benefit of the holders of the 9.0% Priority Guarantee Notes due 2019, a pro rata share of any recovery received on account of the principal properties, subject to certain terms and conditions.

We may redeem the 9.0% Priority Guarantee Notes due 2019, in whole or in part, at the redemption prices set forth in the indenture plus accrued and unpaid interest to the redemption date.

The indenture governing the 9.0% Priority Guarantee Notes due 2019 contains covenants that limit our ability and the ability of our restricted subsidiaries to, among other things: (i) pay dividends, redeem stock or make other distributions or investments; (ii) incur additional debt or issue certain preferred stock; (iii) modify any of our existing senior notes; (iv) transfer or sell assets; (v) engage in certain transactions with affiliates; (vi) create restrictions on dividends or other payments by the restricted subsidiaries; and (vii) merge, consolidate or sell substantially all of our assets. The indenture contains covenants that limit our ability, iHeartMedia Capital I, LLC's ability and the ability of our restricted subsidiaries to, among other things: (i) create liens on assets and (ii) materially impair the value of the security interests taken with respect to the collateral for the benefit of the notes collateral agent and the holders of the 9.0% Priority Guarantee Notes due 2019. The indenture also provides for customary events of default.

9.0% Priority Guarantee Notes due 2021

As of December 31, ~~2016~~2017, we had outstanding $1.75 billion aggregate principal amount of 9.0% priority guarantee notes due 2021 (the “9.0% Priority Guarantee Notes due 2021”).

The 9.0% Priority Guarantee Notes due 2021 are scheduled to mature on March 1, 2021 and, ~~bear~~prior to the filing of the Chapter 11 Cases, bore interest at a rate of 9.0% per annum, payable semi-annually in arrears on March 1 and September 1 of each year. The 9.0% Priority Guarantee Notes due 2021 are our senior obligations and are fully and unconditionally guaranteed, jointly and severally, on a senior basis by the guarantors named in the indenture. The 9.0% Priority Guarantee Notes due 2021 and the guarantors’ obligations under the guarantees are secured by (i) a lien on (a) our capital stock and (b) certain property and related assets that do not constitute “principal property” (as defined in the indenture governing certain Legacy Notes of ours), in each case equal in priority to the liens securing the obligations under our senior secured credit facilities, the 9.0% Priority Guarantee Notes due 2019, the 11.25% Priority Guarantee Notes due 2021, the 9.0% Priority Guarantee Notes due 2022 and the 10.625% Priority Guarantee Notes due 2023, subject to certain exceptions and (ii) a lien on the accounts receivable and related assets securing our receivables based credit facility junior in priority to the lien securing our obligations thereunder, subject to certain exceptions.

~~We may redeem the 9.0% Priority Guarantee Notes due 2021, in whole or part, at the redemption prices set forth in the indenture plus accrued and unpaid interest to the redemption date.~~60

The indenture governing the 9.0% Priority Guarantee Notes due 2021 contains covenants that limit our ability and the ability of our restricted subsidiaries to, among other things: (i) pay dividends, redeem stock or make other distributions or investments; (ii) incur additional debt or issue certain preferred stock; (iii) modify any of our existing senior notes; (iv) transfer or sell assets; (v) engage in certain transactions with affiliates; (vi) create restrictions on dividends or other payments by the restricted subsidiaries; and (vii) merge, consolidate or sell substantially all of our assets. The indenture contains covenants that limit our ability, iHeartMedia Capital I, LLC's ability and the ability of our restricted subsidiaries to, among other things: (i) create liens on assets and (ii) materially impair the value of the security interests taken with respect to the collateral for the benefit of the notes collateral agent and the holders of the 9.0% Priority Guarantee Notes due 2021. The indenture also provides for customary events of default.

11.25% Priority Guarantee Notes due 2021

As of December 31, ~~2016~~2017, we had outstanding $~~575~~870.0 5 million (net of $180.8 million aggregate principal amount held by certain subsidiaries of iHeartCommunications) aggregate principal amount of 11.25% Priority Guarantee Notes due 2021 (the “11.25% Priority Guarantee Notes due 2021”). On February 7, 2017, we completed an exchange offer of $476.4 million principal amount of our 10.0% Senior Notes due 2018 for $476.4 million principal amount of newly-issued 11.25% Priority Guarantee Notes due 2021, which were issued as “additional notes” under the indenture governing the 11.25% Priority Guarantee Notes due 2021. Of the $476.4 million principal amount of 11.25% Priority Guarantee Notes due 2021 issued in the exchange offer, $241.4 million principal amount was issued to subsidiaries of weours that exchanged 10.0% Senior Notes due 2018 in the exchange offer. On July 10, 2017, we exchanged $15.6 million principal amount of our 10.0% Senior Notes due 2018 that were held by an unaffiliated third party for $15.6 million principal amount of our 11.25% Priority Guarantee Notes due 2021 that were held by a subsidiary of ours. In October 2017, we exchanged $45.0 million principal amount of our 10.0% Senior Notes due 2018 that were held by unaffiliated third parties for $45.0 million principal amount of our 11.25% Priority Guarantee Notes due 2021 that were held by a subsidiary of ours.

The 11.25% Priority Guarantee Notes due 2021 are scheduled to mature on March 1, 2021 and, ~~bear~~prior to the filing of the Chapter 11 Cases, bore interest at a rate of 11.25% per annum, payable semi-annually in arrears on March 1 and September 1 of each year. In ~~The~~connection ~~11.25% Priority~~with ~~Guarantee~~the ~~Notes~~exchange ~~due~~offer ~~2021~~that ~~are~~was ~~our~~completed ~~senior~~on ~~obligations~~February ~~and~~7, ~~are~~2017, ~~fully~~we ~~and~~entered ~~unconditionally~~into ~~guaranteed,~~a ~~jointly~~registration ~~and~~rights ~~severally,~~agreement onpursuant ato ~~senior~~which ~~basis~~we byagreed ~~the~~to ~~guarantors~~use ~~named~~commercially inreasonable ~~the~~efforts ~~indenture~~to ~~governing~~file ~~such~~and ~~notes.~~cause ~~The~~to be declared effective a registration statement covering a registered offer to exchange the 11.25% Priority Guarantee Notes due 2021 ~~and~~issued in the ~~guarantors’~~exchange ~~obligations~~offer ~~under~~for ~~the~~exchange ~~guarantees~~notes ~~are~~having ~~secured~~substantially byidentical ~~(i) a~~terms ~~lien on~~ (~~a) our~~except ~~capital~~that ~~stock and~~they ~~(b) certain~~will ~~property~~have ~~and~~been ~~related~~registered ~~assets~~pursuant ~~that~~to doan ~~not~~effective ~~constitute~~registration ~~“principal~~statement ~~property”~~under ~~(as~~the ~~defined~~Securities inAct ~~the~~and ~~indenture~~will ~~governing~~not ~~certain~~contain ~~Legacy~~provisions ~~Notes~~for ofspecial ~~ours~~interest),. inBecause ~~each~~such ~~case~~a ~~equal~~registration instatement ~~priority~~did tonot ~~the~~become ~~liens~~effective ~~securing~~within ~~the~~420 ~~obligations~~days ~~under~~of ~~our~~the ~~senior~~February ~~secured~~7, ~~credit~~2017 ~~facilities,~~closing of the ~~9.0%~~exchange ~~Priority~~offer, ~~Guarantee~~commencing ~~Notes~~after ~~due~~April ~~2019~~3, 2018, the 911.025% Priority Guarantee Notes due 2021, issued in the ~~9.0%~~exchange ~~Priority~~offer ~~Guarantee~~are ~~Notes~~subject ~~due~~to ~~2022~~special ~~and~~interest ~~the~~that 10is accruing at a rate of 0.~~625~~25% ~~Priority~~per ~~Guarantee~~annum ~~Notes~~during ~~due~~the ~~2023,~~first ~~subject~~90 todays ~~certain~~following ~~exceptions~~April 3, 2018 and ~~(ii)~~ will accrue at a ~~lien~~rate onof 0.50% thereafter until the ~~accounts~~registration ~~receivable~~default ~~and~~is ~~related~~cured. ~~assets~~We ~~securing~~are ~~our~~not ~~receivables~~currently ~~based~~paying ~~credit~~any ~~facility~~interest ~~junior~~or inspecial ~~priority~~interest toon the ~~lien~~11.25% ~~securing~~Priority ~~our~~Guarantee ~~obligations~~Notes ~~thereunder,~~due ~~subject~~2021 towhile ~~certain~~the ~~exceptions~~Chapter 11 Cases are pending.

We may redeem the 11.25% Priority Guarantee Notes due 2021, in whole or in part, at the redemption prices set forth in the indenture plus accrued and unpaid interest to the redemption date.

The indenture governing the 11.25% Priority Guarantee Notes due 2021 contains covenants that limit our ability and the ability of our restricted subsidiaries to, among other things: (i) pay dividends, redeem stock or make other distributions or investments; (ii) incur additional debt or issue certain preferred stock; (iii) modify any of our existing senior notes; (iv) transfer or sell assets; (v) engage in certain transactions with affiliates; (vi) create restrictions on dividends or other payments by the restricted subsidiaries; and (vii) merge, consolidate or sell substantially all of our assets. The indenture contains covenants that limit our ability, iHeartMedia Capital I, LLC's ability and the ability of our restricted subsidiaries to, among other things: (i) create liens on assets and (ii) materially impair the value of the security interests taken with respect to the collateral for the benefit of

the notes collateral agent and the holders of the 11.25% Priority Guarantee Notes due 2021. The indenture also provides for customary events of default.

9.0% Priority Guarantee Notes due 2022

As of December 31, ~~2016~~2017, we had outstanding $1.0 billion aggregate principal amount of 9.0% priority guarantee notes due 2022 (the “9.0% Priority Guarantee Notes due 2022”).

The 9.0% Priority Guarantee Notes due 2022 are scheduled to mature on September 15, 2022 and, ~~bear~~prior to the filing of the Chapter 11 Cases, bore interest at a rate of 9.0% per annum, payable semi-annually in arrears on March 15 and September 15 of each year. The 9.0% Priority Guarantee Notes due 2022 are our senior obligations and are fully and unconditionally guaranteed, jointly and severally, on a senior basis by the guarantors named in the indenture. The 9.0% Priority Guarantee Notes due 2022 and the guarantors’ obligations under the guarantees are secured by (i) a lien on (a) our capital stock and (b) certain property and related assets that do not constitute “principal property” (as defined in the indenture governing certain Legacy Notes of ours), in each case equal in priority to the liens securing the obligations under our senior secured credit facilities, the 9.0% Priority Guarantee Notes due 2019, the 9.0% Priority Guarantee Notes due 2021, the 11.25% Priority Guarantee Notes due 2021 and the 10.625% Priority Guarantee Notes due 2023, subject to certain exceptions, and (ii) a lien on the accounts receivable and related assets securing our receivables based credit facility junior in priority to the lien securing our obligations thereunder, subject to certain exceptions.

We may redeem the 9.0% Priority Guarantee Notes due 2022 at our option, in whole or part, at any time prior to September 15, 2017, at a price equal to 100% of the principal amount of the 9.0% Priority Guarantee Notes due 2022 redeemed, plus accrued and unpaid interest to the redemption date and plus an applicable premium. We may redeem the 9.0% Priority Guarantee Notes due 2022, in whole or in part, on or after September 15, 2017, at the redemption prices set forth in the indenture plus accrued and unpaid interest to the redemption date. At any time on or before September 15, 2017, we may elect to redeem up to 40% of the aggregate principal amount of the 9.0% Priority Guarantee Notes due 2022 at a redemption price equal to 109.0% of the principal amount thereof, plus accrued and unpaid interest to the redemption date, with the net proceeds of one or more equity offerings.

The indenture governing the 9.0% Priority Guarantee Notes due 2022 contains covenants that limit our ability and the ability of our restricted subsidiaries to, among other things: (i) pay dividends, redeem stock or make other distributions or investments; (ii) incur additional debt or issue certain preferred stock; (iii) modify any of our existing senior notes; (iv) transfer or sell assets; (v) engage in certain transactions with affiliates; (vi) create restrictions on dividends or other payments by the restricted subsidiaries; and (vii) merge, consolidate or sell substantially all of our assets. The indenture contains covenants that limit our ability, iHeartMedia Capital I, LLC's ability and the ability of our restricted subsidiaries to, among other things: (i) create liens on assets and (ii) materially impair the value of the security interests taken with respect to the collateral for the benefit of the notes collateral agent and the holders of the 9.0% Priority Guarantee Notes due 2022. The indenture also provides for customary events of default.

10.625% Priority Guarantee Notes due 2023

As of December 31, ~~2016~~2017, we had outstanding $950.0 million aggregate principal amount of 10.625% priority guarantee notes due 2023 (the “10.625% Priority Guarantee Notes due 2023”).

The 10.625% Priority Guarantee Notes due 2023 are scheduled to mature on March 15, 2023 and, ~~bear~~prior to the filing of the Chapter 11 Cases, bore interest at a rate of 10.625% per annum, payable semi-annually in arrears on March 15 and September 15 of each year. The 10.625% Priority Guarantee Notes due 2023 are our senior obligations and are fully and unconditionally guaranteed, jointly and severally, on a senior basis by the guarantors named in the indenture. The 10.625% Priority Guarantee Notes due 2023 and the guarantors’ obligations under the guarantees are secured by (i) a lien on (a) our capital stock and (b) certain property and related assets that do not constitute “principal property” (as defined in the indenture governing certain Legacy Notes of ours), in each case equal in priority to the liens securing the obligations under our senior secured credit facilities, the 9.0% Priority Guarantee Notes due 2019, the 9.0% Priority Guarantee Notes due 2021, the 11.25% Priority Guarantee Notes due 2021 and the 9.0% Priority Guarantee Notes due 2022, subject to certain exceptions, and (ii) a lien on the accounts receivable and related assets securing our receivables based credit facility junior in priority to the lien securing our obligations thereunder, subject to certain exceptions.

We may redeem the 10.625% Priority Guarantee Notes due 2023 at its option, in whole or part, at any time prior to March 15, 2018, at a price equal to 100% of the principal amount of the 10.625% Priority Guarantee Notes due 2023 redeemed, plus accrued and unpaid interest to the redemption date and plus an applicable premium. We may redeem the 10.625% Priority Guarantee Notes due 2023, in whole or in part, on or after March 15, 2018, at the redemption prices set forth in the indenture plus accrued and unpaid interest to the redemption date. At any time on or before March 15, 2018, we may elect to redeem up to 40% of the aggregate principal amount of the 10.625% Priority Guarantee Notes due 2023 at a redemption price equal to 110.625% of the

principal amount thereof, plus accrued and unpaid interest to the redemption date, with the net proceeds of one or more equity offerings.

The indenture governing the 10.625% Priority Guarantee Notes due 2023 contains covenants that limit our ability and the ability of its restricted subsidiaries to, among other things: (i) pay dividends, redeem stock or make other distributions or investments; (ii) incur additional debt or issue certain preferred stock; (iii) modify any of our existing senior notes; (iv) transfer or sell assets; (v) engage in certain transactions with affiliates; (vi) create restrictions on dividends or other payments by the restricted subsidiaries; and (vii) merge, consolidate or sell substantially all of our assets. The indenture contains covenants that limit our ability, iHeartMedia Capital I, LLC's ability and the ability of our restricted subsidiaries to, among other things: (i) create liens on assets and (ii) materially impair the value of the security interests taken with respect to the collateral for the benefit of the notes collateral agent and the holders of the 10.625% Priority Guarantee Notes due 2023. The indenture also provides for customary events of default.

Subsidiary Senior Revolving Credit Facility due 2018

During the third quarter of 2013, CCOH entered into a five-year senior secured revolving credit facility with an aggregate principal amount of $75.0 million. The revolving credit facility may be used for working capital needs, to issue letters of credit and for other general corporate purposes. At December 31, ~~2016~~2017, there were no amounts outstanding under the revolving credit facility, and $6571.4 2 million of letters of credit under the revolving credit facility, which reduce availability under the facility.

The revolving credit facility contains a springing covenant that requires CCOH to maintain a secured leverage ratio (as defined in the revolving credit facility) of not more than 1.5:1 that is tested at the end of a quarter if availability under the facility is less than 75% of the aggregate commitments under the facility as of the end of the quarter. CCOH was in compliance with the secured leverage ratio covenant as of December 31, ~~2016~~2017.

14.0% Senior Notes due 2021

As of December 31, ~~2016~~2017, we had outstanding approximately $1.7 8 billion of aggregate principal amount of 14.0% Senior Notes due 2021 (net of $~~440~~449.6 4 million principal amount held by a subsidiary of ours).

On October 4, 2016, we announced the successful completion of the solicitation of consents (the "Consent Solicitation") from holders of its outstanding Senior Notes due 2021 (the "2021 Notes") to an amendment to the indenture governing the 2021 Notes (the "2021 Notes Indenture") to increase the aggregate principal amount of indebtedness under Credit Facilities (as defined in the 2021 Notes Indenture) permitted to be incurred under Section 4.09(b)(1) of the 2021 Notes Indenture by $500.0 million to $17.3 billion. We paid an aggregate consent fee of $8.6 million to holders of the 2021 Notes that consented to the amendment in accordance with the terms of the Consent Solicitation.61

OnThe ~~December~~filing ~~12,~~of ~~2016,~~the weChapter ~~announced~~11 ~~the~~Cases ~~results~~constituted ~~and~~an ~~expiration~~event of ~~the~~default ~~six~~that ~~separate~~accelerated ~~consent solicitations (~~the ~~"Consent~~Company's ~~Solicitations")~~obligations ~~with~~under ~~respect~~the to14% ~~its~~Senior ~~2021~~ Notes ~~and~~due ~~its~~2021. ~~five~~Other ~~series~~events of ~~priority~~default ~~guarantee~~are ~~notes.~~also ~~Holders~~present ofwith ~~2021~~respect ~~Notes~~to ~~representing~~the ~~approximately 81.5~~14% ofSenior ~~the outstanding principal amount of the 2021~~ Notes ~~(excluding~~due ~~any~~ 2021, ~~Notes~~including ~~held~~a byfailure ~~the Company or its affiliates), consented~~ to ~~the~~make ~~proposed~~an ~~amendment~~interest ~~(the~~payment ~~"Proposed~~on ~~Amendment")~~February to1, ~~Section 9~~2018.07 ofUnder the indenture ~~governing~~pursuant ~~the~~to ~~2021~~which ~~Notes Indenture. The Proposed Amendment allows~~ the ~~Company~~14% toSenior ~~exclude,~~Notes indue ~~any~~2021 ~~offer~~were ~~to consent~~issued, ~~waive~~upon ~~or amend any of~~ the ~~terms~~acceleration ~~or provisions~~ of ~~the~~our ~~2021~~obligations ~~Notes~~under ~~Indenture or~~ the 14% Senior Notes indue ~~connection with an exchange offer~~2021, ~~any~~the ~~holders~~14% ofSenior Notes ~~who~~due ~~are~~2021 ~~not institutional "accredited investors," who~~ are ~~not~~deemed ~~non-"U.S. persons", or those in foreign jurisdictions whose inclusion would require the Company~~ to ~~comply~~have ~~with~~matured, the ~~registration~~unpaid ~~requirements~~principal orbalance ~~other similar requirements under any securities laws~~ of ~~such~~the ~~foreign~~14% ~~jurisdiction~~Senior orNotes ~~would~~due be2021 ~~unlawful.~~comes Wedue, ~~paid~~unpaid aninterest ~~aggregate~~accrued ~~consent~~as ~~fee~~ of ~~$1.7~~the ~~million~~time ~~to holders~~ of the ~~2021~~acceleration ~~Notes~~comes ~~that~~due, ~~consented~~and toany ~~the~~applicable ~~amendment~~premiums in(as ~~accordance~~determined ~~with~~pursuant ~~the~~to ~~terms of~~ the ~~Consent~~applicable ~~Solicitation~~indentures) ~~and~~comes ~~will pay a contingent fee of $2~~due.6 ~~million~~Under tothe ~~such~~Bankruptcy ~~holders~~Code, ~~upon~~ the ~~completion~~holders of anthe ~~exchange~~14% ~~offer~~Senior inNotes ~~which~~due ~~the~~2021 ~~Company~~are ~~relies~~stayed onfrom ~~the~~taking ~~changes~~any ~~effected~~action byagainst the ~~Proposed Amendment~~Debtors.

The 14% Senior Notes due 2021 mature on February 1, 2021. Interest on the 14% Senior Notes due 2021 is payable semi-annually on February 1 and August 1 of each year. Interest on the 14% Senior Notes due 2021 will be paid at the rate of (i) 12.0% per annum in cash and (ii) 2.0% per annum through the issuance of payment-in-kind notes (the “PIK Notes”). Any PIK Notes issued in certificated form will be dated as of the applicable interest payment date and will bear interest from and after such date. All PIK Notes issued will mature on February 1, 2021 and have the same rights and benefits as the 14% Senior Notes due 2021. Beginning with the interest payment due August 1, 2018 and continuing on each interest payment date thereafter, redemptions of a portion of the principal amount then outstanding will become due for purposes of applicable high yield discount obligation (“AHYDO”) catch-up payments.

~~The~~On February 1, 2018, we elected not to make the cash interest payment of approximately $106.0 million due on February 1, 2018 with respect to the 14% Senior Notes due 2021. ~~are~~Under ~~fully~~the ~~and~~terms ~~unconditionally~~of ~~guaranteed~~the indenture governing the 14% Senior Notes due 2021, interest accrues on athe ~~senior~~overdue ~~basis~~interest bypayment from February 1, 2018 at the ~~guarantors~~rate ~~named~~applicable into the ~~indenture~~14% ~~governing~~Senior ~~such~~Notes ~~notes~~due 2021. ~~The~~ ~~guarantee~~However, iswe ~~structurally~~are ~~subordinated~~not tocurrently ~~all~~paying ~~existing~~interest ~~and~~on ~~future~~the ~~indebtedness~~14% ~~and~~Senior ~~other~~Notes due 2021 while the Chapter 11 Cases are pending.

59The 14% Senior Notes due 2021 are fully and unconditionally guaranteed on a senior basis by the guarantors named in the indenture governing such notes. The guarantees are structurally subordinated to all existing and future indebtedness and other liabilities of any subsidiary of the applicable subsidiary guarantor that is not also a guarantor of the Senior Notes due 2021. The guarantees are subordinated to the guarantees of our senior secured credit facility and certain other permitted debt, but rank equal to all other senior indebtedness of the guarantors.

liabilities of any subsidiary of the applicable subsidiary guarantor that is not also a guarantor of the Senior Notes due 2021. The guarantees are subordinated to the guarantees of our senior secured credit facility and certain other permitted debt, but rank equal to all other senior indebtedness of the guarantors.

We may redeem the 14% Senior Notes due 2021, in whole or in part at the redemption prices set forth in the indenture plus accrued and unpaid interest to the redemption date.

The indenture governing the 14% Senior Notes due 2021 contains covenants that limit our ability and the ability of our restricted subsidiaries to, among other things: (i) incur additional indebtedness or issue certain preferred stock; (ii) pay dividends on, or make distributions in respect of, our capital stock or repurchase our capital stock; (iii) make certain investments or other restricted payments; (iv) sell certain assets; (v) create liens or use assets as security in other transactions; (vi) merge, consolidate or transfer or dispose of substantially all of our assets; (vii) engage in transactions with affiliates; and (viii) designate our subsidiaries as unrestricted subsidiaries.

Legacy Notes

As of December 31, ~~2016~~2017, we had approximately $475.0 million aggregate principal amount of senior notes outstanding (net of $57.1 million aggregate principal amount held by a subsidiary of ours) (collectively, the "Legacy Notes"). In December 2016, we repaid at maturity $192.9 million of 5.5% Senior Notes due 2016 and did not pay $57.1 million of the notes held by a subsidiary of ours. Although the non-payment of the $57.1 million of 5.50% Senior Notes due 2016 is a default under the indenture governing the 5.50% Senior Notes due 2016 (the “legacy notes indenture”), the subsidiary that holds the notes informed us that, while it retains its right to exercise remedies under the legacy notes indenture in the future, it does not currently intend to, and it does not currently intend to request that the trustee, seek to collect principal amounts due or exercise or request enforcement of any remedy with respect to the nonpayment of such principal amount under the legacy notes indenture. The default resulting from non-payment of the $57.1 million of 5.50% Senior Notes is below the $100.0 million cross-default threshold in our debt documents. See “--Non-Payment of $57.1 Million of ~~Our~~we Legacy Notes Held by an Affiliate.” The $57.1 million of aggregate principal amount remains outstanding and is eliminated for purposes of consolidation of in our financial statements.

The ~~senior~~filing ~~notes~~of ~~were~~ the ~~obligations~~Chapter of11 ~~ours~~Cases ~~prior~~constituted toan ~~the~~event ~~merger~~of indefault ~~2008.~~that ~~The~~accelerated ~~senior~~the ~~notes~~Company's ~~are~~obligations ~~senior,~~under ~~unsecured~~the ~~obligations~~Legacy ~~that~~Notes. ~~are~~Under ~~effectively~~the ~~subordinated~~indenture pursuant to ~~our~~which ~~secured~~the ~~indebtedness~~Legacy toNotes ~~the~~were ~~extent~~issued, ofupon the ~~value~~acceleration of our ~~assets~~obligations ~~securing~~under ~~such~~the ~~indebtedness~~Legacy ~~and~~Notes, the Legacy Notes are ~~not~~deemed ~~guaranteed~~to byhave ~~any~~matured, ofthe ~~our~~unpaid ~~subsidiaries~~principal ~~and,~~balance asof athe ~~result,~~Legacy ~~are~~Notes ~~structurally~~comes ~~subordinated~~due, tounpaid ~~all~~interest ~~indebtedness~~accrued ~~and~~as ~~other~~of ~~liabilities~~the time of ~~our~~the ~~subsidiaries. The~~acceleration ~~senior~~comes ~~notes~~due, ~~rank~~and ~~equally~~any inapplicable ~~right~~premiums of(as ~~payment~~determined ~~with~~pursuant ~~all~~to ofthe ~~our~~applicable ~~existing~~indentures) ~~and~~comes ~~future~~due. ~~senior~~Under ~~indebtedness~~the ~~and~~Bankruptcy ~~senior~~Code, inthe ~~right~~holders of ~~payment~~the toLegacy ~~all~~Notes ~~existing~~are ~~and~~stayed ~~future~~from ~~subordinated~~taking ~~indebtedness~~any action against the Debtors.

We are not currently paying interest on the Legacy Notes while the Chapter 11 Cases are pending.

The Legacy Notes were the obligations of ours prior to the merger in 2008. The Legacy Notes are senior, unsecured obligations that are effectively subordinated to our secured indebtedness to the extent of the value of our assets securing such indebtedness and are not guaranteed by any of our subsidiaries and, as a result, are structurally subordinated to all indebtedness and other liabilities of our subsidiaries. The Legacy Notes rank equally in right of payment with all of our existing and future senior indebtedness and senior in right of payment to all existing and future subordinated indebtedness.

10.0% Senior Notes due 2018

As of December 31, ~~2016~~2017, we had outstanding $~~347~~47.05 million aggregate principal amount of 10.0% Senior Notes due 2018 ~~(net of $503~~.~~0 million aggregate principal amount held by certain subsidiaries of ours).~~ On February 7, 2017, we completed an exchange offer of $476.4 million principal amount of our 10.0% Senior Notes due 2018 for $476.4 million principal amount of newly-issued 11.25% Priority Guarantee Notes due 2021, which were issued as “additional notes” under the indenture governing the 11.25% Priority Guarantee Notes due 2021. Of the $476.4 million principal amount of 10.0% Senior Notes due 2018 tendered and accepted for exchange, $241.4 million principal amount was tendered by subsidiaries of ~~ours~~we. ~~After~~On ~~giving~~July ~~effect~~10, ~~to the exchange offer~~2017, we ~~had~~exchanged ~~outstanding~~ $~~112~~15.16 million ~~aggregate~~ principal amount of our 10.0% Senior Notes due 2018 ~~(net~~that ofwere held by an unaffiliated third party for $~~261~~15.56 million ~~aggregate~~ principal amount of our 11.25% Priority Guarantee Notes due 2021 that were held by ~~certain~~a ~~subsidiaries~~subsidiary of ours). ~~The~~ In October 2017, we exchanged $45.0 million principal amount of our 10.0% Senior Notes due 2018 ~~mature~~that onwere ~~January~~held ~~15,~~by ~~2018~~unaffiliated ~~and~~third ~~bear~~parties ~~interest~~for at$45.0 million principal amount of our 11.25% Priority Guarantee Notes due 2021 that were held by a ~~rate~~subsidiary of ours. On December 13, 2017 the Company repurchased $4.0 million aggregate principal amount of 10.0% ~~per~~Senior ~~annum,~~Notes ~~payable~~due ~~semi-annually~~2018 onthat ~~January~~were 15held ~~and~~by ~~July~~unaffiliated 15third ofparties ~~each~~for ~~year~~$2.7 million in cash.

~~The~~On ~~10.0%~~January ~~Senior~~4, ~~Notes due~~ 2018 ~~are senior~~, ~~unsecured~~we ~~obligations~~repurchased ~~that~~$5.4 ~~are~~million ~~effectively~~aggregate ~~subordinated~~principal toamount ~~our~~of ~~secured~~10.0% ~~indebtedness~~Senior toNotes ~~the~~due ~~extent~~2018 ofthat ~~the~~were ~~value~~held ofby ~~our~~unaffiliated ~~assets~~third ~~securing~~parties ~~such~~for ~~indebtedness~~$5.3 ~~and~~million ~~are~~in ~~not~~cash. On ~~guaranteed~~January by16, ~~any of our subsidiaries and~~2018, aswe arepaid ~~result,~~the ~~are~~remaining ~~structurally~~balance ~~subordinated~~of to$42.1 ~~all~~million ~~indebtedness~~aggregate ~~and~~principal ~~other~~amount ~~liabilities~~ of ~~our subsidiaries. The~~ 10.0% Senior Notes due 2018 ~~rank~~that ~~equally~~were inheld ~~right~~by ofunaffiliated ~~payment~~third ~~with~~parties ~~all~~for of$42.1 ~~our~~million ~~existing and future senior indebtedness and senior~~ in ~~right of payment to all existing and future subordinated indebtedness~~cash.

CCWH Senior Notes

As of December 31, ~~2016~~2017, CCWH senior notes represented $2.7 billion aggregate principal amount of indebtedness outstanding, which consisted of $735.75 million aggregate principal amount of Series A Senior Notes due 2022 (the “Series A CCWH Senior Notes”) and $1,989.25 million aggregate principal amount of Series B CCWH Senior Notes due 2022 (the “Series B CCWH Senior Notes”). The CCWH Senior Notes are guaranteed by CCOH, Clear Channel Outdoor, Inc. (“CCOI”) and certain of CCOH’s direct and indirect subsidiaries.

The CCWH Senior Notes are senior obligations that rank pari passu in right of payment to all unsubordinated indebtedness of CCWH and the guarantees of the CCWH Senior Notes rank pari passu in right of payment to all unsubordinated indebtedness of the guarantors. Interest on the CCWH Senior Notes is payable to the trustee weekly in arrears and to the noteholders on May 15 and November 15 of each year.

~~At any time prior to November 15, 2017,~~ CCWH may redeem the CCWH Senior Notes, in whole or in part, at ~~a price equal to 100% of~~ the ~~principal amount of the CCWH Senior Notes plus a “make-whole” premium, together with accrued and unpaid interest, if any, to the~~ redemption ~~date. CCWH may redeem the CCWH Senior Notes, in whole or in part, on or after November 15, 2017, at the redemption~~ prices set forth in the applicable indenture governing the CCWH Senior Notes plus accrued and unpaid interest to the redemption date. Notwithstanding the foregoing, neither CCOH nor any of its subsidiaries is permitted to make any purchase of, or otherwise effectively cancel or retire any Series A CCWH Senior Notes or Series B CCWH Senior Notes if, after giving effect thereto and, if applicable, any concurrent purchase of or other addition with respect to any Series B CCWH Senior Notes or Series A CCWH Senior Notes, as applicable, the ratio of (a) the outstanding aggregate principal amount of the Series A CCWH Senior Notes to (b) the outstanding aggregate principal amount of the Series B CCWH Senior Notes shall be greater than 0.25, subject to certain exceptions.

The indenture governing the Series A CCWH Senior Notes contains covenants that limit CCOH and its restricted subsidiaries ability to, among other things:


•	incur or guarantee additional debt to persons other than us and our subsidiaries (other than CCOH) or issue certain preferred stock;


•	create liens on its restricted subsidiaries’ assets to secure such debt;


•	create restrictions on the payment of dividends or other amounts to CCOH from its restricted subsidiaries that are not guarantors of the CCWH Senior Notes;


•	enter into certain transactions with affiliates; and


•	merge or consolidate with another person, or sell or otherwise dispose of all or substantially all of its assets.

In addition, the indenture governing the Series A CCWH Senior Notes provides that if CCWH (i) makes an optional redemption of the Series B CCWH Senior Notes or purchases or makes an offer to purchase the Series B CCWH Senior Notes at or above 100% of the principal amount thereof, then CCWH shall apply a pro rata amount to make an optional redemption or purchase a pro rata amount of the Series A CCWH Senior Notes or (ii) makes an asset sale offer under the indenture governing the Series B CCWH Senior Notes, then CCWH shall apply a pro rata amount to make an offer to purchase a pro rata amount of Series A CCWH Senior Notes.

The indenture governing the Series A CCWH Senior Notes does not include limitations on dividends, distributions, investments or asset sales.

The indenture governing the Series B CCWH Senior Notes contains covenants that limit CCOH and its restricted subsidiaries ability to, among other things:


•	incur or guarantee additional debt or issue certain preferred stock;


•	redeem, repurchase or retire CCOH’s subordinated debt;


•	make certain investments;


•	create liens on its or its restricted subsidiaries’ assets to secure debt;


•	create restrictions on the payment of dividends or other amounts to it from its restricted subsidiaries that are not guarantors of the CCWH Senior Notes;


•	enter into certain transactions with affiliates;


•	merge or consolidate with another person, or sell or otherwise dispose of all or substantially all of its assets;


•	sell certain assets, including capital stock of its subsidiaries;


•	designate its subsidiaries as unrestricted subsidiaries; and


•	pay dividends, redeem or repurchase capital stock or make other restricted payments.

The Series A CCWH Senior Notes indenture and Series B CCWH Senior Notes indenture restrict CCOH’s ability to incur additional indebtedness but permit CCOH to incur additional indebtedness based on an incurrence test. In order to incur (i) additional indebtedness under this test, CCOH’s debt to adjusted EBITDA ratios (as defined by the indentures) must be lower than 7.0:1 and 5.0:1 for total debt and senior debt, respectively, and (ii) additional indebtedness that is subordinated to the CCWH Senior Notes under this test, CCOH’s debt to adjusted EBITDA ratios (as defined by the indentures) must be lower than 7.0:1 for total debt. The indentures contain certain other exceptions that allow CCOH to incur additional indebtedness. The Series B CCWH Senior Notes indenture also permits CCOH to pay dividends from the proceeds of indebtedness or the excess proceeds from asset sales after making an asset sale offer if its debt to adjusted EBITDA ratios (as defined by the indentures) are lower than 7.0:1 and 5.0:1 for total debt and senior debt, respectively. The Series A CCWH Senior Notes indenture does not limit CCOH’s ability to pay dividends. Because CCOH's consolidated leverage ratio exceeded the limit in the incurrence tests described above, CCOH is not currently permitted to incur additional indebtedness using the incurrence test in the Series A CCWH Senior Notes indenture and the Series B CCWH Senior Notes indenture, and CCOH is not currently permitted to pay dividends from the proceeds of indebtedness or the excess proceeds from asset sales under the Series B CCWH Senior Notes indenture. There are other exceptions in these indentures that allow CCOH to incur additional indebtedness and pay dividends. The exceptions in the Series B CCWH Senior Notes indenture that allow CCOH to pay dividends include (i) $525.0 million of dividends made pursuant to general restricted payment baskets and (ii) dividends made using proceeds received upon a demand by CCOH of amounts outstanding under the revolving promissory note issued by us to CCOH. CCOH has used substantially all of the $525.0 million general restricted payments basket capacity in the Series B CCWH Senior Notes indenture. The Series A CCWH Senior Notes indenture does not limit CCOH's ability to pay dividends.

respectively. The Series A CCWH Senior Notes indenture does not limit CCOH’s ability to pay dividends. Because our consolidated leverage ratio exceeded the limit in the incurrence tests described above, we are not currently permitted to incur additional indebtedness using the incurrence test in the Series A CCWH Senior Notes indenture and the Series B CCWH Senior Notes indenture, and we are not currently permitted to pay dividends from the proceeds of indebtedness or the excess proceeds from asset sales under the Series B CCWH Senior Notes indenture. There are other exceptions in these indentures that allow us to incur additional indebtedness and pay dividends. The exceptions in the Series B CCWH Senior Notes indenture that allow us to pay dividends include (i) $525.0 million of dividends made pursuant to general restricted payment baskets and (ii) dividends made using proceeds received upon a demand by us of amounts outstanding under the revolving promissory note issued by us to CCOH.

CCWH Senior Subordinated Notes

As of December 31, ~~2016~~2017, CCWH Subordinated Notes represented $2.2 billion of aggregate principal amount of indebtedness outstanding, which consist of $275.0 million aggregate principal amount of 7.625% Series A Senior Subordinated Notes due 2020 (the “Series A CCWH Subordinated Notes”) and $1,925.0 million aggregate principal amount of 7.625% Series B Senior Subordinated Notes due 2020 (the “Series B CCWH Subordinated Notes”). Interest on the CCWH Subordinated Notes is payable to the trustee weekly in arrears and to the noteholders on March 15 and September 15 of each year.

The CCWH Subordinated Notes are CCWH’s senior subordinated obligations and are fully and unconditionally guaranteed, jointly and severally, on a senior subordinated basis by CCOH, CCOI and certain of CCOH’s other domestic subsidiaries. The CCWH Subordinated Notes are unsecured senior subordinated obligations that rank junior to all of CCWH’s existing and future senior debt, including the CCWH Senior Notes, equally with any of CCWH’s existing and future senior subordinated debt and ahead of all of CCWH’s existing and future debt that expressly provides that it is subordinated to the CCWH Subordinated Notes. The guarantees of the CCWH Subordinated Notes rank junior to each guarantor’s existing and future senior debt, including the CCWH Senior Notes, equally with each guarantor’s existing and future senior subordinated debt and ahead of each guarantor’s existing and future debt that expressly provides that it is subordinated to the guarantees of the CCWH Subordinated Notes.

CCWH may redeem the CCWH Subordinated Notes, in whole or in part, at the redemption prices set forth in the applicable indenture governing the CCWH Subordinated Notes plus accrued and unpaid interest to the redemption date. Neither CCOH nor any of its subsidiaries is permitted to make any purchase of, or otherwise effectively cancel or retire any Series A CCWH Subordinated Notes or Series B CCWH Subordinated Notes if, after giving effect thereto and, if applicable, any concurrent purchase of or other addition with respect to any Series B CCWH Subordinated Notes or Series A CCWH Subordinated Notes, as applicable, the ratio of (a) the outstanding aggregate principal amount of the Series A CCWH Subordinated Notes to (b) the outstanding aggregate principal amount of the Series B CCWH Subordinated Notes shall be greater than 0.25, subject to certain exceptions.

The indenture governing the Series A CCWH Subordinated Notes contains covenants that limit CCOH and its restricted subsidiaries ability to, among other things:


•	incur or guarantee additional debt to persons other than us and our subsidiaries (other than CCOH) or issue certain preferred stock;


•	create restrictions on the payment of dividends or other amounts to CCOH from its restricted subsidiaries that are not guarantors of the notes;


•	enter into certain transactions with affiliates; and


•	merge or consolidate with another person, or sell or otherwise dispose of all or substantially all of CCOH’s assets.

In addition, the indenture governing the Series A CCWH Subordinated Notes provides that if CCWH (i) makes an optional redemption of the Series B CCWH Subordinated Notes or purchases or makes an offer to purchase the Series B CCWH Subordinated Notes at or above 100% of the principal amount thereof, then CCWH shall apply a pro rata amount to make an optional redemption or purchase a pro rata amount of the Series A CCWH Subordinated Notes or (ii) makes an asset sale offer under the indenture governing the Series B CCWH Subordinated Notes, then CCWH shall apply a pro rata amount to make an offer to purchase a pro rata amount of Series A CCWH Subordinated Notes.

The indenture governing the Series A CCWH Subordinated Notes does not include limitations on dividends, distributions, investments or asset sales.

The indenture governing the Series B CCWH Subordinated Notes contains covenants that limit CCOH and its restricted subsidiaries ability to, among other things:


•	incur or guarantee additional debt or issue certain preferred stock;


•	make certain investments;


•	create restrictions on the payment of dividends or other amounts to CCOH from its restricted subsidiaries that are not guarantors of the notes;


•	enter into certain transactions with affiliates;


•	merge or consolidate with another person, or sell or otherwise dispose of all or substantially all of CCOH’s assets;


•	sell certain assets, including capital stock of CCOH’s subsidiaries;


•	designate CCOH’s subsidiaries as unrestricted subsidiaries; and


•	pay dividends, redeem or repurchase capital stock or make other restricted payments.

The Series A CCWH Subordinated Notes indenture and Series B CCWH Subordinated Notes indenture restrict CCOH’s ability to incur additional indebtedness but permit CCOH to incur additional indebtedness based on an incurrence test. In order to incur additional indebtedness under this test, CCOH’s debt to adjusted EBITDA ratio (as defined by the indentures) must be lower than 7.0:1. The indentures contain certain other exceptions that allow CCOH to incur additional indebtedness. The Series B CCWH Subordinated Notes indenture also permits CCOH to pay dividends from the excess proceeds of indebtedness or the proceeds from asset sales after making an asset sale offer if its debt to adjusted EBITDA ratio (as defined by the indentures) is lower than 7.0:1. The Series A CCWH Senior Subordinated Notes indenture does not limit CCOH’s ability to pay dividends. Because ~~our~~CCOH's consolidated leverage ratio exceeded the limit in the incurrence tests described above, weCCOH ~~are~~is not currently permitted to incur additional indebtedness using the incurrence test in the Series A CCWH Subordinated Notes indenture and the Series B CCWH Subordinated Notes indenture, and weCCOH ~~are~~is not currently permitted to pay dividends from the proceeds of indebtedness or the excess proceeds from asset sales under the Series B CCWH Subordinated Notes indenture. There are other exceptions in these indentures that allow usCCOH to incur additional indebtedness and pay dividends. The exceptions in the Series B CCWH Subordinated Notes indenture that allow usCCOH to pay dividends include (i) $525.0 million of dividends made pursuant to general restricted payment baskets and (ii) dividends made using proceeds received upon a demand by usCCOH of amounts outstanding under the revolving promissory note issued by us to CCOH. CCOH has used substantially all of the $525.0 million general restricted payments basket capacity in the Series B CCWH Senior Subordinated Notes indenture. The Series A CCWH Senior Subordinated Notes indenture does not limit CCOH's ability to pay dividends.

Clear Channel International B.V. Senior Notes

AsDuring the third quarter of ~~December 31~~2017, ~~2016,~~ Clear Channel International B.V., an international subsidiary of ours, ~~had~~issued $~~225~~150.0 million in additional aggregate principal amount ~~outstanding~~ of ~~its~~ 8.75% Senior Notes due 2020 (“CCIBV Senior Notes”), bringing the total amount outstanding under the CCIBV Senior Notes as of December 31, 2017 to $375.0 million.

The CCIBV Senior Notes mature on December 15, 2020 and bear interest at a rate of 8.75% per annum, payable semi-annually in arrears on June 15 and December 15 of each year. The CCIBV Senior Notes are guaranteed by certain of our International outdoor business’s existing and future subsidiaries. The Company does not guarantee or otherwise assume any liability for the CCIBV Senior Notes. The notes are senior unsecured obligations that rank pari passu in right of payment to all unsubordinated indebtedness of CCIBV, and the guarantees of the notes are senior unsecured obligations that rank pari passu in right of payment to all unsubordinated indebtedness of the guarantors of the notes.

Clear Channel International B.V. may redeem the notes at its option, in whole or part, at any time prior to December 15, 2017, at a price equal to 100% of the principal amount of the notes redeemed, plus a make-whole premium, plus accrued and unpaid interest to the redemption date. Clear Channel International B.V. may redeem the notes, in whole or in part, on or after December 15, 2017, at the redemption prices set forth in the indenture plus accrued and unpaid interest to the redemption date. At any time on or before December 15, 2017, Clear Channel International B.V. may elect to redeem up to 40% of the aggregate principal amount of the notes at a redemption price equal to 108.75% of the principal amount thereof, plus accrued and unpaid interest to the redemption date, with the net proceeds of one or more equity offerings.65

CCIBV Senior Notes. The notes are senior unsecured obligations that rank pari passu in right of payment to all unsubordinated indebtedness of CCIBV, and the guarantees of the notes are senior unsecured obligations that rank pari passu in right of payment to all unsubordinated indebtedness of the guarantors of the notes.

Clear Channel International B.V. may redeem the notes, in whole or in part, at the redemption prices set forth in the indenture plus accrued and unpaid interest to the redemption date.

The indenture governing the CCIBV Senior Notes contains covenants that limit Clear Channel International B.V.’s ability and the ability of its restricted subsidiaries to, among other things: (i) pay dividends, redeem stock or make other distributions or investments; (ii) incur additional debt or issue certain preferred stock; (iii) transfer or sell assets; (iv) create liens on assets; (v) engage in certain transactions with affiliates; (vi) create restrictions on dividends or other payments by the restricted subsidiaries; and (vii) merge, consolidate or sell substantially all of Clear Channel International B.V.’s assets.

Refinancing and Financing Transactions

2017 Refinancing and Financing Transactions

On January 31, 2017, we prepaid $25.0 million of the amount borrowed under its receivables based credit facility, bringing its total outstanding borrowings under this facility to $305.0 million.

On February 7, 2017, we completed an exchange offer of $476.4 million principal amount of our 10.0% Senior Notes due 2018 for $476.4 million principal amount of newly-issued 11.25% Priority Guarantee Notes due 2021. Of the $476.4 million principal amount of 11.25% Priority Guarantee Notes due 2021 issued in the exchange offer, $241.4 million principal amount was issued to subsidiaries of ours that participated in the exchange offer.

On July 10, 2017, a subsidiary of ours exchanged $15.6 million aggregate principal amount outstanding of 10.0% Senior Notes due 2018 that were held by an unaffiliated third party for $15.6 million aggregate principal amount of its 11.25% Priority Guarantee Notes due 2021 that were held by a subsidiary of ours.

On July 31, 2017, we borrowed an additional $60.0 million under our receivables-based credit facility.

On August 14, 2017, Clear Channel International B.V. ("CCIBV"), our indirect subsidiary, issued $150.0 million in aggregate principal amount of 8.75% Senior Notes due 2020 (the “New CCIBV Notes”). The New CCIBV Notes were issued as additional notes under the indenture governing CCIBV’s existing 8.75% Senior Notes due 2020 and were issued at a premium, which resulted in $156.0 million in proceeds. The New CCIBV Notes mature on December 15, 2020 and bear interest at a rate of 8.75% per annum, payable semi-annually in arrears on June 15 and December 15 of each year.

In October 2017, a subsidiary of ours exchanged $45.0 million aggregate principal amount of 11.25% Priority Guarantee Notes due 2021 that were held by a subsidiary of ours for $45.0 million aggregate principal amount of 10.0% Senior Notes due 2018 that were held by unaffiliated third parties.

On November 30, 2017, we refinanced its receivables based credit facility and replaced it with a new facility providing for a $300.0 million term loan and revolving credit commitments of $250.0 million (together, the "Facility"). On November 30, 2017, we drew $300.0 million on the term loan and $65.0 million under the revolver, for a total of $365.0 million in borrowings. The Facility has a three-year term, maturing on November 30, 2020, and accrues interest at a rate of LIBOR plus 4.75%. On December 27, 2017, we incurred $40.0 million of additional borrowings under the revolving credit loan portion of this Facility bringing its total outstanding borrowings under this Facility to $405.0 million.

2016 Refinancing and Financing Transactions

On ~~July~~November 1517, 2016, ~~Broader~~we ~~Media,~~incurred ~~LLC, our indirect wholly-owned subsidiary, repurchased approximately~~ $~~383~~100.0 million ~~aggregate~~of ~~principal~~additional ~~amount~~borrowings ofunder our ~~10.0%~~receivables ~~Senior~~based ~~Notes~~credit ~~due~~facility, ~~2018~~bringing ~~for~~our antotal ~~aggregate~~outstanding ~~purchase~~borrowings ~~price~~under ofthis ~~approximately~~facility to $~~222~~330.20 million. ~~Principal and interest payments made to our wholly-owned subsidiary are eliminated in consolidation.~~

On November 17, 2016, we incurred $100.0 million of additional borrowings under our receivables based credit facility, bringing our total outstanding borrowings under this facility to $330.0 million. On January 31, 2017, we prepaid $25.0 million of the amount borrowed under our receivables based credit facility, bringing our total outstanding borrowings under this facility to $305.0 million.

On December 20, 2016, we commenced an offer to noteholders to exchange our 10.0% Senior Notes due 2018 for newly-issued 11.25% Priority Guarantee Notes which were issued as “additional notes” under the indenture governing our existing 11.25% Priority Guarantee Notes due 2021. On February 7, 2017, we completed the exchange offer and issued $476.4 million aggregate principal amount of 11.25% Priority Guarantee Notes due 2021 (including $241.4 million aggregate principal amount to certain subsidiaries of ours) to tendering holders in exchange for their $476.4 million principal amount of our 10.0% Senior Notes due 2018.

2015 Refinancing and Financing Transactions

On February 26, 2015, we issued at par $950.0 million aggregate principal amount of 10.625% Priority Guarantee Notes due 2023 and used the net proceeds from the offering primarily to prepay its term loan facilities due 2016.

On December 16, 2015, Clear Channel International B.V. (“CCIBV”), an indirect subsidiary of ours, issued $225.0 million in aggregate principal amount of 8.75% Senior Notes due 2020.

CCIBV used the net proceeds of the notes, together with cash on hand, to make a loan to its direct parent company, which used the proceeds to repay a loan and make a distribution to its parent company, which, in turn, made indirect distributions to CCOH. CCOH used the proceeds of the distribution to fund a special cash dividend paid on January 7, 2016 in an aggregate amount equal to approximately $217.8 million to its stockholders. We received $196.3 million of the dividend through three of our wholly-owned subsidiaries.

~~2014 Refinancing Transactions~~66

~~On February 14, 2014, CC Finco, an indirect wholly-owned subsidiary of ours, sold $227~~CCOH.0 CCOH ~~million~~used inthe ~~aggregate~~proceeds ~~principal amount~~ of ~~14.0%~~the ~~Senior~~distribution ~~Notes due 2021 issued by us~~ to ~~private~~fund ~~purchasers in~~ a ~~transaction~~special ~~exempt~~cash ~~from~~dividend ~~registration~~paid ~~under~~on ~~the~~January ~~Securities Act of 1933~~7, as2016 ~~amended. This $227.0 million~~ in an aggregate ~~principal~~ amount ofequal ~~14.0%~~to ~~Senior~~approximately ~~Notes~~$217.8 ~~due~~million ~~2021,~~to ~~which~~its ~~was~~stockholders. We ~~previously~~received ~~eliminated in consolidation because the notes were held by a subsidiary, is now reflected on our consolidated balance sheet~~$196.3 CCmillion ~~Finco~~of ~~contributed~~ the ~~net~~dividend ~~proceeds~~through ~~from~~three ~~the sale~~ of ~~the~~our ~~14.0%~~wholly-owned ~~Senior Notes due 2021 to us~~subsidiaries.

On May 1, 2014, CCU Escrow Corporation issued $850.0 million in aggregate principal amount of 10.0% Senior Notes due 2018 in a private offer. On June 6, 2014, CCU Escrow Corporation merged into us, and we assumed CCU Escrow Corporation’s obligations under the 10.0% Senior Notes due 2018. Using the proceeds from the issuance of the 10.0% Senior Notes due 2018, we redeemed $567.1 million aggregate principal amount of our 5.5% Senior Notes due 2014 (including $158.5 million principal amount of the notes held by a subsidiary of ours) and $241.0 million aggregate principal amount of our 4.9% Senior Notes due 2015.

On August 22, 2014, we issued and sold $222.2 million in aggregate principal amount of new 14.0% Senior Notes due 2021 to CC Finco in a transaction exempt from registration under the Securities Act of 1933, as amended. The new 14.0% Senior Notes due 2021 were issued as additional notes under the indenture governing our existing 14.0% Senior Notes due 2021. On August 22, 2014, we redeemed all of the outstanding $94.3 million aggregate principal amount of 10.75% Senior Cash Pay Notes due 2016 and $127.9 million aggregate principal amount of 11.00%/11.75% Senior Toggle Notes due 2016 using proceeds of the issuance of the new 14.0% Senior Notes due 2021.

On September 10, 2014, we issued and sold $750.0 million in aggregate principal amount of 9% Priority Guarantee Notes due 2022 and used the net proceeds of such issuance to prepay at par $729.0 million of the loans outstanding under our term loan B facility and $12.1 million of the loans outstanding under our term loan C-asset sale facility, and to pay accrued and unpaid interest with regard to such loans to, but not including, the date of prepayment.

On September 29, 2014, we issued an additional $250.0 million in aggregate principal amount of 9% Priority Guarantee Notes due 2022 and used the proceeds of such issuance to prepay at par $245.9 million of loans outstanding under our term loan B facility and $4.1 million of loans outstanding under our term loan C-asset sale facility, and to pay accrued and unpaid interest with regard to such loans to, but not including, the date of repayment.

Dispositions and Other

2017

In January 2017, Americas outdoor sold its Indianapolis, Indiana market to Fairway Media Group, LLC in exchange for certain assets in Atlanta, Georgia with a fair value of $39.4 million, plus $43.1 million in cash, net of closing costs. The assets acquired as part of the transaction consisted of $9.9 million in fixed assets and $29.5 million in intangible assets (including $2.3 million in goodwill). The Company recognized a net gain of $28.9 million related to the sale, which is included within Other operating income (expense), net.

During the fourth quarter of 2017, we exchanged four radio stations in Chattanooga, TN and six radio stations in Richmond, VA for four radio stations in Boston, MA and three radio stations in Seattle, WA, owned by Entercom Communications Corp. We recognized a net gain of $15.4 million related to the sale, which is included within Other operating income, net.

2016

In the first quarter of 2016, Americas outdoor sold non-strategic outdoor markets including Cleveland and Columbus, Ohio, Des Moines, Iowa, Ft. Smith, Arkansas, Memphis, Tennessee, Portland, Oregon, Reno, Nevada, Seattle, Washington and Wichita, Kansas for net proceeds of $592.3 million in cash and certain advertising assets in Florida. We recognized a net gain of $278.3 million related to the sale, which is included within Other operating income (expense), net.

In the second quarter of 2016, International outdoor sold its business in Turkey. As a result, we recognized a net loss of $56.6 million, which includes $32.2 million in cumulative translation adjustments that were recognized upon sale of the subsidiaries in Turkey.

In the fourth quarter of 2016, International outdoor sold its business in Australia, for cash proceeds of $195.7 million, net of cash retained by the purchaser and closing costs. As a result, we recognized a net gain of $127.6 million, which is net of $14.6 million in cumulative translation adjustments that were recognized upon the sale of our outdoor business in Australia.

2015

During the first quarter of 2015, the Company sold two office buildings located in San Antonio, Texas for $34.3 million. Concurrently with the sale of these properties, the Company entered into lease agreements for the continued use of the buildings, pursuant to which the Company will have annual lease payments of $2.6 million. The Company recognized a gain of $8.1 million on the sale of one of the buildings, which is being recognized over the term of the lease.

During 2015, we entered into a sale-leaseback arrangement, in which we sold 376 of our broadcast communication tower sites and related assets for $369.9 million. Simultaneous with the sales, we entered into lease agreements for the continued use of space on 367 of the towers sold. Upon completion of the transactions, we realized a net gain of $210.6 million, of which $109.0 million was deferred and will be recognized over the lease term. The Company incurred $13.3 million in operating lease expense in relation to these agreements in the year ended December 31, 2015. On January 15, 2016, we and certain of our subsidiaries completed the final closing for the sale of six of the Company’s broadcast communication tower sites and related assets for approximately $5.5 million. Simultaneous with the sales, we entered into lease agreements for the continued use of tower space. The leases entered into as a part of these transactions are for a term of fifteen years and include three optional five-year renewal periods.

2014

During 2014, the Company sold its 50% interest in Australian Radio Network (“ARN”), an Australian company that owns and operates radio stations in Australia and New Zealand. An impairment charge of $95.4 million was recorded during the fourth quarter of 2013 to write down the investment to its estimated fair value. Upon sale of ARN, the Company recognized a loss of $2.4 million and $11.5 million of foreign exchange losses, which were reclassified from accumulated other comprehensive income.

During 2014, our International outdoor segment sold its 50% interest in Buspak, a bus advertising company in Hong Kong and recognized a gain on sale of $4.5 million.

Uses of Capital

Debt Repurchases, Maturities and Other

2017

On December 13, 2017 we repurchased $4.0 million aggregate principal amount of 10.0% Senior Notes due 2018 that were held by unaffiliated third parties for $2.7 million in cash.

On January 4, 2018, we repurchased $5.4 million aggregate principal amount of 10.0% Senior Notes due 2018 that were held by unaffiliated third parties for $5.3 million in cash. On January 16, 2018, the Company repaid the remaining balance of $42.1 million aggregate principal amount of 10.0% Senior Notes due 2018 that were held by unaffiliated third parties for $42.1 million in cash.

2016

On July 15, 2016, Broader Media, LLC, our indirect wholly-owned subsidiary, repurchased approximately $383.0 million aggregate principal amount of our 10.0% Senior Notes due 2018 for an aggregate purchase price of approximately $222.2 million. Principal and interest payments made to our wholly-owned subsidiary are eliminated in consolidation.

On October 4, 2016, we announced the successful completion of the solicitation of consents (the “Consent Solicitation”) from holders of its outstanding Senior Notes due 2021 (the “2021 Notes”) to an amendment to the indenture governing the 2021 Notes (the “2021 Notes Indenture”) to increase the aggregate principal amount of indebtedness under Credit Facilities (as defined in the 2021 Notes Indenture) permitted to be incurred under Section 4.09(b)(1) of the indenture by $500.0 million to $17.3 billion. We paid an aggregate consent fee of $8.6 million to holders of the 2021 Notes that consented to the amendment in accordance with the terms of the Consent Solicitation.

On December 12, 2016, we announced the results and expiration of the six separate consent solicitations (the "Consent Solicitations") with respect to its 2021 Notes and its five series of priority guarantee notes. Holders of 2021 Notes representing approximately 81.5% of the outstanding principal amount of the 2021 Notes (excluding any 2021 Notes held by the Company or its affiliates), consented to the proposed amendment (the "Proposed Amendment") to Section 9.07 of the indenture governing the 2021 Notes Indenture. The Proposed Amendment allows the Company to exclude, in any offer to consent, waive or amend any of the terms or provisions of the 2021 Notes Indenture or the ~~Senior~~2021 Notes in connection with an exchange offer, any holders of Notes who are not institutional “accredited investors,” who are not non-“U.S. persons”, or those in foreign jurisdictions whose inclusion would require the Company to comply with the registration requirements or other similar requirements under any securities laws of such foreign jurisdiction or would be unlawful. Weours paid an aggregate consent fee of $1.7 million to holders of the 2021 Notes that consented to the amendment in accordance with the terms of the Consent Solicitation and will pay a contingent fee of $2.6 million to such holders upon the completion of an exchange offer in which the Company relies on the changes effected by the Proposed Amendment.

65ours also announced the expiration of its consent solicitations with respect to its five series of priority guarantee notes. Because ours did not receive consents from holders representing a majority of the aggregate principal amount of each of its five series of priority guarantee notes outstanding, the Proposed Amendment was not effected with respect to the priority guarantee notes and no fixed fee or contingent fee will be paid to holders of such notes.

fee of $2.6 million to such holders upon the completion of an exchange offer in which the Company relies on the changes effected by the Proposed Amendment.

In December 2016, we repaid at maturity $192.9 million of 5.5% Senior Notes due 2016 and did not pay $57.1 million of the notes held by a subsidiary of the Company. See "- Non-Payment of $57.1 Million of Our Legacy Notes Held by an Affiliate." The $57.1 million of aggregate principal amount remains outstanding and is eliminated for purposes of consolidation of the Company’s financial statements.

2015

On February 26, 2015, we prepaid at par $916.1 million of loans outstanding under its term loan B facility and $15.2 million of loans outstanding under its term loan C-asset sale facility, using a portion of the net proceeds of the 10.625% Priority Guarantee Notes due 2023 issued on such date.

2014

During the period of October 1, 2014 through December 31, 2014, CC Finco repurchased via open market transactions a total of $177.1 million aggregate principal amount of notes, comprised of $57.1 million of our outstanding 5.5% Senior Notes due 2016 and $120.0 million of our outstanding 10.0% Senior Notes due 2018, for a total purchase price of $159.3 million, including accrued interest. The notes repurchased by CC Finco were not cancelled and remain outstanding.

On September 29, 2014, we prepaid at par $245.9 million of the loans outstanding under its 9% term loan B facility and $4.1million of the loans outstanding under its term loan C-asset sale facility, using the net proceeds of the Priority Guarantee Notes due 2022 issued on such date.

On September 10, 2014, we prepaid at par $729.0 million of the loans outstanding under its 9% term loan B facility and $12.1 million of the loans outstanding under its term loan C-asset sale facility, using the net proceeds of the Priority Guarantee Notes due 2022 issued on such date.

On August 22, 2014, we redeemed all of the outstanding $94.3 million aggregate principal amount of 10.75% Senior Cash Pay Notes due 2016 and $127.9 million aggregate principal amount of 11.00%/11.75% Senior Toggle Notes due 2016 using proceeds of the issuance to CC Finco of new 14.0% Senior Notes due 2021.

On June 6, 2014, using the proceeds from the issuance of the 10.0% Senior Notes due 2018, we redeemed $567.1 million aggregate principal amount of our 5.5% Senior Notes due 2014 (including $158.5 million principal amount of the notes held by a subsidiary of ours) and $241.0 million aggregate principal amount of our 4.9% Senior Notes due 2015.

During March 2014, CC Finco repurchased, through open market purchases, a total of $61.9 million aggregate principal amount of notes, comprised of $52.9 million of our outstanding 5.5% Senior Notes due 2014 and $9.0 million of our outstanding 4.9% Senior Notes due 2015, for a total purchase price of $63.1 million, including accrued interest. CC Finco contributed the notes to a subsidiary of ours and we canceled these notes subsequent to the purchase.

Capital Expenditures

Capital expenditures for the years ended December 31, ~~2016~~2017, ~~2015~~2016 and ~~2014~~2015 were as follows:

(In millions)	Years Ended December 31,
	2016	2015	2014
	2017	2016	2015
iHM	7358.21	6373.82	5363.98
Americas outdoor advertising	8174.46	8281.24	~~109~~82.72
International outdoor advertising	~~143~~146.84	~~132~~143.68	~~117~~132.56
Corporate and Other	1612.39	1716.83	3717.18
Total capital expenditures	~~314~~292.70	~~296~~314.47	~~318~~296.24

See the Contractual Obligations table under “Commitments, Contingencies and Guarantees” and Note 6 to our Consolidated Financial Statements located in Item 8 of Part II of this Annual Report on Form 10-K for the Company's future capital expenditure commitments.

Our capital expenditures are not of significant size individually and primarily relate to the ongoing deployment of digital displays and improvements to traditional displays in our Americas outdoor segment as well as new billboard and street furniture contracts and renewals of existing contracts in our International outdoor segment, studio and broadcast equipment at iHM and software at Corporate.

Dividends

We have not declared any dividends on our common stock since ~~the~~our ~~merger in 2008~~formation. Our debt financing arrangements include restrictions on our ability to pay dividends as described in this MD&A, which in turn affects our ability to pay dividends.

Acquisitions

~~The~~During ~~Company is~~ the ~~beneficiary~~fourth quarter of ~~Aloha~~2017, ~~Station~~we ~~Trust,~~exchanged ~~LLC~~four ~~(the~~radio ~~“Aloha~~stations ~~Trust”)~~in Chattanooga, ~~which~~TN ~~owns~~ and ~~operates~~six radio stations ~~which~~in ~~the~~Richmond, ~~Aloha~~VA ~~Trust~~for isfour ~~required~~radio tostations ~~divest~~ in ~~order~~Boston, toMA ~~comply~~and ~~with~~three ~~Federal~~radio ~~Communication~~stations ~~Commission~~in ~~(“FCC”)~~Seattle, ~~media ownership rules~~WA, ~~and~~owned ~~which~~by ~~are~~Entercom ~~being~~Communications ~~marketed for sale~~Corp. The ~~During~~assets ~~2014,~~acquired ~~the~~as ~~Aloha~~part ~~Trust~~of ~~completed~~the a transaction inconsisted ~~which it exchanged two radio stations for a portfolio~~ of ~~29 radio stations~~$8. In1 ~~this~~million ~~transaction~~in ~~the~~fixed ~~Company~~assets ~~received~~and ~~28 radio stations~~$63. ~~One~~2 ~~radio~~million ~~station~~in ~~was~~intangible ~~placed~~assets ~~into~~(including ~~the~~$2.4 ~~Brunswick~~million ~~Station Trust, LLC~~ in ~~order~~goodwill). The toCompany ~~comply~~recognized ~~with~~a ~~FCC~~net ~~media~~gain ~~ownership~~of ~~rules~~$15.4 ~~where~~million itrelated isto ~~being~~the ~~marketed for~~ sale, ~~and~~which ~~the Company~~ is ~~the~~included ~~beneficiary~~within ofOther ~~this~~operating ~~trust. The~~income ~~exchange was accounted for at fair value in accordance with ASC 805~~(expense), ~~Business Combinations~~net. ~~The~~ Subsequent ~~disposal~~to ofthe ~~these~~exchange, ~~radio~~the ~~stations~~Company ~~resulted~~placed intwo ~~a gain on sale~~ of ~~$43.5~~the ~~million,~~stations ~~which is included~~ in ~~other~~Seattle ~~operating~~and ~~income. This~~one ~~acquisition~~station ~~resulted~~ in anBoston ~~aggregate~~into ~~increase~~a innewly-formed ~~net~~trust, ~~assets~~Ocean ofStation ~~$49.2~~Trust ~~million,~~LLC ~~which~~(the ~~includes~~"Ocean ~~$13~~Trust").8 The ~~million~~Ocean inTrust ~~indefinite-lived~~is ~~intangible~~required ~~assets,~~to ~~$10.2~~divest ~~million~~these stations in ~~definite-lived~~order ~~intangibles,~~to ~~$8.1~~comply ~~million~~with inFederal ~~property,~~Communication ~~plant~~Commission ~~and~~(“FCC”) ~~equipment~~media ~~and~~ownership $0rules.8 These ~~million~~stations ofare ~~assumed~~being ~~liabilities. In~~marketed ~~addition,~~for ~~the Company recognized $17~~sale.~~9 million of goodwill.~~

Stock Purchases

On August 9, 2010, we announced that our board of directors approved a stock purchase program under which we or our subsidiaries could purchase up to an aggregate of $100.0 million of the Class A common stock of Parent and/or the Class A common stock of CCOH. The stock purchase program did not have a fixed expiration date and could be modified, suspended or terminated at any time at our discretion. ~~As of December 31, 2014, an aggregate $34.2 million was available under this program.~~ In January 2015, CC Finco, LLC (“CC Finco”), an indirect wholly-owned subsidiary of the Company, purchased 2,000,000 shares of CCOH’s Class A common stock for $20.4 million. On April 2, 2015, CC Finco purchased an additional 2,172,946 shares of CCOH's Class A common stock for $22.2 million. As a result of this purchase, the stock purchase program concluded. The purchase of shares in excess of the amount available under the stock purchase program was separately approved by the board of directors. As of December 31, ~~2016~~2017, we and our subsidiaries held 10,726,917 shares of CCOH's Class A Common Stock and all of CCOH's Class B common stock, which collectively represent 89.95% of the outstanding shares of CCOH's common stock on a fully-diluted basis, assuming the conversion of all of CCOH's Class B common stock into Class A common stock.

On December 3, 2015, Clear Channel Holdings, Inc. contributed 100,000,000 shares of CCOH’s Class B Common Stock to Broader Media, LLC, an indirect wholly-owned subsidiary of the Company, as a capital contribution, to provide greater flexibility in support of future financing transactions, share dispositions and other similar transactions.

Certain Relationships with the Sponsors

67We are party to a management agreement with certain affiliates of Bain Capital Partners, LLC and Thomas H. Lee Partners, L.P. (together, the “Sponsors”) and certain other parties pursuant to which such affiliates of the Sponsors will provide management and financial advisory services until 2018. These arrangements require management fees to be paid to such affiliates of the Sponsors for such services at a rate not greater than $15.0 million per year, plus reimbursable expenses. During the years ended December 31, 2017, 2016 and 2015, we recognized management fees and reimbursable expenses of $15.2 million, $15.3 million and $15.4 million, respectively.

We are party to a management agreement with certain affiliates of Bain Capital Partners, LLC and Thomas H. Lee Partners, L.P. (together, the “Sponsors”) and certain other parties pursuant to which such affiliates of the Sponsors will provide management and financial advisory services until 2018. These arrangements require management fees to be paid to such affiliates of the Sponsors for such services at a rate not greater than $15.0 million per year, plus reimbursable expenses. During the years ended December 31, 2016, 2015 and 2014, we recognized management fees and reimbursable expenses of $15.3 million, $15.4 million and $15.2 million, respectively.

CCOH Dividends

In connection with the cash management arrangements for CCOH, we maintain an intercompany revolving promissory note payable by us to CCOH (the “Intercompany Note”), which consists of the net activities resulting from day-to-day cash management services provided by us to CCOH. As of December 31, ~~2016~~2017, the ~~balance~~principal ofamount outstanding under the Intercompany Note was $~~885~~1,067.76 million. As ~~all~~a result of ~~which~~the isChapter ~~payable~~11 Cases, CCOH wrote down the balance of the note to $212.0 million during the fourth quarter of 2017 to reflect the estimated recoverable amount of the Intercompany Note as of December 31, 2017, based on ~~demand~~CCOH management's best estimate of the cash settlement amount. The ~~Note~~Intercompany note is eliminated in consolidation in our consolidated financial statements.

The Intercompany Note previously was the subject of litigation. Pursuant to the terms of the settlement of that litigation, CCOH’s board of directors established aan intercompany note committee for the specific purpose of monitoring the Intercompany Note. ~~That~~The ~~committee~~CCOH Intercompany Note Committee has the non-exclusive authority, pursuant to the terms of its charter, to demand payments under the Intercompany Note under certain specified circumstances tied to the Company’s liquidity or the amount outstanding under the Intercompany Note as long as CCOH makes a simultaneous dividend equal to the amount so demanded. If the specified circumstances tied to the Company’s liquidity occur, the CCOH Intercompany Note Committee is authorized to demand repayment of up to the full principal amount of the Intercompany Note, if it declares a simultaneous dividend to CCOH’s stockholders in the same amount. Based on the $1,067.6 million balance outstanding under the Intercompany Note and the ownership of CCOH as of December 31, 2017, if the CCOH Intercompany Note Committee were to demand repayment of the Intercompany Note in full, we would be required to use cash to fund approximately $112.1 million, or 10.5% of the dividend, to be paid to the public stockholders of CCOH. As a result of the filing of the Chapter 11 petition, the balance under the Intercompany Note has become immediately due and payable. Pursuant to an order entered by the Bankruptcy Court, as of March 14, 2018, the balance of the Intercompany Note is frozen, and following March 14, 2018, intercompany allocations that would have been reflected in adjustments to the balance of the Intercompany Note are instead reflected in an intercompany balance that accrues interest at a rate equal to the interest under the Intercompany Note. Our obligations under the Intercompany Note are subject to settlement under a plan of reorganization which must be confirmed by the Bankruptcy Court.

OnIn ~~August 11,~~the ~~2014~~first quarter of 2016, inCCOH ~~accordance~~sold ~~with~~nine ~~the~~non-strategic ~~terms~~Americas ofoutdoor ~~its~~markets ~~charter,~~for ~~(i) that~~an ~~committee~~aggregate ~~demanded~~purchase ~~repayment~~price of approximately $~~175~~592.3 million ~~outstanding~~in ~~under~~cash ~~the~~and ~~Note~~certain onadvertising ~~such~~assets ~~date~~in ~~and~~Florida (iithe “Transactions”) ~~CCOH~~. On ~~paid~~January a21, ~~special~~2016, ~~cash~~the ~~dividend~~board inof ~~aggregate~~directors ~~amount~~of ~~equal to $175 million to~~ CCOH’s ~~stockholders~~notified us of ~~record~~its asintent ofto ~~August 4,~~make ~~2014.~~a Asdemand for the ~~indirect~~repayment ~~parent~~ of ~~CCOH,~~$300.0 wemillion ~~were~~outstanding ~~entitled~~on tothe ~~approximately~~Note ~~88%~~(the of“Demand”) ~~the~~and ~~proceeds~~declared ~~from~~special ~~such~~cash ~~dividend~~dividends ~~through~~in ~~our~~an ~~wholly-owned~~aggregate ~~subsidiaries.~~amount ~~The~~of ~~remaining~~$540.0 ~~approximately~~million. ~~12%~~CCOH ofmade the ~~proceeds~~Demand ~~from~~and the ~~dividend,~~special orcash ~~approximately~~dividend ~~$21 million,~~ was paid toon ~~the~~February 4, ~~public~~2016. ~~stockholders~~A portion of ~~CCOH~~the ~~and~~proceeds isof ~~included~~the inTransactions, ~~Dividends~~together ~~and~~with ~~other~~the ~~payments~~proceeds tofrom ~~noncontrolling~~the ~~interests~~concurrent in$300.0 ~~our~~million ~~consolidated~~repayment ~~statement~~ of ~~cash~~the ~~flows.~~Note, Wewere ~~funded~~used ~~the~~to ~~net~~fund ~~payment~~the ofdividends. We ~~this~~received $21486.5 million ~~with~~of ~~cash~~the ondividend ~~hand,~~proceeds ~~which~~($186.5 ~~reduced~~million ~~the~~net ~~amount~~ of ~~cash~~our ~~available~~repayment toof ~~fund~~the ~~our~~Note) ~~working~~through ~~capital~~three ~~needs,~~of ~~debt~~our ~~service~~wholly-owned ~~obligations~~subsidiaries, and ~~other~~approximately ~~obligations~~$53.5 ~~Following~~million ~~satisfaction~~was ofpaid ~~the~~to ~~demand,~~ the ~~balance~~public ~~outstanding~~stockholders ~~under~~of ~~the Note was reduced by $175 million~~CCOH.

OnDuring ~~December 16,~~the ~~2015,~~fourth ~~CCIBV~~quarter of 2016, anCCOH ~~indirect~~sold ~~subsidiary~~its outdoor business in Australia for cash proceeds of $195.7 million, net of cash retained by the ~~Company~~purchaser and ofclosing ~~CCOH~~costs. As discussed above under "Recent Liquidity-Generating Transactions," ~~issued~~on ~~$225.0~~February ~~million~~9, in2017, ~~aggregate~~CCOH ~~principal~~declared ~~amount~~a special dividend of 8$282.~~75%~~5 ~~Senior~~million ~~Notes~~using ~~due~~a ~~2020,~~portion of the cash proceeds from the sales of ~~which~~certain ~~were~~non-strategic ~~used~~U.S. tooutdoor ~~fund~~markets aand ~~dividend~~of byour ~~CCOH,~~Australia ~~which~~outdoor ~~was~~business. ~~paid~~On onFebruary ~~January~~23, 72017, ~~2016. We~~we received ~~approximately $196~~89.39% ~~million~~ of the dividend, ~~through~~or ~~three~~approximately of$254.0 ~~our~~million, ~~wholly-owned~~with ~~subsidiaries~~the remaining 10.1%, ~~and~~or approximately $2128.5 million, ~~was~~ paid to ~~the~~ public stockholders of CCOH.

InOn ~~the~~September 14, ~~first quarter of 2016~~2017, (i) CCOH ~~sold~~provided ~~non-strategic~~notice ~~Americas outdoor markets for an aggregate purchase price~~ of ~~approximately~~its ~~$592.3~~intent ~~million~~to inmake ~~cash~~a ~~and~~demand ~~certain advertising assets in Florida~~ (the “~~Transactions~~First Demand”)~~. Following~~ ~~the~~for ~~completion~~repayment ofon ~~the Transactions~~October 5, ~~the~~2017 ~~board~~ of ~~directors of CCOH made a demand for the repayment of~~ $~~300~~25.0 million outstanding onunder the Intercompany Note, and ~~declared~~(ii) the ~~special~~board ~~cash~~of ~~dividends~~directors inof anCCOH ~~aggregate~~declared ~~amount~~a ofspecial ~~$540.0~~cash ~~million~~dividend, which ~~were~~was paid on ~~February 4~~October 5, ~~2016.~~ 2017 to CCOH’s Class A ~~portion~~and Class B stockholders of record at the ~~proceeds~~closing of ~~the~~business ~~Transactions~~on October 2, ~~together~~2017, ~~with~~in ~~the~~an ~~proceeds~~aggregate ~~from~~amount ~~the~~equal ~~concurrent~~to $~~300~~25.0 million, ~~repayment~~funded ofwith the ~~Note,~~proceeds ~~were~~of ~~used to fund~~ the ~~dividends~~First Demand. We received approximately ~~$486~~89.5%, ~~million~~or ofapproximately ~~the dividend proceeds (~~$~~186~~22.5 4 million, ~~net~~ of ~~our~~the ~~repayment~~proceeds of the ~~Note)~~dividend through ~~three~~its ~~of our~~ wholly-owned ~~subsidiaries, and approximately $53.5 million was paid to the public stockholders of CCOH.~~

During the fourth quarter of 2016, CCOH sold its outdoor business in Australia for cash proceeds of $195.7 million, net of cash retained by the purchaser and closing costs. On February 9, 2017, CCOH declared a special dividend of $282.5 million using a portion of the cash proceeds from the sales of certain non-strategic U.S. outdoor markets and of our Australia outdoor business. On February 23, 2017, we received 89.9% of the dividend or approximately $254.0 million, with the remaining 10.1% or approximately $28.5 million paid to public stockholders of CCOH.70

68subsidiaries. The remaining approximately 10.5% of the proceeds of the dividend, or approximately $2.6 million, was paid to the public stockholders of CCOH.

On October 11, 2017, (i) CCOH provided notice of its intent to make a demand (the “Second Demand”) for repayment on October 31, 2017 of $25.0 million outstanding under the Intercompany Note, and (ii) the board of directors of CCOH declared a special cash dividend, which was paid on October 31, 2017 to CCOH’s Class A and Class B stockholders of record at the closing of business on October 26, 2017, in an aggregate amount equal to $25.0 million, funded with the proceeds of the Second Demand. We received approximately 89.5%, or approximately $22.4 million, of the proceeds of the dividend through its wholly-owned subsidiaries. The remaining approximately 10.5% of the proceeds of the dividend, or approximately $2.6 million, was paid to the public stockholders of CCOH.

On January 5, 2018, (i) CCOH provided notice of its intent to make a demand (the "Demand") for repayment on January 24, 2018 of $30.0 million outstanding under the Intercompany Note, and (ii) the board of directors of CCOH declared a special cash dividend, which was paid on January 24, 2018 to CCOH’s Class A and Class B stockholders of record at the closing of business on January 19, 2018, in an aggregate amount equal to $30.0 million, funded with the proceeds of the Demand. We received approximately 89.5%, or approximately $26.8 million, of the proceeds of the dividend through its wholly-owned subsidiaries. The remaining approximately 10.5% of the proceeds of the dividend, or approximately $3.2 million, was paid to the public stockholders of CCOH.

Commitments, Contingencies and Guarantees

We are currently involved in certain legal proceedings arising in the ordinary course of business and, as required, have accrued our estimate of the probable costs for resolution of those claims for which the occurrence of loss is probable and the amount can be reasonably estimated. These estimates have been developed in consultation with counsel and are based upon an analysis of potential results, assuming a combination of litigation and settlement strategies. It is possible, however, that future results of operations for any particular period could be materially affected by changes in our assumptions or the effectiveness of our strategies related to these proceedings. Please refer to Item 3. “Legal Proceedings” within Part I of this Annual Report on Form 10-K.

Certain agreements relating to acquisitions provide for purchase price adjustments and other future contingent payments based on the financial performance of the acquired companies generally over a one to five-year period. The aggregate of these contingent payments, if performance targets are met, would not significantly impact our financial position or results of operations.

In addition to our scheduled maturities on our debt, we have future cash obligations under various types of contracts. We lease office space, certain broadcast facilities, equipment and the majority of the land occupied by our outdoor advertising structures under long-term operating leases. Some of our lease agreements contain renewal options and annual rental escalation clauses (generally tied to the consumer price index), as well as provisions for our payment of utilities and maintenance.

We have minimum franchise payments associated with non-cancelable contracts that enable us to display advertising on such media as buses, trains, bus shelters and terminals. The majority of these contracts contain rent provisions that are calculated as the greater of a percentage of the relevant advertising revenue or a specified guaranteed minimum annual payment. Also, we have non-cancelable contracts in our radio broadcasting operations related to program rights and music license fees.

In the normal course of business, our broadcasting operations have minimum future payments associated with employee and talent contracts. These contracts typically contain cancellation provisions that allow us to cancel the contract with good cause.

(In thousands)	Payments due by Period
Contractual Obligations	Total		2017			2018-2019		2020-2021		Thereafter
Long-term Debt:
Secured Debt (1)	$	12,925,802	$	337,080		$	8,304,999	$	2,325,943	$	1,957,780
Senior Notes due 2021 (2)	1,886,585		—			89,541		1,797,044		—
Legacy Notes:	475,000		—			175,000		—		300,000
Senior Notes due 2018 (1)	347,028		—			347,028		—		—
CCWH Senior Notes	2,725,000		—			—		—		2,725,000
CCWH Senior Subordinated Notes	2,200,000		—			—		2,200,000		—
CCIBV Senior Notes	225,000		—			—		225,000		—
Other Long-term Debt	27,954		6,370			11,557		10,027		—
Interest payments on long-term debt (3)	6,809,024		1,727,652			3,040,297		1,571,531		469,544
Non-cancelable operating leases	4,086,598		464,877			799,047		674,732		2,147,942
Non-cancelable contracts	1,884,913		435,186			618,085		420,301		411,341
Employment/talent contracts	216,199		64,222			100,227		51,750		—
Capital expenditures	77,716		49,618			11,797		4,059		12,242
Unrecognized tax benefits (4)	115,078		—			—		—		115,078
Other long-term obligations (5)	334,646		(1,346		)	43,479		31,200		261,313
Total	$	34,336,543	$	3,083,659		$	13,541,057	$	9,311,587	$	8,400,240

The scheduled maturities of our senior secured credit facilities, receivables based credit facility, priority guarantee notes, other long-term debt outstanding, and our future minimum rental commitments under non-cancelable lease agreements, minimum payments under other non-cancelable contracts, payments under employment/talent contracts, capital expenditure commitments and other long-term obligations as of December 31, 2017 were as follows. The Debtors are in the process of evaluating their executory contracts in order to determine which contracts will be assumed, assumed and assigned, or rejected in their Chapter 11 Cases. Therefore, obligations as currently quantified in the table below and in the text immediately following the footnotes to the table will continue to change.

(1) As of December 31, 2016, we had outstanding $347.0 million aggregate principal amount of 10.0% Senior Notes due 2018. On February 7, 2017, we completed an exchange offer of $476.4 million principal amount of our 10.0% Senior Notes due 2018 for $476.4 million principal amount of newly-issued 11.25% Priority Guarantee Notes due 2021, which were issued as “additional notes” under the indenture governing the 11.25% Priority Guarantee Notes due 2021. Of the



(In thousands)	Payments due by Period
Contractual Obligations	Total		2018		2019-2020		2021-2022		Thereafter
Long-term Debt:
Secured Debt	$	13,283,883	$	12,870,997	$	405,553	$	594	$	6,739
Senior Notes due 2021 ⁽²⁾	1,886,585		1,886,585		—		—		—
Legacy Notes:	475,000		475,000		—		—		—
Senior Notes due 2018 ⁽¹⁾	47,482		47,482		—		—		—
CCWH Senior Notes	2,725,000		—		—		2,725,000		—
CCWH Senior Subordinated Notes	2,200,000		—		2,200,000		—		—
CCIBV Senior Notes	375,000		—		375,000		—		—
Other Long-term Debt	24,615		10,478		8,795		5,342		—
Interest payments on long-term debt ⁽³⁾	5,228,607		1,801,439		2,338,893		923,223		165,052
Non-cancelable operating leases	4,089,643		492,013		859,994		687,576		2,050,060
Non-cancelable contracts	2,045,981		492,177		721,802		438,289		393,713
Employment/talent contracts	223,678		81,753		121,615		20,310		—
Capital expenditures	68,110		38,444		10,699		9,090		9,877
Unrecognized tax benefits ⁽⁴⁾	112,429		—		—		—		112,429
Other long-term obligations ⁽⁵⁾	367,779		8,438		44,470		49,322		265,549
Total	$	33,153,792	$	18,204,806	$	7,086,821	$	4,858,746	$	3,003,419

69(1) We repaid the 10.0% Senior Notes due 2018 in full on January 16, 2018.

~~$476.4~~(2) ~~million~~Beginning on August 1, 2018 and continuing with each interest payment thereafter, we are required to make certain applicable high yield discount obligation (“AHYDO”) catch-up payments on the principal amount outstanding of ~~10.0%~~ Senior Notes due ~~2018~~2021. ~~tendered~~AHYDO ~~and~~payments ~~accepted~~of ~~for exchange,~~ $~~241~~133.41 million ~~principal~~are ~~amount~~due ~~was~~in ~~tendered~~the byyears ~~subsidiaries~~2019-2020. The table includes the current principal amount of ~~ours. After~~Senior ~~giving~~Notes ~~effect~~due to2021 and reflects the ~~exchange~~assumption ~~offer,~~of weadditional ~~had~~PIK ~~outstanding~~notes of $~~112~~122.17 million ~~aggregate~~to ~~principal~~be ~~amount~~issued ofat 10each successive interest payment date in the future until maturity.0% The Senior Notes due ~~2018.~~2021 balance reflects the Company's obligations as of December 31, 2017

(23) ~~Beginning~~Interest payments on ~~August~~long-term 1,debt ~~2018~~reflect ~~and~~our ~~continuing~~obligations ~~with~~as ~~each~~of ~~interest~~December ~~payment thereafter~~31, we2017. ~~are~~Interest ~~required to make certain applicable high yield discount obligation (“AHYDO”) catch-up~~ payments on the ~~principal~~senior ~~amount~~secured ~~outstanding~~credit offacilities ~~Senior~~assume ~~Notes due 2021. Contractual obligations due in~~ the ~~years~~interest ~~2018-2019~~rate ~~and~~is ~~2020-2021~~held ~~include~~constant ~~$89.5~~over ~~million and $68.4 million, respectively, related to~~ the ~~AHYDO~~remaining ~~payments~~term. ~~The~~During ~~table includes~~ the ~~current~~Chapter ~~principal~~11 ~~amount~~Cases ofinterest ~~Senior~~obligations ~~Notes~~will ~~due~~not ~~2021 and reflects the assumption of additional PIK notes to~~ be ~~issued~~paid aton ~~each successive interest payment date in~~ the ~~future~~Debtors' ~~until~~debt ~~maturity~~agreements.

(3) Interest payments on the senior secured credit facilities assume the interest rate is held constant over the remaining term.


(4)	The non-current portion of the unrecognized tax benefits is included in the “Thereafter” column as we cannot reasonably estimate the timing or amounts of additional cash payments, if any, at this time. For additional information, see Note 7 included in Item 8 of Part II of this Annual Report on Form 10-K.

(5) Other long-term obligations includes $4247.1 million related to asset retirement obligations recorded pursuant to ASC 410-20, which assumes the underlying assets will be removed at some period over the next 55 years. Also included are $0320.17 million of ~~contract payments in our syndicated radio and media representation businesses and $292.4 million of~~ various other long-term obligations.

SEASONALITY

Typically, the iHM, Americas outdoor and International outdoor segments experience their lowest financial performance in the first quarter of the calendar year, with International outdoor historically experiencing a loss from operations in that period. Our International outdoor segment typically experiences its strongest performance in the second and fourth quarters of the calendar year. We expect this trend to continue in the future. In addition, the majority of interest payments made in relation to long-term debt are paid in the first and third quarters of each calendar year.

MARKET RISK

We are exposed to market risks arising from changes in market rates and prices, including movements in interest rates, foreign currency exchange rates and inflation.

Interest Rate Risk

A significant amount of our long-term debt bears interest at variable rates. Accordingly, our earnings will be affected by changes in interest rates. As of December 31, ~~2016~~2017, approximately 32% of our aggregate principal amount of long-term debt bears interest at floating rates. Assuming the current level of borrowings and assuming a 100% change in LIBOR, it is estimated that our interest expense for the year ended December 31, ~~2016~~2017 would have changed by $3538.49 million.

In the event of an adverse change in interest rates, management may take actions to mitigate our exposure. However, due to the uncertainty of the actions that would be taken and their possible effects, the preceding interest rate sensitivity analysis assumes no such actions. Further, the analysis does not consider the effects of the change in the level of overall economic activity that could exist in such an environment.

Foreign Currency Exchange Rate Risk

We have operations in countries throughout the world. Foreign operations are measured in their local currencies. As a result, our financial results could be affected by factors such as changes in foreign currency exchange rates or weak economic conditions in the foreign markets in which we have operations. We believe we mitigate a small portion of our exposure to foreign currency fluctuations with a natural hedge through borrowings in currencies other than the U.S. dollar. Our foreign operations reported net income of $~~122~~7.69 million for year ended December 31, ~~2016~~2017. We estimate a 10% increase in the value of the U.S. dollar relative to foreign currencies would have decreased our net income for the year ended December 31, ~~2016~~2017 by $120.38 million. A 10% decrease in the value of the U.S. dollar relative to foreign currencies during the year ended December 31, ~~2016~~2017 would have increased our net income by a corresponding amount.

This analysis does not consider the implications that such currency fluctuations could have on the overall economic activity that could exist in such an environment in the U.S. or the foreign countries or on the results of operations of these foreign entities.

Inflation

Inflation is a factor in the economies in which we do business and we continue to seek ways to mitigate its effect. Inflation has affected our performance in terms of higher costs for wages, salaries and equipment. Although the exact impact of inflation is indeterminable, we believe we have offset these higher costs by increasing the effective advertising rates of most of our broadcasting stations and outdoor display faces in our iHM, Americas outdoor and International outdoor operations.

NEW ACCOUNTING PRONOUNCEMENTS

During the third quarter of 2015, the FASB issued ASU 2015-14, Revenue from Contracts with Customers (Topic 606): Deferral of the Effective Date. This update provides a one-year deferral of the effective date for ASU No. 2014-09, Revenue from Contracts with Customers. ASU No. 2014-09 provides guidance for the recognition, measurement and disclosure of revenue resulting from contracts with customers and will supersede virtually all of the current revenue recognition guidance under U.S. GAAP. The standard is effective for the first interim period within annual reporting periods beginning after December 15, 2017. The two permitted transition methods under the new standard are the full retrospective method, in which case the standard would be applied to each prior reporting period presented and the cumulative effect of applying the standard would be recognized at the earliest period shown, or the modified retrospective method, in which case the cumulative effect of applying the standard would be recognized at the date of initial application. The Company expects to utilize the full retrospective method. The Company has substantially completed its evaluation of the potential changes from adopting the new standard on its future financial reporting and disclosures, which included reviews of contractual terms for all of the Company’s significant revenue streams and the development of an implementation plan. The Company continues to execute on its implementation plan, including detailed policy drafting and training of segment personnel. Based on its evaluation, the Company does not expect material changes to its ~~2016 or 2017~~ consolidated revenues, operating income or balance sheets as a result of the implementation of this standard.

During the first quarter of 2016, the FASB issued Accounting Standards Update No. 2016-01 (ASU 2016-01), Financial Instruments-Overall (Subtopic 825-10): Recognition and Measurement of Financial Assets and Financial Liabilities. ASU 2016-01 amends various aspects of the recognition, measurement, presentation, and disclosure for financial instruments. With respect to our consolidated financial statements, the most significant impact relates to the accounting for equity investments. The guidance will impact the disclosure and presentation of financial assets and liabilities. ASU 2016-01 is effective for annual reporting periods,

and interim periods within those years beginning after December 15, 2017. Early adoption by public entities is permitted only for certain provisions. The Company is currently in the process of evaluating the impact of the adoption of this standard on our consolidated financial statements.

During the first quarter of 2016, the FASB issued ASU No. 2016-02, Leases (Topic 842). The new leasing standard presents significant changes to the balance sheets of lessees. Lessor accounting is updated to align with certain changes in the lessee model and the new revenue recognition standard which was issued in the third quarter of 2015. The standard is effective for annual periods, and for interim periods within those annual periods, beginning after December 15, 2018. The Company is currently evaluating the impact of the provisions of this new standard on its consolidated financial statements.

During the ~~second~~first quarter of ~~2016~~2017, the FASB issued ASU ~~No. 2016~~2017-0904, ~~Compensation~~Intangibles - ~~Stock~~Goodwill ~~Compensation~~and Other (Topic ~~718~~350). This update ~~changes~~eliminates the ~~accounting~~requirement ~~for~~to ~~certain~~calculate ~~aspects~~the ofimplied ~~share-based~~fair ~~payments~~value toof ~~employees. Income~~goodwill ~~tax~~to ~~effects~~measure ofa ~~share-based~~goodwill ~~payment~~impairment ~~awards~~charge. Entities will berecord ~~recognized~~an inimpairment ~~the~~charge ~~income~~based ~~statement~~on ~~with~~ the ~~vesting~~excess ~~or settlement~~ of ~~the awards and the record keeping for additional paid-in capital pools will no longer be necessary. Additionally, companies can make~~ a ~~policy~~reporting ~~election~~unit's tocarrying ~~either~~amount ~~estimate~~over ~~forfeitures~~its orfair ~~recognize them as they occur~~value. The standard is effective for annual ~~periods,~~ and ~~for~~any interim ~~periods~~impairment ~~within~~tests ~~those~~performed ~~annual~~for periods, beginning after December 15, ~~2016~~2019. The Company ~~does~~is ~~not~~currently ~~expect~~evaluating the impact of the provisions of this new standard ~~to have a material impact~~ on its consolidated financial statements.

During the second quarter of ~~2016~~2017, the FASB issued ASU ~~No. 2016~~2017-1309, ~~Financial~~Compensation ~~Instruments~~ - ~~Credit~~Stock ~~Losses~~Compensation (Topic ~~326~~718). ~~The~~This ~~new~~update ~~standard~~mandates ~~changes~~that ~~the~~entities ~~impairment~~will ~~model~~apply ~~for~~the ~~most~~modification ~~financial~~accounting ~~assets~~guidance ~~and~~if ~~certain~~the ~~other~~value, ~~instruments.~~vesting ~~Entities~~conditions ~~will~~or beclassification ~~required~~of ~~to use~~ a ~~model~~stock-based ~~that~~award changes. Entities will ~~result~~have into ~~the~~make ~~earlier~~all ~~recognition~~ of ~~allowances~~the ~~for~~disclosures ~~losses~~about ~~for~~modifications ~~trade~~that ~~and~~are ~~other~~required ~~receivables~~today, ~~held-~~in addition to~~-maturity~~ ~~debt~~disclosing ~~securities,~~that ~~loans~~compensation ~~and~~expense ~~other~~hasn't ~~instruments~~changed. Additionally, ~~For~~the ~~available-for-sale~~new ~~debt~~guidance ~~securities~~also ~~with~~clarifies ~~unrealized~~that ~~losses,~~a ~~the~~modification ~~losses~~to ~~will~~an beaward ~~recognized~~could asbe ~~allowances~~significant ~~rather~~and ~~than~~therefore asrequire ~~reductions~~disclosure, ineven if the ~~amortized~~modification ~~cost~~accounting ofis ~~the~~not ~~securities~~required. The ~~For~~guidance anwill ~~SEC~~be ~~filer,~~applied prospectively to awards modified on or after the ~~standard~~adoption date and is effective for annual periods, and ~~for~~ interim periods within those annual periods, beginning after December 15, ~~2019~~2017. The Company isdoes ~~currently~~not ~~evaluating~~expect that the ~~impact~~adoption of ~~the~~this ~~provisions~~guidance ofwill ~~this~~have ~~new~~material ~~standard~~effect on ~~its~~the Company's consolidated financial statements.

During the third quarter of 2016, the FASB issued ASU No. 2016-15, Statement of Cash Flows (Topic 230). The new standard addresses the classification of cash flows related to certain cash receipts and cash payments. Additionally, the standard clarifies how the predominance principle should be used when cash receipts and cash payments have aspects of more than one class of cash flows. First, an entity will apply the guidance in Topic 230 and other applicable topics. If there is no guidance for those cash receipts and cash payments, an entity will determine each separately identifiable source or use and classify the receipt or payment based on the nature of the cash flow. If a receipt or payment has aspects of more than one class of cash flows and cannot be separated, the classification will depend on the predominant source or use. The standard is effective for annual periods, and for interim periods within those annual periods, beginning after December 15, 2017. The Company is currently evaluating the impact of the provisions of this new standard on its consolidated financial statements.

CRITICAL ACCOUNTING ESTIMATES

The preparation of our financial statements in conformity with U.S. GAAP requires management to make estimates, judgments and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amount of expenses during the reporting period. On an ongoing basis, we evaluate our estimates that are based on historical experience and on various other assumptions that are believed to be reasonable under the circumstances. The result of these evaluations forms the basis for making judgments about the carrying values of assets and liabilities and the reported amount of expenses that are not readily apparent from other sources. Because future events and their effects cannot be determined with certainty, actual results could differ from our assumptions and estimates, and such difference could be material. Our significant accounting policies are discussed in the notes to our consolidated financial statements included in Item 8 of Part II of this Annual Report on Form 10-K. Management believes that the following accounting estimates are the most critical to aid in fully understanding and evaluating our reported financial results, and they require management’s most difficult, subjective or complex judgments, resulting from the need to make estimates about the effect of matters that are inherently uncertain. The following narrative describes these critical accounting estimates, the judgments and assumptions and the effect if actual results differ from these assumptions.

71The consolidated financial statements and related notes have been prepared assuming that the Company will continue as a going concern, although the Chapter 11 Cases filed on March 14, 2018 raises substantial doubt about the Company’s ability to continue as a going concern. The consolidated financial statements do not include any adjustments related to the recoverability and classification of recorded assets or to the amounts and classification of liabilities or any other adjustments that might be necessary should the Company be unable to continue as a going concern.

evaluate our estimates that are based on historical experience and on various other assumptions that are believed to be reasonable under the circumstances. The result of these evaluations forms the basis for making judgments about the carrying values of assets and liabilities and the reported amount of expenses that are not readily apparent from other sources. Because future events and their effects cannot be determined with certainty, actual results could differ from our assumptions and estimates, and such difference could be material. Our significant accounting policies are discussed in the notes to our consolidated financial statements included in Item 8 of Part II of this Annual Report on Form 10-K. Management believes that the following accounting estimates are the most critical to aid in fully understanding and evaluating our reported financial results, and they require management’s most difficult, subjective or complex judgments, resulting from the need to make estimates about the effect of matters that are inherently uncertain. The following narrative describes these critical accounting estimates, the judgments and assumptions and the effect if actual results differ from these assumptions.

Allowance for Doubtful Accounts

We evaluate the collectability of our accounts receivable based on a combination of factors. In circumstances where we are aware of a specific customer’s inability to meet its financial obligations, we record a specific reserve to reduce the amounts recorded to what we believe will be collected. For all other customers, we recognize reserves for bad debt based on historical experience for each business unit, adjusted for relative improvements or deteriorations in the agings and changes in current economic conditions.

If our agings were to improve or deteriorate resulting in a 10% change in our allowance, we estimated that our bad debt expense for the year ended December 31, ~~2016~~2017 would have changed by approximately $3.4.9 million.

Leases

The most significant estimates used by management in accounting for leases and the impact of these estimates are as follows:

Expected lease term Our expected lease term includes both contractual lease periods and cancelable option periods where failure to exercise such options would result in an economic penalty. The expected lease term is used in determining whether the lease is accounted for as an operating lease or a capital lease. A lease is considered a capital lease if the lease term exceeds 75% of the leased asset's useful life. The expected lease term is also used in determining the depreciable life of the asset. An increase in the expected lease term will increase the probability that a lease may be considered a capital lease and will generally result in higher interest and depreciation expense for a leased property recorded on our balance sheet.

Incremental borrowing rate The incremental borrowing rate is primarily used in determining whether the lease is accounted for as an operating lease or a capital lease. A lease is considered a capital lease if the net present value of the minimum lease payments is greater than 90% of the fair market value of the property. An increase in the incremental borrowing rate decreases the net present value of the minimum lease payments and reduces the probability that a lease will be considered a capital lease.

Fair market value of leased asset The fair market value of leased property is generally estimated based on comparable market data as provided by third-party sources. Fair market value is used in determining whether the lease is accounted for as an operating lease or a capital lease. A lease is considered a capital lease if the net present value of the minimum lease payments equals or exceeds 90% of the fair market value of the leased property. A higher fair market value reduces the likelihood that a lease will be considered a capital lease.

Long-lived Assets

Long-lived assets, including structures and other property, plant and equipment and definite-lived intangibles, are reported at historical cost less accumulated depreciation and amortization. We estimate the useful lives for various types of advertising structures and other long-lived assets based on our historical experience and our plans regarding how we intend to use those assets. Advertising structures have different lives depending on their nature, with large format bulletins generally having longer depreciable lives and posters and other displays having shorter depreciable lives. Street furniture and transit displays are depreciated over their estimated useful lives or appropriate contractual periods, whichever is shorter. Our experience indicates that the estimated useful lives applied to our portfolio of assets have been reasonable, and we do not expect significant changes to the estimated useful lives of our long-lived assets in the future. When we determine that structures or other long-lived assets will be disposed of prior to the end of their useful lives, we estimate the revised useful lives and depreciate the assets over the revised period. We also review long-lived assets for impairment when events and circumstances indicate that depreciable and amortizable long-lived assets might be impaired and the undiscounted cash flows estimated to be generated by those assets are less than the carrying amounts of those assets. When specific assets are determined to be unrecoverable, the cost basis of the asset is reduced to reflect the current fair market value.

We use various assumptions in determining the remaining useful lives of assets to be disposed of prior to the end of their useful lives and in determining the current fair market value of long-lived assets that are determined to be unrecoverable. Estimated useful lives and fair values are sensitive to factors including contractual commitments, regulatory requirements, future expected cash flows, industry growth rates and discount rates, as well as future salvage values. Our impairment loss calculations require management to apply judgment in estimating future cash flows, including forecasting useful lives of the assets and selecting the discount rate that reflects the risk inherent in future cash flows.

If actual results are not consistent with our assumptions and judgments used in estimating future cash flows and asset fair values, we may be exposed to future impairment losses that could be material to our results of operations.

Annual Impairment Test

The Company performs its annual impairment test on goodwill and indefinite-lived intangible assets as of July 1 of each year.

Indefinite-lived Intangible Assets

In connection with the Merger Agreement pursuant to which Parent acquired us in 2008, we allocated the purchase price to all of our assets and liabilities at estimated fair values, including our FCC licenses and our billboard permits. Indefinite-lived intangible assets, such as our FCC licenses and our billboard permits, are reviewed annually for possible impairment using the direct valuation method as prescribed in ASC 805-20-S99. Under the direct valuation method, the estimated fair value of the indefinite-lived intangible assets was calculated at the market level as prescribed by ASC 350-30-35.Under the direct valuation method, it is assumed that rather than acquiring indefinite-lived intangible assets as a part of a going concern business, the buyer hypothetically obtains indefinite-lived intangible assets and builds a new operation with similar attributes from scratch. Thus, the buyer incurs start-up costs during the build-up phase which are normally associated with going concern value. Initial capital costs are deducted from the discounted cash flows model which results in value that is directly attributable to the indefinite-lived intangible assets.

buyer incurs start-up costs during the build-up phase which are normally associated with going concern value. Initial capital costs are deducted from the discounted cash flows model which results in value that is directly attributable to the indefinite-lived intangible assets.

Our key assumptions using the direct valuation method are market revenue growth rates, market share, profit margin, duration and profile of the build-up period, estimated start-up capital costs and losses incurred during the build-up period, the risk-adjusted discount rate and terminal values. This data is populated using industry normalized information representing an average asset within a market.

On July 1, ~~2016~~2017, we performed our annual impairment test in accordance with ASC 350-30-35 and recognized an impairment of $06.70 million related to FCC Licenses in one market and did not recognize any aggregate impairment charges related to billboard permits.

In determining the fair value of our FCC licenses, the following key assumptions were used:


•	Revenue growth sales forecasts and published by BIA Financial Network, Inc. (“BIA”), varying by market, were used for the initial four-year period;


•	2.0% revenue growth was assumed beyond the initial four-year period;


•	Revenue was grown proportionally over a build-up period, reaching market revenue forecast by year 3;

• Operating margins of 12.5% in the first year gradually climb to the industry average margin in year 3 of up to 2625.50%, depending on market size; and

• Assumed discount rates of 8.50% for the 13 largest markets and 98.05% for all other markets.

In determining the fair value of our billboard permits, the following key assumptions were used:

• Industry revenue growth ~~forecast~~forecasts atbetween 0.5% and 3.05% ~~was~~were used for the initial four-year period;


•	3.0% revenue growth was assumed beyond the initial four-year period;


•	Revenue was grown over a build-up period, reaching maturity by year 2;

• Operating margins gradually climb to the industry average margin of up to 5655.19%, depending on market size, by year 3; and


•	Assumed discount rate of 7.5%.

While we believe we have made reasonable estimates and utilized appropriate assumptions to calculate the fair value of our indefinite-lived intangible assets, it is possible a material change could occur. If future results are not consistent with our assumptions and estimates, we may be exposed to impairment charges in the future. The following table shows the change in the fair value of our indefinite-lived intangible assets that would result from a 100 basis point decline in our discrete and terminal period revenue growth rate and profit margin assumptions and a 100 basis point increase in our discount rate assumption:

(In thousands)

Revenue

Profit

Discount

Description

Growth Rate

Margin

Rates

FCC license

~~465~~485,~~102~~735

~~158~~183,~~468~~700

~~495~~549,~~326~~775

Billboard permits

1,~~138~~107,600

~~162~~161,800

1,~~162~~118,~~700~~300

73The estimated fair value of our FCC licenses and billboard permits at July 1, 2017 was $7.0 billion ($3.2 billion for FCC licenses and $3.7 billion for billboard permits), while the carrying value was $3.4 billion. The estimated fair value of our FCC licenses and billboard permits at July 1, 2016 was $7.1 billion ($3.1 billion for FCC licenses and $4.0 billion for billboard permits), while the carrying value was $3.4 billion.

The estimated fair value of our FCC licenses and billboard permits at July 1, 2016 was $7.1 billion ($3.1 billion for FCC licenses and $4.0 billion for billboard permits), while the carrying value was $3.4 billion. The estimated fair value of our FCC licenses and billboard permits at July 1, 2015 was $6.1 billion ($3.0 billion for FCC licenses and $3.1 billion for billboard permits), while the carrying value was $3.5 billion.

Goodwill

Goodwill represents the excess of the purchase price over the fair value of identifiable net assets acquired in business combinations. We test goodwill at interim dates if events or changes in circumstances indicate that goodwill might be impaired. The fair value of our reporting units is used to apply value to the net assets of each reporting unit. To the extent that the carrying amount of net assets would exceed the fair value, an impairment charge may be required to be recorded.

The discounted cash flow approach we use for valuing goodwill as part of the two-step impairment testing approach involves estimating future cash flows expected to be generated from the related assets, discounted to their present value using a risk-adjusted discount rate. Terminal values are also estimated and discounted to their present value.

On July 1, 2016, we performed our annual impairment test in accordance with ASC 350-30-35, resulting in a goodwill impairment charge of $7.3 million relating to one outdoor market. In determining the fair value of our reporting units, we used the following assumptions:76

•On ~~Expected~~July 1, ~~cash~~2017, ~~flows~~we ~~underlying~~performed our ~~business~~annual ~~plans~~impairment ~~for~~test ~~the~~in ~~periods~~accordance ~~2016~~with ~~through~~ASC ~~2020.~~350-30-35, ~~Our~~resulting ~~cash~~in ~~flow~~a ~~assumptions~~goodwill ~~are~~impairment ~~based~~charge onof ~~detailed,~~$1.6 ~~multi-year~~million ~~forecasts~~relating ~~performed~~to byone ~~each~~outdoor market. In determining the fair value of our ~~operating~~reporting ~~segments~~units, ~~and~~we ~~reflect~~used the ~~advertising~~following ~~outlook across our businesses.~~assumptions:

• ~~Cash~~Expected cash flows ~~beyond~~underlying ~~2020~~our ~~are~~business ~~projected~~plans tofor ~~grow~~the atperiods a2017 ~~perpetual~~through ~~growth~~2021. ~~rate,~~Our ~~which~~cash weflow ~~estimated~~assumptions atare ~~2.0%~~based ~~for~~on ~~our iHM segment~~detailed, ~~3.0%~~multi-year ~~for~~forecasts ~~our~~performed ~~Americas~~by ~~outdoor~~each ~~and~~of ~~International~~our ~~outdoor~~operating segments, and ~~2.0%~~reflect ~~for~~the ~~our~~advertising ~~Other~~outlook ~~segment~~across our businesses.


•	Cash flows beyond 2021 are projected to grow at a perpetual growth rate, which we estimated at 2.0% for our iHM segment, 3.0% for our Americas outdoor and International outdoor segments, and 2.0% for our Other segment (beyond 2024).


•	In order to risk adjust the cash flow projections in determining fair value, we utilized a discount rate of approximately 8.0% to 11.5% for each of our reporting units.

Based on our annual assessment using the assumptions described above, a hypothetical 10.0% reduction in the estimated fair value in each of our reporting units would not result in a material impairment condition.

While we believe we have made reasonable estimates and utilized appropriate assumptions to calculate the estimated fair value of our reporting units, it is possible a material change could occur. If future results are not consistent with our assumptions and estimates, we may be exposed to impairment charges in the future. The following table shows the decline in the fair value of each of our reportable segments that would result from a 100 basis point decline in our discrete and terminal period revenue growth rate and profit margin assumptions and a 100 basis point increase in our discount rate assumption:

(In thousands)

Revenue

Profit

Discount

Description

Growth Rate

Margin

Rates

iHM

1,~~080~~180,000

~~280~~310,000

1,~~050~~150,000

Americas Outdoor

~~860~~820,000

~~180~~170,000

~~820~~780,000

International Outdoor

~~330~~260,000

210,000

~~260~~220,000

Tax Provisions

Our estimates of income taxes and the significant items giving rise to the deferred tax assets and liabilities are shown in the notes to our consolidated financial statements and reflect our assessment of actual future taxes to be paid on items reflected in the financial statements, giving consideration to both timing and probability of these estimates. Actual income taxes could vary from these estimates due to future changes in income tax law or results from the final review of our tax returns by federal, state or foreign tax authorities.

We use our judgment to determine whether it is more likely than not that our deferred tax assets will be realized. Deferred tax assets are reduced by valuation allowances if the Company believes it is more than likely than not that some portion or the entire asset will not be realized.

We use our judgment to determine whether it is more likely than not that we will sustain positions that we have taken on tax returns and, if so, the amount of benefit to initially recognize within our financial statements. We regularly review our uncertain tax positions and adjust our unrecognized tax benefits (UTBs) in light of changes in facts and circumstances, such as changes in tax law, interactions with taxing authorities and developments in case law. These adjustments to our UTBs may affect our income tax expense. Settlement of uncertain tax positions may require use of our cash.

74On December 22, 2017, the U.S. government enacted comprehensive income tax legislation, referred to as The Tax Cuts and Jobs Act (the Act). The Act, among other things, reduces the U.S. federal corporate tax rate from 35 percent to 21 percent, requires companies to pay a one-time transition tax on earnings of certain foreign subsidiaries that were previously tax deferred, and creates new taxes on certain foreign earnings. To account for the reduction in the U.S. federal corporate income tax rate, we remeasured our deferred tax assets and liabilities based on the rates at which they are expected to reverse in the future, generally 21 percent. To determine the one-time deemed repatriation income tax impact, we analyzed our cumulative foreign earnings and profits in accordance with the rules provided in the Tax Act. As a result of the Company's net deficit in foreign earnings and profits we do not expect to record any one-time tax expenses.

Litigation Accruals

We are currently involved in certain legal proceedings. Based on current assumptions, we have accrued an estimate of the probable costs for the resolution of those claims for which the occurrence of loss is probable and the amount can be reasonably estimated. Future results of operations could be materially affected by changes in these assumptions or the effectiveness of our strategies related to these proceedings.

Management’s estimates have been developed in consultation with counsel and are based upon an analysis of potential results, assuming a combination of litigation and settlement strategies.

Insurance Accruals

We are currently self-insured beyond certain retention amounts for various insurance coverages, including general liability and property and casualty. Accruals are recorded based on estimates of actual claims filed, historical payouts, existing insurance coverage and projected future development of costs related to existing claims. Our self-insured liabilities contain uncertainties because management must make assumptions and apply judgment to estimate the ultimate cost to settle reported claims and claims incurred but not reported as of December 31, ~~2016~~2017.

If actual results are not consistent with our assumptions and judgments, we may be exposed to gains or losses that could be material. A 10% change in our self-insurance liabilities at December 31, ~~2016~~2017 would have affected our net loss by approximately $1.86 million for the year ended December 31, ~~2016~~2017.

Asset Retirement Obligations

ASC 410-20 requires us to estimate our obligation upon the termination or nonrenewal of a lease, to dismantle and remove our billboard structures from the leased land and to reclaim the site to its original condition.

Due to the high rate of lease renewals over a long period of time, our calculation assumes all related assets will be removed at some period over the next 55 years. An estimate of third-party cost information is used with respect to the dismantling of the structures and the reclamation of the site. The interest rate used to calculate the present value of such costs over the retirement period is based on an estimated risk-adjusted credit rate for the same period. If our assumption of the risk-adjusted credit rate used to discount current year additions to the asset retirement obligation decreased approximately 1%, our liability as of December 31, ~~2016~~2017 would not be materially impacted. Similarly, if our assumption of the risk-adjusted credit rate increased approximately 1%, our liability would not be materially impacted.

Share-Based Compensation

Under the fair value recognition provisions of ASC 718-10, share-based compensation cost is measured at the grant date based on the fair value of the award. Determining the fair value of share-based awards at the grant date requires assumptions and judgments about expected volatility and forfeiture rates, among other factors. If actual results differ significantly from these estimates, our results of operations could be materially impacted.

ITEM 7A. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK

Required information is located within Item 7 of Part II of this Annual Report on Form 10-K.

7578

ITEM 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA

Report of Independent Registered Public Accounting Firm

~~The~~To the Stockholder and the Board of Directors ~~and~~of ~~Shareholder~~iHeartCommunications, Inc.

~~iHeartCommunications,~~Opinion ~~Inc.~~on the Financial Statements

We have audited the accompanying consolidated balance sheets of iHeartCommunications, Inc. and subsidiaries (the Company) as of December 31, ~~2016~~2017 and ~~2015~~2016, ~~and~~ the related consolidated statements of comprehensive loss, changes in ~~shareholder~~stockholder's deficit and cash flows for each of the three years in the period ended December 31, ~~2016.~~2017, ~~Our~~and ~~audits~~the ~~also~~related ~~included~~notes and the financial statement schedule listed in the Index at Item 15(a)2 (collectively referred to as the "consolidated financial statements"). ~~These~~In our opinion, the consolidated financial statements ~~and~~present ~~schedule~~fairly, ~~are~~in all material respects, the ~~responsibility~~financial position of the Company's ~~management.~~at ~~Our~~December ~~responsibility~~31, is2017 toand ~~express~~2016, anand ~~opinion~~the onresults ~~these~~of ~~financial~~its ~~statements~~operations and ~~schedule~~its ~~based~~cash onflows ~~our~~for ~~audits~~each of the three years in the period ended December 31, 2017, in conformity with U.S. generally accepted accounting principles.

We ~~conducted~~also ~~our~~have ~~audits~~audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States). ~~Those~~(PCAOB), ~~standards require that we plan and perform~~ the ~~audit~~Company's tointernal ~~obtain~~control ~~reasonable~~over ~~assurance about whether the~~ financial ~~statements~~reporting ~~are~~as ~~free~~ of ~~material~~December ~~misstatement. An audit includes examining~~31, ~~on a test basis~~2017, ~~evidence~~based ~~supporting~~on the ~~amounts~~criteria ~~and~~established ~~disclosures~~ in ~~the~~Internal ~~financial~~Control-Integrated ~~statements.~~Framework Anissued ~~audit~~by ~~also includes assessing~~ the ~~accounting~~Committee ~~principles~~of ~~used~~Sponsoring ~~and~~Organizations ~~significant~~of ~~estimates made by management, as well as evaluating~~ the ~~overall~~Treadway ~~financial~~Commission ~~statement~~(2013 ~~presentation.~~Framework) Weand ~~believe that~~ our ~~audits~~report ~~provide~~dated aMay 3, ~~reasonable~~2018 ~~basis~~expressed ~~for~~an ~~our~~adverse opinion thereon.

InThe ~~our~~Company's ~~opinion,~~Ability ~~the financial statements referred~~ to ~~above~~Continue present fairly, in all material respects, the consolidated financial position of iHeartCommunications, Inc. and subsidiaries at December 31, 2016 and 2015, and the consolidated results of their operations and their cash flows for each of the three years in the period ended December 31, 2016, in conformity with U.S. generally accepted accounting principles. Also, in our opinion, the related financial statement schedule, when considered in relation to the basic financial statements taken as a ~~whole,~~Going ~~presents fairly in all material respects the information set forth therein.~~Concern

WeThe ~~also~~accompanying consolidated financial statements have ~~audited,~~been inprepared ~~accordance~~assuming ~~with~~that the ~~standards~~Company ofwill continue as a going concern. As discussed in Note 1 to the ~~Public~~consolidated ~~Company~~financial ~~Accounting~~statements, ~~Oversight~~on ~~Board~~March ~~(United~~14, ~~States)~~2018, the Company’s ~~internal~~and ~~control~~certain ~~over~~subsidiaries, ~~financial~~excluding ~~reporting~~Clear asChannel ofOutdoor ~~December 31~~Holdings, ~~2016~~Inc. and its subsidiaries, ~~based~~filed onvoluntary ~~criteria~~petitions ~~established~~for relief under Chapter 11 of the United States Bankruptcy Code. These circumstances and uncertainties inherent in ~~Internal~~the ~~Control-Integrated~~bankruptcy ~~Framework~~proceedings ~~issued~~raise bysubstantial doubt about the ~~Committee~~Company's ofability ~~Sponsoring~~to ~~Organizations~~continue as a going concern. Management's evaluation of the ~~Treadway~~events ~~Commission~~and ~~(2013~~conditions ~~framework)~~ and ~~our~~management's ~~report~~plans ~~dated~~regarding ~~February~~these ~~23,~~matters ~~2017~~are ~~expressed~~also andescribed ~~unqualified~~in ~~opinion~~Note ~~thereon~~1. The consolidated financial statements do not include any adjustments that might res

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