further , out-of-home advertising can be an effective “ stand-alone ” medium , as well as an integral part of a campaign to reach audiences using multiple forms of media , including television , radio , print , online , mobile and social media advertising platforms . we provide our customers with a differentiated advertising solution at an attractive price point relative to other forms of advertising . in addition to leasing displays , we provide other value-added services to our customers , such as pre-campaign category research , consumer insights , creative design support , print production and post-campaign tracking and analytics , as well as use of a real-time mobile operations reporting system that facilitates proof of performance to customers for substantially all of our business . 37 u.s. media . our u.s. media segment generated 25 % of its revenues in the new york city metropolitan area in 2016 , 27 % in 2015 and 23 % in 2014 , and generated 16 % in the los angeles metropolitan area in 2016 , 15 % in 2015 , and 13 % in 2014 . our u.s. media segment generated revenues of $ 1.39 billion in 2016 , $ 1.34 billion in 2015 and $ 1.16 billion in 2014 , and operating income before depreciation , amortization , net ( gain ) loss on dispositions , stock-based compensation , restructuring charges , loss on real estate assets held for sale and acquisition costs ( “ adjusted oibda ” ) of $ 473.8 million in 2016 , $ 451.1 million in 2015 and $ 409.2 million in 2014 . ( see the “ segment results of operations ” section of this md & a . ) other ( includes international and sports marketing ) . other generated revenues of $ 120.1 million in 2016 , $ 169.5 million in 2015 and $ 191.3 million in 2014 , and adjusted oibda of $ 17.8 million in 2016 , $ 24.3 million in 2015 , and $ 31.3 million in 2014 . economic environment our revenues and operating results are sensitive to fluctuations in advertising expenditures , general economic conditions and other external events beyond our control . business environment the outdoor advertising industry is fragmented , consisting of several companies operating on a national basis , as well as hundreds of smaller regional and local companies operating a limited number of displays in a single or a few local geographic markets . we compete with these companies for customers , structures and display locations . we also compete with other media , including online , mobile and social media advertising platforms and traditional platforms such as , broadcast and cable television , radio , print media and direct mail marketers . increasing the number of digital billboard displays in our most heavily trafficked locations is an important element of our organic growth strategy , as digital billboard displays have the potential to attract additional business from both new and existing customers . we believe digital billboard displays are attractive to our customers because they allow for the development of richer and more visually engaging messages , provide our customers with the flexibility both to target audiences by time of day and to quickly launch new advertising campaigns , and eliminate or greatly reduce production costs . in addition , digital billboard displays enable us to run multiple advertisements on each display ( up to eight per minute ) . as a result , digital billboard displays generate approximately four times more revenue per display on average than traditional static billboard displays , and digital billboard displays generate higher profits and cash flows than traditional static billboard displays . our revenues and profits may fluctuate due to seasonal advertising patterns and influences on advertising markets . typically , our revenues and profits are highest in the fourth quarter , during the holiday shopping season , and lowest in the first quarter , as advertisers cut back on spending following the holiday shopping season . we have a diversified base of customers across various industries . during 2016 , our largest categories of advertisers were retail , television and healthcare/pharmaceuticals , which represented 9 % , 8 % and 7 % of our total u.s. media segment revenues , respectively . during 2015 , our largest categories of advertisers were retail , television and healthcare/pharmaceuticals , which represented 9 % , 9 % and 7 % of our total u.s. media segment revenues , respectively . during 2014 , our largest categories of advertisers were retail , television and healthcare/pharmaceuticals , which represented 10 % , 9 % and 8 % of our total u.s. media segment revenues , respectively . our large-scale portfolio allows our customers to reach a national audience and also provides the flexibility to tailor campaigns to specific regions or markets . in 2016 , we generated approximately 45 % of our u.s. media segment revenues from national advertising campaigns , compared to 47 % in 2015 and 41 % in 2014 . the increase in revenues from national advertising campaigns in 2016 and 2015 compared to 2014 is primarily due to the impact of the acquisition of certain outdoor advertising businesses of van wagner communications , llc ( the “ acquisition ” ) on october 1 , 2014. our transit businesses require us to obtain and renew contracts with municipalities and other governmental entities . when these contracts expire , we generally must participate in highly competitive bidding processes in order to obtain new contracts . in november 2014 , we were informed that we were not successful in the renewal of the new york city phone kiosk contract which we obtained as part of the acquisition and our operation of these kiosks ceased during the first quarter of 2015. in 2015 , we generated revenue of $ 1.6 million related to these operations . story_separator_special_tag 45 posting , maintenance and other expenses as a percentage of revenues were 15 % in 2016 , 16 % in 2015 and 17 % in 2014 . posting , maintenance and other expenses decreased $ 14.0 million , or 6 % , in 2016 compared to 2015 , principally due to the impact of the disposition ( a decrease of $ 17.1 million compared to 2015 ) . excluding the impact of the disposition , posting , maintenance and other expenses increased 1 % in 2016 compared to 2015. posting , maintenance and other expenses increased $ 5.6 million , or 2 % , in 2015 compared to 2014 , principally due to the impact of the acquisition and higher production and installation costs , which are typically billed to the advertiser and recorded as revenues , partially offset by a decrease in taxes , posting , materials and utilities expenses , and a favorable impact from foreign currency exchange rates . selling , general and administrative expenses ( “ sg & a ” ) sg & a expenses represented 17 % of revenues in each of 2016 , 2015 and 2014 . sg & a expenses increased $ 6.5 million , or 3 % , in 2016 compared to 2015 , primarily due to increased sales and other compensation-related expenses and one-time professional fees in 2016 of $ 3.8 million associated with implementing initiatives to improve our cost base and pricing/yield management , partially offset by the impact of the disposition ( a decrease of $ 11.5 million compared to 2015 ) , lower administrative costs and non-recurring legal expenses in 2015 of $ 5.2 million . excluding the impact of the disposition , sg & a expenses increased 7 % in 2016 compared to 2015. sg & a expenses increased $ 34.0 million , or 15 % , in 2015 compared to 2014 , primarily due to the impact of the acquisition , increased strategic business development expenses of $ 9.8 million , incremental stand-alone costs of $ 6.3 million and non-recurring legal expenses of $ 5.2 million . restructuring charges in 2016 , we recorded restructuring charges of $ 2.5 million for severance charges associated with the reorganization of our sales management and administrative functions . in 2015 , we recorded restructuring charges of $ 2.6 million associated with the elimination of management positions and the elimination of positions in connection with the sale of assets and the consolidation of leased locations . in 2014 , we recorded restructuring charges of $ 9.8 million associated with the reorganization of management , resulting in the departures of two executive officers . the restructuring charges in 2014 are comprised of severance charges , including stock-based compensation of $ 5.6 million . loss on real estate assets held for sale in connection with the disposition , the assets of our outdoor advertising business in latin america had been classified as assets held for sale on the consolidated statement of financial position as of december 31 , 2015. it is required that we measure assets held for sale at the lower of their carrying value ( including unrecognized foreign currency translation adjustment losses ) or fair value less cost to sell . the impact of including unrecognized foreign currency translation adjustment losses in the carrying value of assets held for sale resulted in a non-cash loss on real estate assets held for sale of approximately $ 103.6 million in 2015. upon completion of the disposition in 2016 , the unrecognized foreign currency translation adjustment loss was reclassified to earnings from accumulated other comprehensive loss on the consolidated statement of financial position . net ( gain ) loss on dispositions net gain on dispositions was $ 1.9 million in 2016 . net loss on dispositions was $ 0.7 million in 2015 . net gain on dispositions in 2014 was $ 2.5 million and includes a gain of $ 0.6 million related to the divestiture of a transit shelter operation in the greater los angeles area . depreciation depreciation decreased $ 4.8 million , or 4 % , in 2016 compared to 2015 , due primarily to the impact of the disposition , partially offset by higher depreciation associated with the increased number of digital billboards . both digital and static billboards are depreciated over an estimated useful life of 5 years to 20 years . depreciation increased $ 6.5 million , or 6 % , in 2015 compared to 2014 , due primarily to the impact of the acquisition and higher depreciation associated with the increased number of digital billboards . 46 amortization amortization decreased $ 0.1 million in 2016 compared to 2015 , principally driven by lower amortization of intangible assets , partially offset by increased direct lease acquisition costs in 2016 compared to 2015. amortization increased $ 20.4 million in 2015 compared to 2014 , principally driven by amortization related to the intangible assets associated with the acquisition . amortization expense includes the amortization of direct lease acquisition costs of $ 38.2 million in 2016 , $ 36.3 million in 2015 and $ 33.8 million in 2014 . capitalized direct lease acquisition costs were $ 38.0 million in 2016 , $ 36.3 million in 2015 and $ 33.8 million in 2014 . interest expense interest expense , net , was $ 113.8 million ( including $ 6.4 million of deferred financing costs ) in 2016 , $ 114.8 million ( including $ 6.3 million of deferred financing costs ) in 2015 and $ 84.8 million ( including $ 12.1 million of deferred financing costs ) in 2014 . benefit ( provision ) for income taxes in 2014 , as a result of our reit conversion , substantially all deferred income tax liabilities , net , was reversed into net income via a non-cash benefit of approximately $ 235.6 million . as a result of our reit conversion , our effective tax rate for the second half of 2014 was

cash provided by operating activities decreased $ 6.0 million in 2016 compared to 2015 , due primarily to the timing of interest payments on our debt and the timing of commissions and other expense payments , partially offset by higher net income , as adjusted for non-cash items . cash provided by operating activities increased $ 30.3 million in 2015 compared to 2014 , primarily due to higher net income , as adjusted for non-cash items , resulting from the impact of the acquisition and lower income taxes due to our reit conversion . this was partially offset by an increased use of working capital driven by an increase in accounts 55 receivable and decreases in accounts payables and accrued expenses . these working capital increases were offset by lower cash paid for income taxes . after the separation , we began operating as a reit for u.s. federal income tax purposes . actual cash payments for income taxes were $ 1.2 million in 2016 , $ 5.8 million in 2015 and $ 53.0 million in 2014 , including payments made to cbs corporation ( “ cbs ” ) . cash used for investing activities decreased $ 25.7 million in 2016 compared to 2015 and decreased $ 736.0 million in 2015 compared to 2014 . in 2016 , we completed several small acquisitions for a total purchase price of approximately $ 67.9 million , incurred $ 59.4 million in capital expenditures and received $ 90.6 million in proceeds from dispositions , primarily related to the disposition . in 2015 , we completed several small acquisitions for a total purchase price of approximately $ 12.1 million , incurred $ 59.2 million in capital expenditures and received $ 8.9 million in proceeds from dispositions , primarily related to the disposition of substantially all of our assets in puerto rico .


 Write a concise suspicious activity report of the following text delimited by triple backquotes. Return your response as a formal report which covers the key points highlighting the location,dates,entity names and account holder information in chronological order of the text.
     ```cash provided by operating activities decreased $ 6.0 million in 2016 compared to 2015 , due primarily to the timing of interest payments on our debt and the timing of commissions and other expense payments , partially offset by higher net income , as adjusted for non-cash items . cash provided by operating activities increased $ 30.3 million in 2015 compared to 2014 , primarily due to higher net income , as adjusted for non-cash items , resulting from the impact of the acquisition and lower income taxes due to our reit conversion . this was partially offset by an increased use of working capital driven by an increase in accounts 55 receivable and decreases in accounts payables and accrued expenses . these working capital increases were offset by lower cash paid for income taxes . after the separation , we began operating as a reit for u.s. federal income tax purposes . actual cash payments for income taxes were $ 1.2 million in 2016 , $ 5.8 million in 2015 and $ 53.0 million in 2014 , including payments made to cbs corporation ( “ cbs ” ) . cash used for investing activities decreased $ 25.7 million in 2016 compared to 2015 and decreased $ 736.0 million in 2015 compared to 2014 . in 2016 , we completed several small acquisitions for a total purchase price of approximately $ 67.9 million , incurred $ 59.4 million in capital expenditures and received $ 90.6 million in proceeds from dispositions , primarily related to the disposition . in 2015 , we completed several small acquisitions for a total purchase price of approximately $ 12.1 million , incurred $ 59.2 million in capital expenditures and received $ 8.9 million in proceeds from dispositions , primarily related to the disposition of substantially all of our assets in puerto rico .
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 Suspicious Activity Report : further , out-of-home advertising can be an effective “ stand-alone ” medium , as well as an integral part of a campaign to reach audiences using multiple forms of media , including television , radio , print , online , mobile and social media advertising platforms . we provide our customers with a differentiated advertising solution at an attractive price point relative to other forms of advertising . in addition to leasing displays , we provide other value-added services to our customers , such as pre-campaign category research , consumer insights , creative design support , print production and post-campaign tracking and analytics , as well as use of a real-time mobile operations reporting system that facilitates proof of performance to customers for substantially all of our business . 37 u.s. media . our u.s. media segment generated 25 % of its revenues in the new york city metropolitan area in 2016 , 27 % in 2015 and 23 % in 2014 , and generated 16 % in the los angeles metropolitan area in 2016 , 15 % in 2015 , and 13 % in 2014 . our u.s. media segment generated revenues of $ 1.39 billion in 2016 , $ 1.34 billion in 2015 and $ 1.16 billion in 2014 , and operating income before depreciation , amortization , net ( gain ) loss on dispositions , stock-based compensation , restructuring charges , loss on real estate assets held for sale and acquisition costs ( “ adjusted oibda ” ) of $ 473.8 million in 2016 , $ 451.1 million in 2015 and $ 409.2 million in 2014 . ( see the “ segment results of operations ” section of this md & a . ) other ( includes international and sports marketing ) . other generated revenues of $ 120.1 million in 2016 , $ 169.5 million in 2015 and $ 191.3 million in 2014 , and adjusted oibda of $ 17.8 million in 2016 , $ 24.3 million in 2015 , and $ 31.3 million in 2014 . economic environment our revenues and operating results are sensitive to fluctuations in advertising expenditures , general economic conditions and other external events beyond our control . business environment the outdoor advertising industry is fragmented , consisting of several companies operating on a national basis , as well as hundreds of smaller regional and local companies operating a limited number of displays in a single or a few local geographic markets . we compete with these companies for customers , structures and display locations . we also compete with other media , including online , mobile and social media advertising platforms and traditional platforms such as , broadcast and cable television , radio , print media and direct mail marketers . increasing the number of digital billboard displays in our most heavily trafficked locations is an important element of our organic growth strategy , as digital billboard displays have the potential to attract additional business from both new and existing customers . we believe digital billboard displays are attractive to our customers because they allow for the development of richer and more visually engaging messages , provide our customers with the flexibility both to target audiences by time of day and to quickly launch new advertising campaigns , and eliminate or greatly reduce production costs . in addition , digital billboard displays enable us to run multiple advertisements on each display ( up to eight per minute ) . as a result , digital billboard displays generate approximately four times more revenue per display on average than traditional static billboard displays , and digital billboard displays generate higher profits and cash flows than traditional static billboard displays . our revenues and profits may fluctuate due to seasonal advertising patterns and influences on advertising markets . typically , our revenues and profits are highest in the fourth quarter , during the holiday shopping season , and lowest in the first quarter , as advertisers cut back on spending following the holiday shopping season . we have a diversified base of customers across various industries . during 2016 , our largest categories of advertisers were retail , television and healthcare/pharmaceuticals , which represented 9 % , 8 % and 7 % of our total u.s. media segment revenues , respectively . during 2015 , our largest categories of advertisers were retail , television and healthcare/pharmaceuticals , which represented 9 % , 9 % and 7 % of our total u.s. media segment revenues , respectively . during 2014 , our largest categories of advertisers were retail , television and healthcare/pharmaceuticals , which represented 10 % , 9 % and 8 % of our total u.s. media segment revenues , respectively . our large-scale portfolio allows our customers to reach a national audience and also provides the flexibility to tailor campaigns to specific regions or markets . in 2016 , we generated approximately 45 % of our u.s. media segment revenues from national advertising campaigns , compared to 47 % in 2015 and 41 % in 2014 . the increase in revenues from national advertising campaigns in 2016 and 2015 compared to 2014 is primarily due to the impact of the acquisition of certain outdoor advertising businesses of van wagner communications , llc ( the “ acquisition ” ) on october 1 , 2014. our transit businesses require us to obtain and renew contracts with municipalities and other governmental entities . when these contracts expire , we generally must participate in highly competitive bidding processes in order to obtain new contracts . in november 2014 , we were informed that we were not successful in the renewal of the new york city phone kiosk contract which we obtained as part of the acquisition and our operation of these kiosks ceased during the first quarter of 2015. in 2015 , we generated revenue of $ 1.6 million related to these operations . story_separator_special_tag 45 posting , maintenance and other expenses as a percentage of revenues were 15 % in 2016 , 16 % in 2015 and 17 % in 2014 . posting , maintenance and other expenses decreased $ 14.0 million , or 6 % , in 2016 compared to 2015 , principally due to the impact of the disposition ( a decrease of $ 17.1 million compared to 2015 ) . excluding the impact of the disposition , posting , maintenance and other expenses increased 1 % in 2016 compared to 2015. posting , maintenance and other expenses increased $ 5.6 million , or 2 % , in 2015 compared to 2014 , principally due to the impact of the acquisition and higher production and installation costs , which are typically billed to the advertiser and recorded as revenues , partially offset by a decrease in taxes , posting , materials and utilities expenses , and a favorable impact from foreign currency exchange rates . selling , general and administrative expenses ( “ sg & a ” ) sg & a expenses represented 17 % of revenues in each of 2016 , 2015 and 2014 . sg & a expenses increased $ 6.5 million , or 3 % , in 2016 compared to 2015 , primarily due to increased sales and other compensation-related expenses and one-time professional fees in 2016 of $ 3.8 million associated with implementing initiatives to improve our cost base and pricing/yield management , partially offset by the impact of the disposition ( a decrease of $ 11.5 million compared to 2015 ) , lower administrative costs and non-recurring legal expenses in 2015 of $ 5.2 million . excluding the impact of the disposition , sg & a expenses increased 7 % in 2016 compared to 2015. sg & a expenses increased $ 34.0 million , or 15 % , in 2015 compared to 2014 , primarily due to the impact of the acquisition , increased strategic business development expenses of $ 9.8 million , incremental stand-alone costs of $ 6.3 million and non-recurring legal expenses of $ 5.2 million . restructuring charges in 2016 , we recorded restructuring charges of $ 2.5 million for severance charges associated with the reorganization of our sales management and administrative functions . in 2015 , we recorded restructuring charges of $ 2.6 million associated with the elimination of management positions and the elimination of positions in connection with the sale of assets and the consolidation of leased locations . in 2014 , we recorded restructuring charges of $ 9.8 million associated with the reorganization of management , resulting in the departures of two executive officers . the restructuring charges in 2014 are comprised of severance charges , including stock-based compensation of $ 5.6 million . loss on real estate assets held for sale in connection with the disposition , the assets of our outdoor advertising business in latin america had been classified as assets held for sale on the consolidated statement of financial position as of december 31 , 2015. it is required that we measure assets held for sale at the lower of their carrying value ( including unrecognized foreign currency translation adjustment losses ) or fair value less cost to sell . the impact of including unrecognized foreign currency translation adjustment losses in the carrying value of assets held for sale resulted in a non-cash loss on real estate assets held for sale of approximately $ 103.6 million in 2015. upon completion of the disposition in 2016 , the unrecognized foreign currency translation adjustment loss was reclassified to earnings from accumulated other comprehensive loss on the consolidated statement of financial position . net ( gain ) loss on dispositions net gain on dispositions was $ 1.9 million in 2016 . net loss on dispositions was $ 0.7 million in 2015 . net gain on dispositions in 2014 was $ 2.5 million and includes a gain of $ 0.6 million related to the divestiture of a transit shelter operation in the greater los angeles area . depreciation depreciation decreased $ 4.8 million , or 4 % , in 2016 compared to 2015 , due primarily to the impact of the disposition , partially offset by higher depreciation associated with the increased number of digital billboards . both digital and static billboards are depreciated over an estimated useful life of 5 years to 20 years . depreciation increased $ 6.5 million , or 6 % , in 2015 compared to 2014 , due primarily to the impact of the acquisition and higher depreciation associated with the increased number of digital billboards . 46 amortization amortization decreased $ 0.1 million in 2016 compared to 2015 , principally driven by lower amortization of intangible assets , partially offset by increased direct lease acquisition costs in 2016 compared to 2015. amortization increased $ 20.4 million in 2015 compared to 2014 , principally driven by amortization related to the intangible assets associated with the acquisition . amortization expense includes the amortization of direct lease acquisition costs of $ 38.2 million in 2016 , $ 36.3 million in 2015 and $ 33.8 million in 2014 . capitalized direct lease acquisition costs were $ 38.0 million in 2016 , $ 36.3 million in 2015 and $ 33.8 million in 2014 . interest expense interest expense , net , was $ 113.8 million ( including $ 6.4 million of deferred financing costs ) in 2016 , $ 114.8 million ( including $ 6.3 million of deferred financing costs ) in 2015 and $ 84.8 million ( including $ 12.1 million of deferred financing costs ) in 2014 . benefit ( provision ) for income taxes in 2014 , as a result of our reit conversion , substantially all deferred income tax liabilities , net , was reversed into net income via a non-cash benefit of approximately $ 235.6 million . as a result of our reit conversion , our effective tax rate for the second half of 2014 was

