1 newir01-26-16-160126194736

1. OUT
Investor
Presentation
January 2016

2. 2
Safe Harbor Disclaimer
Forward-Looking Statements
We have made statements in this document that are forward-looking statements within the meaning of the federal securities laws, including the Private Securities Litigation
Reform Act of 1995. You can identify forward-looking statements by the use of forward-looking terminology such as “believes,” “expects,” “could,” “would,” “may,” “might,” “will,”
“should,” “seeks,” “likely,” “intends,” “plans,” “projects,” “predicts,” “estimates,” “forecast” or “anticipates” or the negative of these words and phrases or similar words or
phrases that are predictions of or indicate future events or trends and that do not relate solely to historical matters. You can also identify forward-looking statements by
discussions of strategy, plans or intentions related to our capital resources, portfolio performance and results of operations. Forward-looking statements involve numerous
risks and uncertainties and you should not rely on them as predictions of future events. Forward-looking statements depend on assumptions, data or methods that may be
incorrect or imprecise and may not be able to be realized. We do not guarantee that the transactions and events described will happen as described (or that they will happen
at all). The following factors, among others, could cause actual results and future events to differ materially from those set forth or contemplated in the forward-looking
statements: declines in advertising and general economic conditions; competition; government regulation; our inability to increase the number of digital advertising displays in
our portfolio; taxes, fees and registration requirements; our ability to obtain and renew key municipal concessions on favorable terms; decreased government compensation
for the removal of lawful billboards; content-based restrictions on outdoor advertising; environmental, health and safety laws and regulations; seasonal variations; acquisitions
and other strategic transactions that we may pursue could have a negative effect on our results of operations; the sale of all of our equity interests in certain of our
subsidiaries, which hold all of the assets of our Latin America business, could be delayed, modified or terminated due to, among other things, the failure to satisfy closing
conditions, including regulatory approval; dependence on our management team and advertising executives; the ability of our board of directors to cause us to issue additional
shares of stock without stockholder approval; certain provisions of Maryland law may limit the ability of a third party to acquire control of us; our rights and the rights of our
stockholders to take action against our directors and officers are limited; our substantial indebtedness; restrictions in the agreements governing our indebtedness; incurrence
of additional debt; interest rate risk exposure from our variable-rate indebtedness; our ability to generate cash to service our indebtedness; hedging transactions; establishing
an operating partnership; asset impairment charges for goodwill; diverse risks in our international business; a breach of our security measures; failure to comply with
regulations regarding privacy and data protection; failing to establish in a timely manner “OUTFRONT” as an independently recognized brand name with a strong reputation;
the financial information included in our filings with the Securities and Exchange Commission (the “SEC”) may not be a reliable indicator of our future results; cash available for
distributions; legislative, administrative, regulatory or other actions affecting REITs, including positions taken by the Internal Revenue Service (the “IRS”); our failure to remain
qualified to be taxed as a real estate investment trusts (“REITs”); REIT ownership limits; REIT distribution requirements; availability of external sources of capital; we may face
other tax liabilities even if we remain qualified to be taxed as a REIT; complying with REIT requirements may cause us to liquidate investments or forgo otherwise attractive
opportunities; our ability to contribute certain contracts to a taxable REIT subsidiary (“TRS”); our planned use of TRSs may cause us to fail to remain qualified to be taxed as a
REIT; complying with REIT requirements may limit our ability to hedge effectively; failure to meet the REIT income tests as a result of receiving non-qualifying income; even if
we remain qualified to be taxed as a REIT, and we sell assets, we could be subject to tax on any unrealized net built-in gains in the assets held before electing to be treated
as a REIT; the IRS may deem the gains from sales of our outdoor advertising assets to be subject to a 100% prohibited transaction tax; our lack of an operating history as a
REIT; we may not be able to engage in desirable strategic or capital-raising transactions as a result of our separation from CBS Corporation, and we could be liable for
adverse tax consequences resulting from engaging in significant strategic or capital-raising transactions; and other factors described in our filings with the SEC, including but
not limited to the section entitled “Risk Factors” in our Annual Report on Form 10-K for the year ended December 31, 2014, filed with the SEC on March 6, 2015. All forward-
looking statements in this document apply as of the date of this document or as of the date they were made and, except as required by applicable law, we disclaim any
obligation to publicly update or revise any forward-looking statement to reflect changes in underlying assumptions or factors of new information, data or methods, future events
or other changes.
Non-GAAP Financial Measures
This presentation includes certain non‐GAAP financial measures intended to supplement, not substitute for, comparable GAAP financial measures. Reconciliations of
non‐GAAP financial measures to GAAP financial measures are provided in the Appendix of this presentation.
Prior period presentation conforms to current period reporting classifications. Numbers in this presentation may not sum due to rounding.
All pages in this presentation: Copyright © 2016 OUTFRONT Media Inc. All rights reserved.

3. Summary
Assets
REIT Structure
Market & Competition
Growth Strategy
Financials
Appendix
4
6
14
18
28
37
45
3

4. Summary
4

5. 5
Investment Summary

6. Assets
6

7. 7
Primary Asset Types
Bulletin
Digital Bulletin
Poster
Wall
Urban Panel
Bus Shelter
Rail
Bus
Transit Station

8. 8
Simple Business Model
Client / Tenant
Revenues
generated by
leasing space on
displays to
advertising tenants
who enter into
contracts ranging
from four weeks or
less to one year.

9. 9
Billboard Asset Components
Extension
Physical creative
that extends
beyond a display
ID
Unique location
and inventory
number for the
specific asset
Structure
Column or other
support for the
display; generally
steel monopole or
vertical support
beams
Site Lease
Ground or rooftop lease
specific to display.
Display permit and
structure is owned by
OUT
Ad Creative
Designed for the exact
size and proper
resolution, printed on
vinyl and attached by
ratchets and tension
clips. A photo of each
billboard campaign
when up and running
is shown to client as
“proof of performance”
Catwalk
Support structure held
by outriggers for crews
to change campaign
creative; also supports
lighting. Electricity
comes in up the
column or from
overhead
Head
Physical structure creating the face that
a vinyl ad is attached to. Comprised of
torsion bars, uprights, and stringers
made of steel, fiberglass, or wood. May
contain section panels onto which the
vinyl is attached, or a hurricane frame
with no panels. Skirting at the bottom
hides the torsion bars and is where the
“OUTFRONT” shield tag is located

10. 10
Display Permit Assets
 OUT owns the
permit for each
location
• Competitive barrier to
entry
• Approximately 75%
1
legal
non-conforming
2
 Own less than 10%
of site locations
 Approximately
23,600 leases with
19,000 landlords1
 8 year life average
• Majority have abate
and/or termination
clauses for market
weakness
• Small % have escalators
Note: 1) As of 12/31/2014; 2) Meaning they were legally constructed under laws in effect at the time they
were built, but could not be constructed under current laws.
Permit & Display
= OUT owned
Ground Site =
Landlord

11. 11
Transit Franchise Assets
 Strategically
complementary to
billboard business
in urban/suburban
markets
 Multi-Year contracts
with municipalities:
• Exclusive right to rent
space to advertisers
• Renewals are generally
a competitive bidding
process
 Typical financial
terms:
• Revenue share
• Minimum annual
guarantee
• Generally no capital
expenditures as physical
asset is owned by
municipality

12. 12
Digital Displays
 Digital brings
numerous benefits
to advertisers
• Rich media, interactivity,
location, flexibility
 Digital billboard
inventory:
• 511 US 2014
1
• 58 built YTD 2015
2
 Expect increase in
smaller-scale digital
displays
• Transit / Urban
• Networked
• Synchronized
• Full-motion
Note: 1) As of December 31, 2014; 2) As of September 30, 2015; excludes 6 sold in Puerto Rico.

13. 13
Top-Market Asset Locations
Notes: Numbers may not sum due to rounding. Source data from OUT 10-K, December 31, 2014. 1) Transit & Other
Market
Billboard Transit1
Total Billboard Transit
1
Total Billboard Transit
1
Total
New York, NY 492 182,966 183,458 6.5% 59.4% 21.8% 21.2% 78.8% 100.0%
Los Angeles, CA 4,741 41,280 46,021 12.5% 13.4% 12.8% 69.5% 30.5% 100.0%
State of NJ 4,068 90 4,158 6.2% 0.3% 4.5% 97.8% 2.2% 100.0%
Miami, FL 1,071 14,801 15,872 4.9% 3.4% 4.5% 78.0% 22.0% 100.0%
Houston, TX 1,189 - 1,189 5.5% 0.2% 4.0% 98.2% 1.8% 100.0%
Detroit, MI 2,347 9,840 12,187 4.2% 1.1% 3.3% 90.0% 10.0% 100.0%
Washington D.C. 26 36,186 36,212 0.2% 10.4% 3.1% 3.9% 96.1% 100.0%
San Francisco, CA 1,499 775 2,274 4.2% 0.8% 3.2% 93.0% 7.0% 100.0%
Atlanta, GA 2,387 16,500 18,887 3.1% 3.3% 3.1% 69.8% 30.2% 100.0%
Chicago, IL 1,090 613 1,703 3.6% 0.4% 2.7% 95.6% 4.4% 100.0%
Dallas, TX 743 294 1,037 3.5% 0.7% 2.7% 92.6% 7.4% 100.0%
Tampa, FL 1,655 - 1,655 3.7% 0.1% 2.6% 98.5% 1.5% 100.0%
Phoenix, AZ 1,852 3,170 5,022 2.9% 2.0% 2.7% 78.5% 21.5% 100.0%
Orlando, FL 1,557 - 1,557 2.7% 0.1% 2.0% 98.2% 1.8% 100.0%
St. Louis, MO 1,456 - 1,456 2.0% 0.1% 1.5% 97.3% 2.7% 100.0%
All other States/PR 19,937 4,282 24,219 34.4% 4.2% 25.7% 95.3% 4.7% 100.0%
Total US 46,110 310,797 356,907 100.0% 100.0% 100.0% 71.1% 28.9% 100.0%
Canada 5,984 4,040 10,024 52.5% 55.8% 53.2% 77.0% 23.0% 100.0%
Mexico 4,405 82 4,487 31.5% 11.1% 27.0% 91.0% 9.0% 100.0%
South America 2,253 4,650 6,903 16.0% 33.1% 19.8% 63.3% 36.7% 100.0%
Total International 12,642 8,772 21,414 100.0% 100.0% 100.0% 78.1% 21.9% 100.0%
Displays % of Total Revenue Market Revenue Mix

14. REIT Structure
14

15. Agreement
to sell Latin
America
Rebrand
& ticker
change
to OUT
Van
Wagner
acquisition
closed
15
Timeline
 IPO on March 28, 2014
1
 Complete split-off of CBS 81% ownership on July 16, 2014
 Began operating as a REIT as of July 17, 2014
 Low REIT taxes benefit shareholders via higher amounts paid as
dividends
Split-off
from CBS
FTSE
NAREIT
index
inclusion
Began
operating
as a REIT
PLR
received
from IRS
CBSO
IPO
CBSO debt
financing
Apr
16
Jan
31
Mar
28
Jul
17
Jan
1
20152014
Jul
16
Oct
1
Nov
20
Nov
2
Notes: 1) IPO commenced trading March 28, 2014 and completed on April 2, 2014.

16. 16
REIT Assets
Qualified REIT Subsidiary
“QRS”
Taxable REIT Subsidiary
“TRS”
 US billboards
 US fixed transit assets
 100% of taxable income to be
distributed to shareholders
 International operations
 US mobile transit assets
 Residual cash may be used for
reinvestment or debt
repayment

17. 17
OUT vs. Other REITs
Sources: Company reports; Morgan Stanley; REIT.com; 1) FactSet for OUT and Wireless Towers; Evercore
ISI for traditional REITs; priced as of 12/31/2015
OUT
Wireless
Towers
Self-
Storage Office
Regional
Malls
Shopping
Centers
Residential
Apartments Lodging
REIT's
Business
Model
Leasing space
to advertisers
and wireless
carriers on
owned
structures
Leasing space
to wireless
operators and
broadcasters on
owned
structures
Leasing space
to individual and
business
tenants in
owned facilities
Leasing space
to businesses in
office buildings
Leasing space
to retailers in
shopping malls
Leasing space
to retailers in
shopping
centers and
strip malls
Leasing space to
consumers in
residential
apartments
Leasing space
to consumers in
hotels
Tenant's
Objective
Reach
consumer with
advertising to
drive sales
Provide best
signal coverage
to mobile users
Find space to
store excess
goods
Find attractive
space for
business
location
Retail store in
attractive
demographic
location
Retail store in
attractive
demographic
location
Find attractive
space for
residence
Find attractive
space for short-
term stay
Assets Billboards, site
permits, transit
franchises, land,
land leases
Towers,
shelters, land,
land leases
Buildings, land Buildings, land Buildings, land Buildings, land Buildings, land Buildings, land
Barrier to
Entry
High High Low Low Low Low Low Low
Key
Differentiator
Location Location Location Location Location Location Location Location
Tenant Type Business Business Business &
Consumer
Business Business Business Consumer Consumer
Tenant Lease
Length
< 1 month to 12
months
5-10 years Monthly 10-12 years
city, 5-7 years
suburban
7-10 years 3-5 years 1 year 1 night to
several nights
Capex %
Revenue
Under 5% total
including 2%
maintenance
2-3% 3-6% 11-13% 9-11% 8-9% 6-8% 8-12%
AFFO Multiple
(2016) 1
11.5x 19.2x 25.1x 28.3x 21.6x 22.4x 23.4x 12.7x
Net Leverage
(2016) 1
5.4x 5.5x 2.7x 8.9x 6.5x 6.6x 5.9x 3.3x

18. Market & Competition
18

19. 19
Long Term U.S. Growth Trends
 Long-run
outperformance of
Out-of-Home (OOH)
advertising
1990 – 3Q15
• GDP +2.4%
• Media +3.1%
• OOH +4.1%
 Brief economic
downturns followed
by strong rebounds
Source: OAAA.org; US Dept. of Commerce Bureau of Economic Analysis (www.bea.gov); MAGNA GLOBAL.
(20%)
(18%)
(16%)
(14%)
(12%)
(10%)
(8%)
(6%)
(4%)
(2%)
–
2%
4%
6%
8%
10%
12%
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
3Q15
GDP vs. Media & OOH Revenue Growth
Real GDP
All Media
OOH
Print/Radio/TV
OUT (US)

20. 20
U.S. Ad Spending & Media Mix
Source: 1) MAGNA GLOBAL; 2) OAAA.org / Nielsen
 Out-of-Home (OOH)
continues to hold
and grow share
 Internet excluding
Mobile grew just
+3.5% in 20141
• Mobile is 25% of Internet
(7.6% of all media) and
grew 76.5% in 2014
 OOH is highly
complementary to
mobile
• 70% of adult’s day is
OOH
2
• 69% of mobile usage is
OOH
2
1994
1996
1998
2000
2002
2004
2006
2008
2010
2012
2014
OOH
Internet
Print
TV
Radio
$87B
$164B
4.3%
30.2%
16.3%
40.1%
9.0%
3.6%
53.5%
30.1%
12.7%
Share
Share

21. 21
U.S. Top 100 Advertiser Spending
 Top 100 National
advertisers spend
differently than
Local advertisers
• OUT is 48% National,
52% Local
1
 Significant
opportunity to
increase OOH
allocations
• Top 10 = 2.8%
• Top 10 OOH $ = 6.5%
• Top 10 OOH % = 11.6%
5.6%
12.3%
19.4%
9.9%
52.8%
1.9%
4.4%
12.8%
7.5%
73.4%
OOH
Radio
Print
Internet
(Excl.
Search…
TV
Media Allocation:Top 100 Advertisersvs.Market
(excluding Search & Mobile)
Top 100
Total Ad
Market
Note: This chart graphs two different data sets. The Top 100 is sourced from Kantar, which excludes Search and Mobile from its
figures. The Total Ad Market is sourced from MAGNA GLOBAL, which tracks the entire U.S. advertising market; Search and
Mobile are subtracted from MAGNA GLOBAL’s Internet figures to make them more comparable to Kantar. 1) Three months ending
September 30, 2015.

22. 22
U.S. Top 20 Advertisers
Source: Kantar Media, Top 250 U.S. Advertisers, Year-to-Date (YTD) September 2015.
Total Ad $ OOH $ OOH % Total Ad $ OOH $ OOH %
1 AT&T $965.8 $12.9 1.3 1 McDonalds $580.5 $53.4 9.2
2 Verizon $898.7 $33.9 3.8 2 Apple $361.0 $42.5 11.8
3 Geico $806.6 $19.8 2.5 3 Verizon $898.7 $33.9 3.8
4 Pfizer $728.0 $0.4 0.0 4 Warner Bros. $666.6 $31.2 4.7
5 Warner Bros. $666.6 $31.2 4.7 5 Metro PCS $180.5 $26.5 14.7
6 McDonalds $580.5 $53.4 9.2 6 Coca-Cola $185.4 $23.5 12.7
7 Sprint $571.9 $15.2 2.7 7 Universal Pictures $410.6 $20.3 5.0
8 Chevrolet $552.8 $2.5 0.4 8 Geico $806.6 $19.8 2.5
9 T-Mobile $531.2 $16.1 3.0 9 Chase $218.9 $18.9 8.6
10 Ford $517.8 $8.2 1.6 10 Fox $102.2 $16.2 15.8
11 Nissan $476.8 $3.4 0.7 11 NBC $114.5 $16.1 14.1
12 State Farm $446.8 $7.2 1.6 12 T-Mobile $531.2 $16.1 3.0
13 Macy's $428.8 $1.9 0.4 13 Sprint $571.9 $15.2 2.7
14 Samsung $419.3 $14.3 3.4 14 Citi $258.3 $15.1 5.9
15 Microsoft $415.6 $14.0 3.4 15 Samsung $419.3 $14.3 3.4
16 Universal Pictures $410.6 $20.3 5.0 16 Microsoft $415.6 $14.0 3.4
17 Progressive $408.8 $0.1 0.0 17 AT&T $965.8 $12.9 1.3
18 Toyota $391.9 $3.4 0.9 18 Pepsi $124.2 $11.4 9.2
19 XFinity $372.8 $0.1 0.0 19 Comcast $139.2 $11.3 8.1
20 L'Oreal Paris $370.4 $0.0 0.0 20 Sony Pictures $211.4 $10.3 4.9
Average 2.2% Average 7.2%
By Total Ad Spending Across All Media By Total OOH Spending

23. 23
Client/Tenant Advertising Choices
Client/Tenant Buy Media Audience
OOH
Internet
TV
Print
Radio
NATIONALLOCAL
Direct
Local client buys direct from OUT
salesforce
Advertising Agency
National client selects an
advertising agency to select the
optimal media allocation to best
achieve the client’s goals. Both
covered by OUT’s national
salesforce

24. 24
Choosing OOH vs. Other Media
OOH
Internet /
Mobile TV Print Radio
Viewability
100%, no ad-
blocking
54% display ads
non-viewable
2
DVR, channel
change,
streaming
Page flip, jump
to editorial
Station change,
streaming,
library
Audience
1-to-many;
growing
1-to-1;
growing
1-to-many;
shrinking
1-to-many;
shrinking
1-to-many;
shrinking
Medium sight, motion
sight, motion,
sound
sight, motion,
sound
sight sound
Measurement
Today: TAB
Future: OUT’s
real-time
location-based
audience/actions
audience/actions ratings survey circulation data ratings survey
Cost (CPM)
1
$4 $5 $19 $23 $13
Source: 1) OAAA.org; 2) OAAA.org / comScore Inc.

25. 25
Where Some Brands Put Advertising
Source: Kantar Media, Top 250 U.S. Advertisers, Year-to-Date (YTD) September 2015. Kantar data does note include
Search or Mobile advertising expenditures.
11.8% 12.5% 9.5%
1.3% 0.4% 0.4%

26. 26
OUT Stable & Diverse Tenants
% of OUT Total US Revenues
Over 20,000 U.S. customers, none of which represented more than 1.6% of 2014 U.S. revenue
2007 2008 2009 2010 2011 2012 2013 2014 Chg '07-'14
Retail 9% 9% 9% 9% 9% 10% 10% 10% 0
Television 5 6 5 7 7 7 8 8 3
Health/Pharma 5 5 6 6 7 7 7 8 3
Other 8 8 9 8 8 7 7 8 (0)
Entertainment 7 6 6 6 6 7 7 7 (1)
Professional Services 4 4 5 5 6 5 6 6 3
Restaurants/Fast Food 5 6 7 7 7 7 7 6 1
Financial Services 7 7 7 7 7 6 5 5 (1)
Telecom/Utilities 9 8 8 7 7 7 6 5 (4)
Casinos/Lottery 4 5 5 5 5 5 5 5 0
Auto 8 7 6 5 5 5 5 5 (4)
Education 2 3 4 4 5 4 5 4 2
Travel/Leisure 5 5 5 5 5 5 4 4 (0)
Movies 4 5 4 5 5 5 4 4 0
Beer/Liquor 5 5 5 5 5 4 5 4 (2)
Computers/Internet 1 1 1 2 2 3 3 4 3
Food/Beverage 2 3 4 3 3 3 3 3 1
Real Estate 7 4 3 2 2 1 1 2 (5)
Govt/Political 1 1 1 2 1 2 2 2 1
Household Products 1 1 1 1 1 1 1 1 0
Total 100% 100% 100% 100% 100% 100% 100% 100%
TV, Ent. & Movies 17% 17% 15% 18% 19% 19% 19% 19% 2
Notes: Van Wagner assets acquired October 1, 2014. Numbers may not sum due to rounding. Reflects current category
presentation.

27. 27
OUT Repeat Clients/Tenants
 Longstanding
relationship
 Multiple markets
& formats
 Integral to launch
strategy
2007
2009
2011
2013
2014
2015
iPod iPad 2 iPhone 6/Watch
Apple TViPhone 5CiPod Touch

28. Growth Strategy
28

29. 29
Growth Drivers

30. 30
Performance Improvement
 Invest in key
strategic locations:
• High Traffic Areas
• Transit Centers
• Retail Districts
• Iconic Locations
 Sales and
operational
incentives aligned
to maximize yield
and profitability
 Ongoing cost
optimization
Pyramid of Quality – Audience, DMA, Location

31. 31
Acquisitions
2014 Revenues 1
OUT
22%
Other
33%
JCD
4%
CCO
21%
LAMR
21%
 OUT is the market
leader in the U.S.
 Strategic
acquisition
opportunities:
• Complementary assets
in Top 25 DMAs
• “Other” category
includes approximately
125 smaller,
independent U.S.
companies
• International
Notes: 1) OAAA 2014 U.S.; Company reports. OUT includes the US; Clear Channel represents the Americas including
Canada; Lamar and JCDecaux include the U.S.

32. 32
Cell Site Leasing
 Leasing empty
space on OUT
assets to wireless
carriers
• 25,000 potential sites
• 1-3 wireless carriers per
site
• Recurring, monthly rent
under long-term lease
• No capital expenditures
 Small-scale
equipment
 Carriers
responsible for
providing backhaul

33. 33
Market Share Shift
 Create unique
new products and
processes to
drive media
allocation to OUT
 OUTFRONT’s ON
Smart Media:
• Mobile ad integration
• Introducing advanced
hardware with high-
resolution, full motion
video
• Building data
management platform
(DMP) with location-
based audience data
and agency workflow
automation
$64.1
$55.2
$24.2
$14.8
$7.1
(16%)
(14%)
(12%)
(10%)
(8%)
(6%)
(4%)
(2%)
–
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
22%
– 5% 10% 15% 20% 25% 30% 35% 40% 45%
GrowthRateYr/Yr
U.S. Advertising Market Share
US Media Mix
1
($Billions)
OOH
Radio
Print TV
Internet
Notes: 1) MAGNA GLOBAL, last twelve months (“LTM”) September 30, 2015.

34. 34
OUTFRONT Mobile
 Location-based
mobile ad tied to
OOH campaign
• Within a geo-fenced
area, relevant mobile
ads are served to
consumers who pass an
OUT display
 Drives strong
secondary action
rates
 Advertiser
measurement &
analytics
 Launched 4Q15

35. 35
Data Management Platform
Consumer travel
patterns and
behavior in the
physical world
OUT’s proprietary
Data Management
Platform will
associate the data
to make it
relational and
contextual
Audience profiles
created from data
attributes
Audiences will be
mapped to OUT
assets by day and
time
OUT’s Salesforce
and Ad Agency
buying platform for
workflow
automation
Common currency
of Impressions by
Audience and
CPM by Product
Attributes
$

36. 36
Advanced Digital Displays
 A new screen for
digital advertisers
 Smart media
displays will offer:
• Engaging, full-motion,
high-definition video
• App-enablement
• Synchronization
• Livestream feeds
• Remote advertiser
content control

37. Financials
37

38. 38
Revenue Type & Location
Strategic Locations in Top Markets
Canada Mexico South America
Total Revenues1
Notes: 1) Three months ended September 30, 2015; 2) Announced on November 2, 2015.
72%
28%
Billboard
Transit
65%
27%
7%
US Billboard
US Transit
Intl Billboard
Intl Transit
Sale Pending2

39. 39
Revenues
 US is 92% of total1
and is composed
of:
• Local 52%
• National 48%
 US is 71% billboard
and 29% transit1
 International is 85%
billboard and 15%
transit
1
$921 $972 $1,088
$373 $382
$423
$1,294 $1,354
$1,510
2013 2014 LTM 3Q15
Billboard
Transit
Notes: $ in millions. 1) Three months ended September 30, 2015. Van Wagner assets acquired October 1, 2014.

40. 20.6% 21.6% 24.4%
15.2% 15.1%
14.8%
17.3% 17.0% 15.7%
13.3% 13.8% 13.4%
1.6%
2.0% 2.5%
68.5%
72.1% 72.7%
2013 2014 LTM 3Q15
40
Expenses
 Expense trend
reflects:
• Incremental stand-alone
public company costs
• Van Wagner acquisition
Oct. 1, 2014 with higher
urban lease costs
• Strategic business
development expenses
 Different margin
profiles1
:
• Billboard lease expense
= 34% of billboard
revenue
• Transit franchise
expense = 61% of transit
revenues
 Approximately 70%
of costs are fixed
Notes: Expenses as a percent of Total Revenues. SG&A excludes Corporate and Stock-Based Compensation, which are shown
separately. Expenses reflect Van Wagner assets acquired on October 1, 2014. 2013 and 2014 figures reflect revenue and
expense reclassification to conform with current reporting initiated in 1Q15; 1) For the three months ending September 30, 2015.

41. 41
Adjusted OIBDA
 Recent margin
performance
reflects:
• Weakness in higher-
margin US billboard
results
• Strategic business
development expenses
 Expect improved
billboard revenue to
drive margin
expansion
Notes: $ in millions. See Appendix for Non-GAAP reconciliations. Van Wagner assets acquired October 1, 2014.
$415 $413 $441
32.1% 30.5%
29.2%
2013 2014 LTM 3Q15
Adj. OIBDA
Adj. OIBDA Margin

42. 42
Capital Expenditures
 Low overall capital
intensity
 Maintenance is less
than half of total
capex1
 Stringent ROI
thresholds on
digital & growth
 Transit capex is
generally nominal
Notes: $ in millions. 1) LTM September 30, 2015; total capital expenditures as a percentage of total revenues. Van Wagner
assets acquired October 1, 2014. Previously reported amounts have been revised to conform to the current presentation.
1.9%
2.3%
3.9%
3.4%
3.8%
4.7% 4.7%
4.2%
2010 2011 2012 2013 2014 LTM
3Q15
Capex as a % of Total Revenue
Maintenance Growth Total

43. 43
Cash Flow & Dividend
 Flow-through from
Adjusted OIBDA is
largest cash flow
driver
 Dividend policy in
line with REIT
structure
• 90% required payout of
QRS taxable income as
dividend
• OUT expects a payout of
100%+
 Solid dividend
1
payout ratios:
• 69% of LTM AFFO
2
• 88% of LTM FCF
2
Notes: $ in millions. 1) Excludes “top-up” special dividend paid in March 2015; 2) LTM regular cash dividends divided by
LTM Free Cash Flow (“FCF”) or Adjusted Funds From Operations (“AFFO”), as applicable; see Appendix for Non-GAAP
reconciliations.
$269
$209
$185
LTM 3Q15
AFFO
Free Cash Flow
Regular Cash Dividends

44. 44
Balance Sheet & Liquidity
3Q15
Cash $106.4
Total Cash & Equivalents $106.4
Debt
$425M Revolving Credit 2019 0.0
Sr. Secured Term Loan 2021 798.5
5.250% Sr. Notes 2022 549.3
5.625% Sr. Notes 2024 503.5
5.875% Sr. Notes 2025 450.0
Other 0.4
Total Debt $2,301.7
Weighted Average Cost of Debt 4.7%
Net Leverage Ratio 1
4.9x
 $500.3M of
liquidity
2
• $106.4M cash
• $393.9M availability on
$425.0M revolving credit
facility, net of $31.1M
letters of credit
outstanding
 Attractively priced
debt structure
• 4.7% WACD
• 65% fixed, 35% floating
 $50.0M term loan
payment made on
October 30, 2015
with cash on hand
 Leverage target
range of 3.5x-4.0x
net debt
Notes: $ Millions unless per share or otherwise stated. 1) Calculated as Total Debt less Total Cash & Equivalents divided
by LTM “Consolidated EBITDA” as defined in the Credit Agreement governing the Company’s senior credit facilities; 2) As
of September 30, 2015.

45. Appendix
45

46. 46
Non-GAAP Reconciliations
Non-GAAP Financial Measures
In addition to the results prepared in accordance with generally accepted accounting principles in the United States (“GAAP”) provided throughout this document, this document
and the accompanying tables include non-GAAP financial measures as described below. We calculate and define “Adjusted OIBDA” as operating income before depreciation,
amortization, net (gains) losses on dispositions, stock-based compensation, restructuring charges and costs related to our acquisition of certain outdoor advertising businesses of
Van Wagner Communications, LLC (the “Acquisition”). We calculate Adjusted OIBDA margin by dividing Adjusted OIBDA by total revenues. Adjusted OIBDA and Adjusted OIBDA
margin are among the primary measures we use for managing our business, evaluating our operating performance and planning and forecasting future periods, as each is an
important indicator of our operational strength and business performance. Our management believes users of our financial data are best served if the information that is made
available to them allows them to align their analysis and evaluation of our operating results along the same lines that our management uses in managing, planning and executing
our business strategy. Our management also believes that the presentations of Adjusted OIBDA and Adjusted OIBDA margin, as supplemental measures, are useful in evaluating
our business because eliminating certain non-comparable items highlight operational trends in our business that may not otherwise be apparent when relying solely on GAAP
financial measures. It is management’s opinion that these supplemental measures provide users of our financial data with an important perspective on our operating performance
and also make it easier for users of our financial data to compare our results with other companies that have different financing and capital structures or tax rates. We calculate
Funds from Operations (“FFO”) in accordance with the definition established by the National Association of Real Estate Investment Trusts (“NAREIT”). FFO reflects net income
adjusted to exclude gains and losses from the sale of real estate assets, depreciation and amortization of real estate assets and amortization of direct lease acquisition costs, as
well as the same adjustments for our equity based investments, as applicable. We calculate Adjusted FFO (“AFFO”) as FFO adjusted to include cash paid for direct lease
acquisition costs as such costs are generally amortized over a period ranging from four weeks to one year and therefore are incurred on a regular basis. AFFO also includes cash
paid for maintenance capital expenditures since these are routine uses of cash that are necessary for our operations. In addition, AFFO excludes costs related to the Acquisition
and restructuring charges, as well as certain non-cash items, including non-real estate depreciation and amortization, deferred income taxes, stock-based compensation expense,
accretion expense, the non-cash effect of straight-line rent and amortization of deferred financing costs. We use FFO and AFFO measures for managing our business and for
planning and forecasting future periods, and each is an important indicator of our operational strength and business performance, especially compared to other REITs. Our
management believes users of our financial data are best served if the information that is made available to them allows them to align their analysis and evaluation of our operating
results along the same lines that our management uses in managing, planning and executing our business strategy. Our management also believes that the presentations of FFO,
AFFO, and related dividend payout ratios, as supplemental measures, are useful in evaluating our business because adjusting results to reflect items that have more bearing on
the operating performance of REITs highlight trends in our business that may not otherwise be apparent when relying solely on GAAP financial measures. It is management’s
opinion that these supplemental measures provide users of our financial data with an important perspective on our operating performance and also make it easier to compare our
results to other companies in our industry, as well as to REITs. We calculate Free Cash Flow (“FCF”) as net cash flow provided by operating activities less capital expenditures plus
cash taxes related to our REIT conversion. We use FCF for managing our business, including evaluating cash available for dividends, debt service and strategic investments and
acquisitions. Our management believes users of our financial data are best served if the information that is made available to them allows them to align their analysis and
evaluation of our operating results along the same lines that our management uses in managing, planning and executing our business strategy. It is management’s opinion that this
supplemental measure provides users of our financial data with an important perspective on our operating performance and also makes it easier to compare our results to other
companies in our industry, as well as to REITs. Our management believes these adjusted presentations are useful in evaluating our business because they allow users of our
financial data to compare our operating performance for the periods presented, taking into account certain significant costs arising as a result of our separation from CBS
Corporation and the Acquisition, as well as the REIT tax treatment that would have applied had we been operating as a REIT for the periods presented. Since Adjusted OIBDA,
Adjusted OIBDA margin, FFO, AFFO, FCF and related dividend payout ratios, are not measures calculated in accordance with GAAP, they should not be considered in isolation of,
or as a substitute for, operating income, net income and net cash flow provided by operating activities, the most directly comparable GAAP financial measures, as indicators of
operating performance. These measures, as we calculate them, may not be comparable to similarly titled measures employed by other companies. In addition, these measures do
not necessarily represent funds available for discretionary use and are not necessarily a measure of our ability to fund our cash needs.

47. 47
Reconciliations
($ in millions)
December 31,
2013
December 31,
2014
September 30,
2014
December 31,
2014
March 31,
2015
June 30,
2015
September 30,
2015
Revenues
Billboard 920.9$ 971.5$ 239.7$ 282.5$ 246.9$ 280.1$ 278.3$
Transit & Other 373.1 382.3 96.8 112.5 97.0 104.6 108.4
Total revenues 1,294.0$ 1,353.8$ 336.5$ 395.0$ 343.9$ 384.7$ 386.7$
US Billboard 780.0 838.4 205.1 249.2 221.1 246.9 250.3
US Transit & Other 350.1 360.4 91.2 107.2 92.8 99.2 103.6
US Total Revenues 1,130.1 1,198.8 296.3 356.4 313.9 346.1 353.9
INTL Billboard 140.9 133.1 34.6 33.3 25.8 33.2 28.0
INTL Transit & Other 23.0 21.9 5.6 5.3 4.2 5.4 4.8
INTL Total Revenues 163.9 155.0 40.2 38.6 30.0 38.6 32.8
Operating income 238.8$ 183.1$ 47.6$ 50.5$ 26.6$ 54.6$ 52.7$
Restructuring charges — 9.8 6.2 3.6 0.6 2.0 —
Acquisitions costs — 10.4 1.4 9.0 — — —
Net (gain) loss on dispositions (27.3) (2.5) (0.5) (1.1) (0.3) 0.9 —
Depreciation & Amortization 195.8 202.2 49.5 55.6 56.5 57.2 57.5
Stock-based compensation 7.5 10.4 2.7 3.0 3.6 4.4 3.7
Adjusted OIBDA 414.8$ 413.4$ 106.9$ 120.6$ 87.0$ 119.1$ 113.9$
Adjusted OIBDA margin 32.1% 30.5% 31.8% 30.5% 25.3% 31.0% 29.5%
Net income 143.5$ 306.9$ 248.3$ 27.8$ 1.1$ 22.2$ 21.2$
Depreciation of billboard advertising structures 97.5 99.6 24.8 26.0 26.8 25.8 26.1
Amortization of real estate related intangible
assets 43.2 44.9 10.7 12.7 14.4 14.2 13.9
Amortization of direct lease acquisition costs 30.9 33.8 8.8 9.6 7.5 9.2 9.4
Net (gain) loss on disposition of billboard
advertising structures, net of tax (16.4) (2.1) (0.2) (1.7) (0.3) 0.5 —
Adjustment related to equity-based investments 0.8 0.8 0.2 0.2 0.4 — 0.2
FFO 299.5$ 483.9$ 292.6$ 74.6$ 49.9$ 71.9$ 70.8$
Three Months EndedTwelve Months Ended

48. 48
Reconciliations
($ in millions)
December 31,
2013
December 31,
2014
September 30,
2014
December 31,
2014
March 31,
2015
June 30,
2015
September 30,
2015
FFO 299.5$ 483.9$ 292.6$ 74.6$ 49.9$ 71.9$ 70.8$
Adjustment for deferred income taxes (19.4) (249.5) (233.5) (3.1) (0.4) (0.5) 0.8
Cash paid for direct lease acquisition costs (31.6) (32.8) (8.1) (8.5) (7.9) (9.2) (9.4)
Maintenance capital expenditures (23.7) (23.3) (5.1) (7.9) (6.5) (6.6) (7.4)
Restructuring charges - severance, net of tax — 3.7 2.4 1.3 0.5 1.5 —
Acquisition costs, net of tax (a)
— 9.1 1.3 7.8 — — —
Other depreciation 7.0 7.6 1.9 1.9 1.9 2.2 2.3
Other amortization 17.2 16.3 3.3 5.4 5.9 5.8 5.8
Stock-based compensation 7.5 16.0 6.2 5.1 3.6 4.4 3.7
Non-cash effect of straight-line rent 1.2 (0.2) (0.2) 0.5 0.4 (0.1) 0.4
Accretion expense 2.2 2.3 0.6 0.6 0.6 0.6 0.7
Amortization of deferred financing costs — 12.1 8.8 1.4 1.5 1.4 1.5
AFFO 259.9$ 245.2$ 70.2$ 79.1$ 49.5$ 71.4$ 69.2$
Three Months EndedTwelve Months Ended
Notes: a) Adjustment to reflect costs related to the Acquisition.

49. 49
Reconciliations
Net cash flow provided by operating activities $ 184.5 $ 262.8 $ 5.8 $ 74.1 $ 176.4 $ 254.7
Capital expenditures (43.6) (64.2) (13.1) (27.7) (43.0) (63.6)
Cash taxes related to REIT conversion
1
- 18.3 - - - 18.3
Free Cash Flow $ 140.9 $ 216.9 $ (7.3) $ 46.4 $ 133.4 $ 209.4
Notes: 1) Cash paid for income taxes during the three months ended December 31, 2014 related to taxes incurred prior to our separation from CBS Corporation and our REIT conversion.
($ in millions)
December 31,
2014
Last Twelve
Months Ended
2015
September 30,
2015
September 30,
2015
June 30,
Six Months
Ended
Nine Months
Ended
Twelve
Months Ended
Three Months
Ended
Nine Months
Ended
September 30,
2014
March 31,
2015

50. About OUTFRONT Media Inc.
OUTFRONT Media (NYSE: OUT) is one of
the largest out-of-home media companies in
the Americas and has a major presence in
top markets throughout the United States,
Canada, Mexico and South America. With
billboard and transit properties, a prime
asset focus, and a growing network of digital
displays, OUTFRONT Media gives
advertisers both breadth and depth of
audience across key geographies, as well
as engaging ways to connect with
increasingly mobile consumers.
investor@OUTFRONTmedia.com