AMERICAN TOWER CORPORATION AND SUBSIDIARIES NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued) offices; the management of those buildings; and the leasing of certain of them.
The Company paid the Nordblom companies, including Nordic Properties, an affiliate of Nordblom, an aggregate of $574,000, $772,000 and $474,000 in 2002, 2001 and 2000, respectively.
Two brothers and the father of the Company’s Chairman and Chief Executive Officer’s (Mr.
Dodge) wife own the controlling interest of Nordblom Co.  Inc.  and Nordic Properties.
Mr.  Dodge’s wife has no interest in Nordblom Co.  Inc.  or Nordic Properties and Mr.
Dodge was not involved in the negotiation of any of the arrangements.
The Company believes that all of the arrangements with the Nordblom companies are on terms and conditions that are customary in the industry and at least as favorable to it as could be obtained from an unrelated real estate management company.
In December 2002, in connection with a potential financing transaction between the Company and SPO Partners II, LP (SPO), the Company entered into a letter agreement with SPO, which at the time was a holder of more than 5% of its Class A common stock.
The agreement provided for a $2.0 million break-up fee (plus expenses) payable to SPO in the event that the Company consummated an alternative financing transaction.
As a result of the discount notes offering described in note 19, the Company expects to pay this $2.0 million break-up fee and reimburse certain expenses to SPO in the first quarter of 2003.11.
RESTRUCTURING In November 2001, the Company announced a restructuring of the organization and implemented an initiative to consolidate operations in each of its business segments.
During the year ended December 31, 2001, the Company incurred employee separation costs associated with the termination of approximately 525 employees (primarily tower development and administrative employees) and facility closing costs associated with the shut-down of approximately 20 field office locations aggregating $5.2 million.
As a result of these continuing initiatives, in 2002, the Company incurred employee separation costs associated with the termination of approximately 460 employees (primarily development and administration) as well as costs associated with the termination of lease obligations and other incremental facility closing costs aggregating $10.6 million.
These costs are reflected as restructuring expense in the accompanying 2002 and 2001 consolidated statements of operations.
The following table displays activity with respect to the accrued restructuring liability related to continuing operations for the years ended December 31, 2001 and 2002 (in thousands).
The accrued restructuring liability related to continuing operations is reflected in accounts payable and accrued expenses in the accompanying consolidated balance sheets as of December 31, 2001 and 2002.
## Table 0 ##
Additionally, in connection with businesses reported as discontinued operations in 2002, the Company incurred employee separation costs associated with the termination of approximately 150 employees (primarily operational and administrative) as well as costs associated with the termination of lease obligations and other incremental facility closing costs aggregating $12.4 million.
In addition, in 2001, the Company incurred
SOP 03-3 SOP 03-3 addresses accounting for differences between contractual cash flows and cash flows expected to be collected from an investor’s initial investment in loans acquired in a transfer if those differences are attributable, at least in part, to credit quality.
SOP 03-3 requires that impaired loans be recorded at fair value and prohibits “carrying over” or the creation of valuation allowances in the initial accounting of loans acquired in a transfer that are within the scope of this SOP (categories of loans for which it is probable, at the time of acquisition, that all amounts due according to the contractual terms of the loan agreement will not be collected).
The prohibition of the valuation allowance carryover applies to the purchase of an individual loan, a pool of loans, a group of loans, and loans acquired in a purchase business combination.
In accordance with SOP 03-3, certain acquired loans of LaSalle in 2007 and MBNA in 2006 that were considered impaired were written down to fair value at the acquisition date.
Therefore, reported net chargeoffs and managed net losses were lower since these impaired loans that would have been charged off during the period were reduced to fair value as of the acquisition date.
SOP 03-3 does not apply to the acquired loans that have been securitized as they are not held on the Corporation’s Balance Sheet.
Consumer net charge-offs, managed net losses, and associated ratios excluding the impact of SOP 03-3 for 2007 and 2006 are presented in Table 14.
Management believes that excluding the impact of SOP 03-3 provides a more accurate reflection of portfolio credit quality.
Table 14 Consumer Net Charge-offs/Managed Net Losses (Excluding the Impact of SOP 03-3)(1, 2, 3, 4)
## Table 1 ##
(1) Excluding the impact of SOP 03-3 is a non-GAAP financial measure.
The impact of SOP 03-3 on average outstanding held and managed consumer loans and leases in 2007 and 2006 was not material.
(2) Net charge-off/loss ratios are calculated as held net charge-offs or managed net losses divided by average outstanding held or managed loans and leases during the year for each loan and lease category.
(3) Historical ratios have been adjusted for home equity, direct/indirect consumer and other consumer due to the reclassification of home equity loan balances from direct/indirect consumer to home equity, and certain foreign consumer loans from other consumer to direct/indirect consumer.
(4) Including the impact of SOP 03-3 would decrease net charge-offs on residential mortgage $2 million, home equity $8 million, direct/indirect consumer $2 million in 2007.
Including the impact of SOP 03-3 would decrease net charge-offs on credit card – domestic $99 million, credit card – foreign $53 million and direct/indirect consumer $119 million in 2006.
During 2016, 2015 and 2014, we repurchased 13.7 million shares of our common stock for total consideration of $700 million, 5.7 million shares of our common stock for total consideration of $345 million, and 4.1 million shares of our common stock for total consideration of $217 million, respectively.
At the end of 2016, $100 million remains available for repurchase under our current repurchase program.
Although we may continue to repurchase shares, there is no assurance that we will repurchase up to the full amount of shares remaining available under the program.
Refer to Note (14) of the notes to consolidated financial statements for further information regarding our share repurchase programs.
During 2016, we paid $2 million of contingent consideration related to our acquisition of InterMedHx, LLC.
In 2015 we paid an aggregate of $11 million of contingent consideration related to our acquisitions of InterMedHx, LLC and Kaufman & Keen, LLC (doing business as PureWellness).
In 2014, we paid $11 million of contingent consideration related to our acquisition of PureWellness.
We expect additional contingent consideration payments in 2017 related to our acquisitions of the Lee's Summit Tech Center and InterMedHx.
Refer to Note (2) of the notes to consolidated financial statements for additional information regarding our contingent consideration arrangements.
In January 2014 we received $48 million of cash grants from the Kansas Department of Commerce for project costs in connection with the construction of our Continuous Campus.
Refer to Note (16) of the notes to consolidated financial statements for additional information.
Free Cash Flow (Non-GAAP)
## Table 2 ##
Free cash flow increased $82 million in 2016, compared to 2015.
This increase is due to an increase in cash flows from operations, partially offset by higher levels of both capital spending to support our growth initiatives and facilities requirements, and capitalized spending to support our ongoing software development initiatives.
Free cash flow decreased $72 million in 2015, compared to 2014.
The decrease was due to higher levels of both capital spending to support our growth initiatives and facilities requirements, and capitalized spending to support our ongoing software development initiatives, partially offset by an increase in cash flows from operations.
Free cash flow is a non-GAAP financial measure used by management along with GAAP results to analyze our earnings quality and overall cash generation of the business.
We define free cash flow as cash flows from operating activities reduced by capital purchases and capitalized software development costs.
The table above sets forth a reconciliation of free cash flow to cash flows from operating activities, which we believe to be the GAAP financial measure most directly comparable to free cash flow.
The presentation of free cash flow is not meant to be considered in isolation, nor as a substitute for, or superior to, GAAP results, and investors should be aware that non-GAAP measures have inherent limitations and should be read only in conjunction with our consolidated financial statements prepared in accordance with GAAP.
Free cash flow may also be different from similar non-GAAP financial measures used by other companies and may not be comparable to similarly titled captions of other companies due to potential inconsistencies in the method of calculation.
We believe free cash flow is important to enable investors to better understand and evaluate our ongoing operating results and allows for greater transparency in the review and understanding of our overall financial, operational and economic performance, because free cash flow takes into account certain capital expenditures necessary to operate our business.
EOG RESOURCES, INC.
SUPPLEMENTAL INFORMATION TO CONSOLIDATED FINANCIAL STATEMENTS (Continued) F-42 Net Proved Undeveloped Reserves.
The following table presents the changes in EOG's total proved undeveloped reserves during 2018, 2017 and 2016 (in MBoe):
## Table 3 ##
For the twelve-month period ended December 31, 2018, total PUDs increased by 217 MMBoe to 1,380 MMBoe.
EOG added approximately 31 MMBoe of PUDs through drilling activities where the wells were drilled but significant expenditures remained for completion.
Based on the technology employed by EOG to identify and record PUDs (see discussion of technology employed on pages F-36 and F-37 of this Annual Report on Form 10-K), EOG added 460 MMBoe.
The PUD additions were primarily in the Permian Basin, Anadarko Basin, the Eagle Ford and, to a lesser extent, the Rocky Mountain area, and 80% of the additions were crude oil and condensate and NGLs.
During 2018, EOG drilled and transferred 266 MMBoe of PUDs to proved developed reserves at a total capital cost of $2,745 million.
All PUDs, including drilled but uncompleted wells (DUCs), are scheduled for completion within five years of the original reserve booking.
For the twelve-month period ended December 31, 2017, total PUDs increased by 110 MMBoe to 1,163 MMBoe.
EOG added approximately 38 MMBoe of PUDs through drilling activities where the wells were drilled but significant expenditures remained for completion.
Based on the technology employed by EOG to identify and record PUDs, EOG added 199 MMBoe.
The PUD additions were primarily in the Permian Basin and, to a lesser extent, the Eagle Ford and the Rocky Mountain area, and 74% of the additions were crude oil and condensate and NGLs.
During 2017, EOG drilled and transferred 153 MMBoe of PUDs to proved developed reserves at a total capital cost of $1,440 million.
Revisions of PUDs totaled positive 33 MMBoe, primarily due to updated type curves resulting from improved performance of offsetting wells in the Permian Basin, the impact of increases in the average crude oil and natural gas prices used in the December 31, 2017, reserves estimation as compared to the prices used in the prior year estimate, and lower costs.
During 2017, EOG sold or exchanged 8 MMBoe of PUDs primarily in the Permian Basin.
For the twelve-month period ended December 31, 2016, total PUDs increased by 7 MMBoe to 1,053 MMBoe.
EOG added approximately 21 MMBoe of PUDs through drilling activities where the wells were drilled but significant expenditures remained for completion.
Based on the technology employed by EOG to identify and record PUDs, EOG added 117 MMBoe.
The PUD additions were primarily in the Permian Basin and, to a lesser extent, the Rocky Mountain area, and 82% of the additions were crude oil and condensate and NGLs.
During 2016, EOG drilled and transferred 149 MMBoe of PUDs to proved developed reserves at a total capital cost of $1,230 million.
Revisions of PUDs totaled positive 64 MMBoe, primarily due to improved well performance, primarily in the Delaware Basin, and lower production costs, partially offset by the impact of decreases in the average crude oil and natural gas prices used in the December 31, 2016, reserves estimation as compared to the prices used in the prior year estimate.
During 2016, EOG sold 46 MMBoe of PUDs primarily in the Haynesville play.

<table><tr><td></td><td> 2001  Restructuring Expense</td><td>2001 Cash Payments</td><td> Liability as of  December 31, 2001</td><td> 2002  Restructuring Expense</td><td>2002 Cash Payments</td><td> Liability as of  December 31, 2002</td></tr><tr><td>Restructuring costs</td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Employee separations</td><td>$2,482</td><td>$-1,945</td><td>$537</td><td>$6,501</td><td>$-5,399</td><td>$1,639</td></tr><tr><td>Lease terminations and other facility closing costs</td><td>2,754</td><td>-445</td><td>2,309</td><td>4,137</td><td>-4,453</td><td>1,993</td></tr><tr><td>Total</td><td>$5,236</td><td>$-2,390</td><td>$2,846</td><td>$10,638</td><td>$-9,852</td><td>$3,632</td></tr></table>
<table><tr><td></td><td colspan="4">Held</td><td colspan="4"> Managed</td></tr><tr><td></td><td colspan="2"> Net Charge-offs</td><td colspan="2">Ratio</td><td colspan="2"> Net Losses</td><td colspan="2"> Ratio</td></tr><tr><td>(Dollars in millions)</td><td> 2007</td><td>2006</td><td>2007</td><td>2006</td><td> 2007</td><td>2006</td><td>2007</td><td>2006</td></tr><tr><td>Residential mortgage</td><td>$59</td><td>$39</td><td>0.02%</td><td>0.02%</td><td>$59</td><td>$39</td><td>0.02%</td><td>0.02%</td></tr><tr><td>Credit card – domestic</td><td>3,063</td><td>3,193</td><td>5.29</td><td>5.00</td><td>6,960</td><td>5,494</td><td>4.91</td><td>3.96</td></tr><tr><td>Credit card – foreign</td><td>378</td><td>278</td><td>3.06</td><td>3.05</td><td>1,254</td><td>1,033</td><td>4.24</td><td>4.17</td></tr><tr><td>Home equity</td><td>282</td><td>51</td><td>0.29</td><td>0.07</td><td>282</td><td>51</td><td>0.29</td><td>0.07</td></tr><tr><td>Direct/Indirect consumer</td><td>1,375</td><td>729</td><td>1.96</td><td>1.36</td><td>1,605</td><td>1,044</td><td>2.14</td><td>1.69</td></tr><tr><td>Other consumer</td><td>278</td><td>217</td><td>6.54</td><td>2.97</td><td>278</td><td>217</td><td>6.54</td><td>2.97</td></tr><tr><td> Total consumer</td><td>$5,435</td><td>$4,507</td><td>1.07</td><td>1.07</td><td>$10,438</td><td>$7,878</td><td>1.69</td><td>1.50</td></tr></table>
<table><tr><td></td><td colspan="3">For the Years Ended</td></tr><tr><td>(In thousands)</td><td>2016</td><td>2015</td><td>2014</td></tr><tr><td>Cash flows from operating activities (GAAP)</td><td>$1,155,612</td><td>$947,526</td><td>$847,027</td></tr><tr><td>Capital purchases</td><td>-459,427</td><td>-362,132</td><td>-276,584</td></tr><tr><td>Capitalized software development costs</td><td>-293,696</td><td>-264,656</td><td>-177,800</td></tr><tr><td>Free cash flow (non-GAAP)</td><td>$402,489</td><td>$320,738</td><td>$392,643</td></tr></table>
<table><tr><td></td><td>2018</td><td>2017</td><td>2016</td></tr><tr><td>Balance at January 1</td><td>1,162,635</td><td>1,053,027</td><td>1,045,640</td></tr><tr><td>Extensions and Discoveries</td><td>490,725</td><td>237,378</td><td>138,101</td></tr><tr><td>Revisions</td><td>-8,244</td><td>33,127</td><td>64,413</td></tr><tr><td>Acquisition of Reserves</td><td>311</td><td>—</td><td>—</td></tr><tr><td>Sale of Reserves</td><td>—</td><td>-8,253</td><td>-45,917</td></tr><tr><td>Conversion to Proved Developed Reserves</td><td>-265,718</td><td>-152,644</td><td>-149,210</td></tr><tr><td>Balance at December 31</td><td>1,379,709</td><td>1,162,635</td><td>1,053,027</td></tr></table>

Question: what's the total amount of Conversion to Proved Developed Reserves of 2018, Capital purchases of For the Years Ended 2015, and Capitalized software development costs of For the Years Ended 2014 ?
Answer: 805650