## Table 0 ##
* Assumes dilution of 8.0 million shares for the year ended December 31, 2009 for all or a portion of these non-GAAP adjustments.
Cash generated by operating activities was $325 million in 2010 and $835 million in 2009, and included approximately $1.6 billion of litigation-related net payments in 2010, as compared to approximately $800 million in 2009, as well as the receipt of an acquisition-related milestone payment of $250 million.
Our cash generated by operations continues to be a significant source of funds for servicing our outstanding debt obligations and investing in our growth.
As of December 31, 2010, we had total debt of $5.438 billion, cash and cash equivalents of $213 million and working capital of $1.006 billion.
During 2010, we completed the refinancing of the majority of our 2011 debt maturities, establishing a $1.0 billion term loan and syndicating a new $2.0 billion revolving credit facility, and prepaid in full our $900 million loan from Abbott and all $600 million of our senior notes due in June 2011.
Further, in January 2011, we paid at maturity $250 million of our senior notes.
In 2009, Standard & Poor’s upgraded our credit rating to investment grade with a stable outlook.
In 2010, Fitch Ratings upgraded our outlook to positive from stable, and Moody’s raised our liquidity rating to its highest level.
We believe these rating improvements reflect the strength of our product portfolio, our commitment to debt reduction, our improving financial fundamentals, and the progress we are making towards driving profitable sales growth.
Recent Events As part of our strategy, we are realigning our business portfolio through select divestitures and targeted acquisitions in order to reduce risk, optimize operational leverage and accelerate profitable, sustainable revenue growth, while preserving our ability to meet the needs of physicians and their patients.
We have recently announced several acquisitions targeting many of our priority growth areas, and, in January 2011, closed the sale of our Neurovascular business to Stryker Corporation.
Acquisitions We expect to continue to invest in our core franchises, and are also investigating opportunities to further expand our presence in, and diversify into, priority growth areas including atrial fibrillation, autonomic modulation therapy, coronary artery disease, deepbrain stimulation, diabetes/obesity, endoluminal surgery, endoscopic pulmonary intervention, hypertension, peripheral vascular disease, structural heart disease, sudden cardiac arrest, and women’s health.
In late 2010 and early 2011, we announced the acquisitions of Asthmatx, Inc. ; Sadra Medical, Inc. ; Atritech, Inc. ; and Intelect Medical, Inc. , targeting many of the above conditions and disease states.
Each of these acquisitions is discussed in the Business and Market Overview section below.
Business Divestiture In January 2011, we closed the sale of our Neurovascular business to Stryker Corporation for a purchase price of $1.5 billion in cash.
We received $1.450 billion at closing, including an upfront payment of $1.426 billion, and $24 million which was placed into escrow to be released upon the completion of local closings in certain foreign jurisdictions, and will receive an additional $50 million contingent upon the transfer or separation of certain manufacturing facilities, which we expect will be completed over a period of approximately 24 months.
We will provide transitional services through a transition services agreement, and will also supply products to Stryker.
These transition services and supply agreements are expected to be effective for a period of up to 24 months following the closing of the transaction, subject to extension.
Due to our continuing involvement in the operations of the Neurovascular business, the divestiture does not meet the criteria for presentation as a discontinued operation.
Refer to Note C—Divestitures and Assets Held for Sale to our 2010 consolidated financial statements included in Item 8 of this Annual Report for more information.
Acquisition-related Milestone In connection with Abbott Laboratories’ 2006 acquisition of Guidant’s vascular intervention and endovascular solutions businesses, Abbott agreed to pay us a milestone payment of $250 million upon receipt of an approval from the Japanese Ministry of Health, Labor and Welfare (MHLW) to market the XIENCE V?
stent system in Japan.
The MHLW approved the XIENCE V?
stent system in the first quarter of 2010 and we received the milestone payment from Abbott, which we recorded as a $250 million pre-tax gain.
This non-recurring acquisitionrelated credit is excluded by management for purposes of evaluating operating performance and assessing liquidity.
Gain on Divestitures During 2008, we recorded a $250 million gain in connection with the sale of our Fluid Management and Venous Access businesses and our TriVascular EVAR program.
This divestiture-related gain is excluded by management for purposes of evaluating operating performance and assessing liquidity.
Refer to Note C — Divestitures and Assets Held for Sale to our 2010 consolidated financial statements included in Item 8 of this Annual Report for more information on these transactions.
Restructuring Charges and Restructuring-related Activities In October 2007, our Board of Directors approved, and we committed to, an expense and head count reduction plan (the 2007 Restructuring plan).
The plan was intended to bring expenses in line with revenues as part of our initiatives to enhance short- and long-term shareholder value.
Key activities under the plan included the restructuring of several businesses, corporate functions and product franchises in order to better utilize resources, strengthen competitive positions, and create a more simplified and efficient business model; the elimination, suspension or reduction of spending on certain research and development projects; and the transfer of certain production lines among facilities.
The execution of this plan enabled us to reduce research and development and selling, general and administrative expenses by an annualized run rate of approximately $500 million exiting 2008.
We have partially reinvested our savings from these initiatives into targeted head count increases, primarily in customer-facing positions.
In addition, the plan has reduced annualized run-rate reductions of manufacturing costs by approximately $35 million exiting 2010 as a result of transfers of certain production lines.
We initiated activities under the plan in the fourth quarter of 2007.
The transfer of certain production lines contemplated under the 2007 Restructuring plan was completed as of December 31, 2010; all other major activities under the plan, with the exception of final production line transfers, were completed as of December 31, 2009.
The execution of this plan resulted in total pre-tax expenses of $427 million and required cash outlays of $380 million, of which we have paid $370 million to date.
We recorded a portion of these expenses as restructuring charges and the remaining portion through other lines within our consolidated statements of operations.
The following provides a summary of total costs associated with the plan by major type of cost:
## Table 1 ##
(1) Consists primarily of consulting fees, contractual cancellations, relocation costs and other costs.
(2) Consists primarily of costs to transfer product lines among facilities, including costs of transfer teams, freight and product line validations.
In January 2009, our Board of Directors approved, and we committed to, a Plant Network Optimization program, which is intended to simplify our manufacturing plant structure by transferring certain production lines among facilities and by closing certain other facilities.
The program is a complement to our 2007 Restructuring plan, discussed above, and is intended to improve overall gross profit margins.
We estimate that the program will result in annualized run-rate reductions of manufacturing costs of approximately $65 million exiting 2012.
These savings are in addition to the estimated $35 million of annual reductions of manufacturing costs from activities under our 2007 Restructuring plan.
Activities under the Plant Network Optimization program were initiated in the first quarter of 2009 and are expected to be substantially complete by the end of 2012.
Activities under the Plant Network Optimization program were initiated in the first quarter of 2009 and are expected to be substantially complete by the end of 2012.
We expect that the execution of the Plant Network Optimization program will result in total pre-tax charges of approximately $135 million to $150 million, and that approximately $115 million to $125 million of these charges will result in cash outlays, of which we have made payments of $40 million to date.
We have recorded related costs of $79 million since the inception of the
Consolidated Costs and Expenses The following graph illustrates the contributions to the increases in consolidated operating costs and expenses by our Cable Communications and NBCUniversal segments, as well as our Corporate and Other activities.
## Table 2 ##
Our consolidated operating costs and expenses in 2015 included expenses associated with our broadcast of the 2015 Super Bowl and our larger film slate, both of which are included in our NBCUniversal segments.
Our consolidated operating costs and expenses in 2014 included expenses associated with our broadcast of the 2014 Sochi Olympics, which is reported in our NBCUniversal segments.
Our consolidated operating costs and expenses also included transaction-related costs associated with the Time Warner Cable merger and the related divestiture transactions of $178 million and $237 million in 2015 and 2014, respectively, which is included in Corporate and Other.
On April 24, 2015, we and Time Warner Cable Inc.  terminated our planned merger and we terminated our related agreement with Charter Communications, Inc.  to spin off, exchange and sell certain cable systems.
Operating costs and expenses for our segments is discussed separately below under the heading “Segment Operating Results.
” Operating costs and expenses for our other businesses is discussed separately below under the heading “Corporate and Other Results of Operations.
”
Consolidated depreciation and amortization expenses increased in 2015 primarily due to increases in capital expenditures, as well as expenditures for software, in our Cable Communications segment in recent years.
We continue to invest in customer premise equipment, primarily for our X1 platform, wireless gateways and Cloud DVR technology, and in equipment to increase our network capacity.
In addition, because these assets generally have shorter estimated useful lives, our depreciation expenses have increased, which we expect will

<table><tr><td></td><td colspan="5"> Year Ended December 31, 2009</td></tr><tr><td><i>in millions, except per share data</i></td><td>Pre-Tax</td><td>Tax Impact</td><td>After-Tax</td><td>Impact per share</td><td></td></tr><tr><td> GAAP results</td><td>$-1,308</td><td>$283</td><td>$-1,025</td><td>$-0.68</td><td></td></tr><tr><td>Non-GAAP adjustments:</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Intangible asset impairment charges</td><td>12</td><td>-2</td><td>10</td><td>0.01</td><td></td></tr><tr><td>Acquisition-related charges</td><td>21</td><td>-1</td><td>20</td><td>0.01</td><td></td></tr><tr><td>Divestiture-related credits</td><td>-8</td><td>1</td><td>-7</td><td>0.00</td><td></td></tr><tr><td>Restructuring-related charges</td><td>130</td><td>-33</td><td>97</td><td>0.06</td><td></td></tr><tr><td>Litigation-related net charges</td><td>2,022</td><td>-251</td><td>1,771</td><td>1.17</td><td>*</td></tr><tr><td>Discrete tax items</td><td></td><td>-106</td><td>-106</td><td>-0.07</td><td>*</td></tr><tr><td>Amortization expense</td><td>511</td><td>-89</td><td>422</td><td>0.28</td><td>*</td></tr><tr><td> Adjusted results</td><td>$1,380</td><td>$-198</td><td>$1,182</td><td>$0.78</td><td></td></tr></table>
<table><tr><td> Type of cost</td><td rowspan="3"> Total amount incurred  Restructuring charges: Termination benefits Fixed asset write-offs Other -1</td></tr><tr><td>$204 million</td></tr><tr><td>$31 million</td></tr><tr><td>$67 million</td><td></td></tr><tr><td></td><td> Restructuring-related expenses:</td></tr><tr><td></td><td>Retention incentives</td></tr><tr><td>$66 million</td><td>Accelerated depreciation</td></tr><tr><td>$16 million</td><td>Transfer costs -2</td></tr><tr><td>$43 million</td><td></td></tr><tr><td></td><td> $427 million</td></tr></table>
<table><tr><td>Year ended December 31 (in millions)</td><td>2015</td><td>2014</td><td>2013</td><td>% Change 2014 to 2015</td><td>% Change 2013 to 2014</td></tr><tr><td>Cable Communications</td><td>$7,028</td><td>$6,422</td><td>$6,394</td><td>9.4%</td><td>0.4%</td></tr><tr><td>NBCUniversal</td><td>1,539</td><td>1,495</td><td>1,411</td><td>2.9</td><td>5.9</td></tr><tr><td>Corporate and Other</td><td>113</td><td>102</td><td>66</td><td>10.3</td><td>58.1</td></tr><tr><td>Comcast Consolidated</td><td>$8,680</td><td>$8,019</td><td>$7,871</td><td>8.2%</td><td>1.9%</td></tr></table>

Question: In the aspect with highest amount of Adjusted results in table 0, what's the sum of Amortization expense in table 0? (in dollars in millions)