Gross margin declined 1 percent in fiscal 2014 versus fiscal 2013.
Gross margin as a percent of net sales of 36 percent was relatively flat compared to fiscal 2013.
Selling, general and administrative (SG&A) expenses decreased $78 million in fiscal 2014 versus fiscal 2013.
The decrease in SG&A expenses was primarily driven by a 3 percent decrease in advertising and media expense, a smaller contribution to the General Mills Foundation, a decrease in incentive compensation expense and lower pension expense compared to fiscal 2013.
In fiscal 2014, we recorded a $39 million charge related to Venezuela currency devaluation compared to a $9 million charge in fiscal 2013.
In addition, we recorded $12 million of integration costs in fiscal 2013 related to our acquisition of Yoki.
SG&A expenses as a percent of net sales decreased 1 percent compared to fiscal 2013.
Restructuring, impairment, and other exit costs totaled $4 million in fiscal 2014.
The restructuring charge related to a productivity and cost savings plan approved in the fourth quarter of fiscal 2012.
These restructuring actions were completed in fiscal 2014.
In fiscal 2014, we paid $22 million in cash related to restructuring actions.
During fiscal 2014, we recorded a divestiture gain of $66 million related to the sale of certain grain elevators in our U. S.  Retail segment.
There were no divestitures in fiscal 2013.
Interest, net for fiscal 2014 totaled $302 million, $15 million lower than fiscal 2013.
The average interest rate decreased 41 basis points, including the effect of the mix of debt, generating a $31 million decrease in net interest.
Average interest bearing instruments increased $367 million, generating a $16 million increase in net interest.
Our consolidated effective tax rate for fiscal 2014 was 33.3 percent compared to 29.2 percent in fiscal 2013.
The 4.1 percentage point increase was primarily related to the restructuring of our General Mills Cereals, LLC (GMC) subsidiary during the first quarter of 2013 which resulted in a $63 million decrease to deferred income tax liabilities related to the tax basis of the investment in GMC and certain distributed assets, with a corresponding non-cash reduction to income taxes.
During fiscal 2013, we also recorded a $34 million discrete decrease in income tax expense and an increase in our deferred tax assets related to certain actions taken to restore part of the tax benefits associated with Medicare Part D subsidies which had previously been reduced in fiscal 2010 with the enactment of the Patient Protection and Affordable Care Act, as amended by the Health Care and Education Reconciliation Act of 2010.
Our fiscal 2013 tax expense also includes a $12 million charge associated with the liquidation of a corporate investment.
After-tax earnings from joint ventures for fiscal 2014 decreased to $90 million compared to $99 million in fiscal 2013 primarily driven by increased consumer spending at Cereal Partners Worldwide (CPW) and unfavorable foreign currency exchange from H?agenDazs Japan, Inc.  (HDJ).
The change in net sales for each joint venture is set forth in the following table:
## Table 0 ##
In fiscal 2014, CPW net sales declined by 1 percentage point due to unfavorable foreign currency exchange.
Contribution from volume growth was flat compared to fiscal 2013.
In fiscal 2014, net sales for HDJ decreased 8 percentage points from fiscal 2013 as 11 percentage points of contributions from volume growth was offset by 17 percentage points of net sales decline from unfavorable foreign currency exchange and 2 percentage points of net sales decline attributable to unfavorable net price realization and mix.
Average diluted shares outstanding decreased by 20 million in fiscal 2014 from fiscal 2013 due primarily to the repurchase of 36 million shares, partially offset by the issuance of 7 million shares related to stock compensation plans.
FISCAL 2014 CONSOLIDATED BALANCE SHEET ANALYSIS Cash and cash equivalents increased $126 million from fiscal 2013.
Receivables increased $37 million from fiscal 2013 primarily driven by timing of sales.
Inventories increased $14 million from fiscal 2013.
Prepaid expenses and other current assets decreased $29 million from fiscal 2013, mainly due to a decrease in other receivables related to the liquidation of a corporate investment.
Land, buildings, and equipment increased $64 million from fiscal 2013, as $664 million of capital expenditures
ÿþLease operating expense remained flat overall in 2009 as compared with 2008.
 Changes included the following:   .
a decrease in lease operating expense due to cost savings initiatives which included reduced workover and   repair programs and a reduction of other discretionary spending in our onshore US operations;   .
a decrease in lease operating expense due to lower sales volumes in the North Sea, where a higher volume   of crude oil was inventoried resulting in a deferral of production cost;   offset by   .
an increase in lease operating expense in Equatorial Guinea due to higher contractor costs.
   Production and Ad Valorem Tax Expense Production and ad valorem tax expense for 2010 increased as compared   with 2009 due to higher commodity prices in the US and China.
   Production and ad valorem tax expense for 2009 decreased as compared with 2008 due to reduced proceeds from   sales attributable to lower commodity prices and the cessation of production due to the sale of our Argentina assets   in 2008.
  Transportation Expense Transportation expense increased in 2010 as compared with 2009 due to an increase in   crude oil and condensate production in Wattenberg and the use of a new interstate crude oil transportation pipeline   system to market production.
   Transportation expense increased in 2009 as compared with 2008 due to the start up of a new interstate crude oil   transportation pipeline system used to market our Wattenberg production and offset by lower sales volumes in the   North Sea.
  Unit Rate Per BOE The unit rate of total production expense per BOE increased for 2010 as compared with 2009   primarily due to increases in production and ad valorem taxes and transportation expense.
  The unit rate of total production expense per BOE decreased for 2009 as compared with 2008 primarily due to the   decline in production and ad valorem taxes.
   Oil and Gas Exploration Expense Exploration expense was as follows:  @T@  (1) West Africa includes Equatorial Guinea and Cameroon.
   (2) Eastern Mediterranean includes Israel and Cyprus.
   (3) Other international, corporate includes China and new ventures.
  Oil and gas exploration expense for 2010 increased by $101 million, or 70%, as compared with 2009.
 US dry hole   expense was associated with the Double Mountain exploration well in the deepwater Gulf of Mexico, which found   noncommercial quantities of hydrocarbons.
 Seismic expenditures related to the Central Gulf of Mexico lease sale,   and the acquisition of 3-D seismic information for offshore Israel, Cameroon, Nicaragua, and France.
   Exploration expense for 2009 decreased by $73 million, or 34%, as compared with 2008.
 The decrease was almost   entirely related to the decrease in dry hole expense as a result of our exploration successes in the deepwater Gulf of   Mexico, Israel and Equatorial Guinea.
   Exploration expense included stock-based compensation expense of $10 million in 2010, $9 million in 2009, and $1   million in 2008.

## Table 1 ##
In addition to the wells drilled and completed in 2015 included in the table above, wells that were in the process of drilling or completing at December 31, 2015 were as follows:
## Table 2 ##
(1) Includes exploratory wells drilled and suspended awaiting a sanctioned development plan or being evaluated to assess the economic viability of the well.
(2) Includes wells pending completion activities.
(3) Includes the Karish and Tanin exploratory wells which have been classified as assets held for sale as of December 31, 2015 and were divested in January 2016.
See Item 8.
Financial Statements and Supplementary Financial Data – Note 6.
Capitalized Exploratory Well Costs for additional information on suspended exploratory wells.
Oil Spill Response Preparedness In the US, we maintain membership in Clean Gulf Associates (CGA), a nonprofit association of production and pipeline companies operating in the Gulf of Mexico and Marine Spill Response Corporation, the largest, dedicated oil spill and emergency response organization in the US.
For well capping and containment services we have contracted with HWCG, who has contracted with Helix Energy Solutions Group (HESG) for the provision of subsea intervention, containment, capture and shut-in capacity for deepwater Gulf of Mexico exploratory wells.
The system, known as the Helix Fast Response System (HFRS), at full production capacity, is designed to contain well leaks up to 55 MBbl/d of oil and 95 MMcf/d of natural gas, at 10,000 pounds per square inch (psi) in water depths to 10,000 feet.
Resources also include 15,000 psi-gauge and 10,000 psi-gauge intervention capping stacks designed to shut-in wells in water depths to 10,000 feet.
We have entered into a separate utilization agreement with HESG which specifies the asset day rates should the HFRS system be deployed.
Internationally, we maintain membership in Oil Spill Response Limited (OSRL).
OSRL is an industry owned cooperative which exists to ensure effective response to oil spills wherever they occur.
OSRL is an industry leader in oil spill preparedness and response services.
Three supplemental agreements have been executed with OSRL, two of which are focused on well capping and containment services.
These agreements allow access to four capping stacks geographically distributed around the world.
Resources include two 15,000 psi-gauge and two 10,000 psi-gauge intervention capping stacks designed to shut-in wells in water depths to 10,000 feet.
The third supplemental agreement provides access to the Global Dispersant Stockpile, a globally distributed 5,000 cubic meter dispersant stockpile.
We also maintain agreements internationally with National Response Corporation, which provides leased response equipment as well as oil spill response services.
Additionally, in Equatorial Guinea, we are members of the Oil and Gas Operators Emergency Resource Allocation Group which shares equipment and resources in the event of a spill.
Domestic Marketing Activities Crude oil, natural gas, condensate and NGLs produced onshore US and in the deepwater Gulf of Mexico are sold under short-term and long-term contracts at market-based prices adjusted for location and quality.
Onshore production of crude oil and condensate are distributed through pipelines and by trucks and rail cars to gatherers, transportation companies and refineries.
Gulf of Mexico production is distributed through pipelines.
Certain onshore US areas in which we operate have had minimal infrastructure in place for the processing and transportation of our production.
Company and third party infrastructure projects that came online in 2015 have improved flow assurance and future projects coming online in the northeast in the next few years are expected to continue to enhance transportation of Marcellus Shale production to end markets.
International Marketing Activities Our share of crude oil and condensate from the Aseng and Alen fields is sold at marketbased prices to Glencore Energy UK Ltd (Glencore Energy) under a long-term sales contract through 2018.
Our share of crude oil and condensate from the Alba field is sold to Glencore Energy under a short-term sales contract, subject to renewal.
These products are transported by tanker.
Natural gas from the Alba field is sold for $0.25 per MMBtu to a methanol plant, an LPG plant and an unaffiliated LNG plant.
The sales contract with the methanol plant runs through 2026, and the sales contract with the LNG plant runs through 2023.
The methanol and LPG plants are owned by affiliated entities accounted for under the equity method of accounting.
In Israel, we sell natural gas from the Tamar and Mari-B fields, and have agreements with multiple customers to sell natural gas under long-term contracts, ranging from 15 to 17 years.
See Delivery Commitments, below.
PROVED RESERVES We have historically added reserves through our exploration program, development activities, and acquisition of producing properties.
See Items 1.  and 2.  Business and Properties.
Changes in proved reserves were as follows:

<table><tr><td>CPW</td><td>As Reported Fiscal 2014 vs. 2013 -1%</td><td>Constant Currency Basis  Fiscal 2014 vs. 2013  Flat</td><td></td></tr><tr><td>HDJ</td><td>-8</td><td>9</td><td>%</td></tr><tr><td>Joint Ventures</td><td>-2%</td><td>2</td><td>%</td></tr></table>
<table><tr><td></td><td>Total</td><td>United States</td><td>West Africa-1</td><td>Eastern Mediter-ranean-2</td><td>North Sea</td><td>Other Int'l, Corporate-3</td></tr><tr><td>(millions)</td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Year Ended December 31, 2010</td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Dry Hole Expense</td><td>$58</td><td>$54</td><td>$3</td><td>$-</td><td>$-</td><td>$1</td></tr><tr><td>Seismic</td><td>102</td><td>51</td><td>5</td><td>11</td><td>-</td><td>35</td></tr><tr><td>Staff Expense</td><td>69</td><td>10</td><td>6</td><td>2</td><td>3</td><td>48</td></tr><tr><td>Other</td><td>16</td><td>15</td><td>-</td><td>-</td><td>-</td><td>1</td></tr><tr><td>Total Exploration Expense</td><td>$245</td><td>$130</td><td>$14</td><td>$13</td><td>$3</td><td>$85</td></tr><tr><td>Year Ended December 31, 2009</td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Dry Hole Expense</td><td>$11</td><td>$8</td><td>$3</td><td>$-</td><td>$-</td><td>$-</td></tr><tr><td>Seismic</td><td>62</td><td>47</td><td>-</td><td>15</td><td>-</td><td>-</td></tr><tr><td>Staff Expense</td><td>65</td><td>13</td><td>10</td><td>1</td><td>2</td><td>39</td></tr><tr><td>Other</td><td>6</td><td>6</td><td>-</td><td>-</td><td>-</td><td>-</td></tr><tr><td>Total Exploration Expense</td><td>$144</td><td>$74</td><td>$13</td><td>$16</td><td>$2</td><td>$39</td></tr><tr><td>Year Ended December 31, 2008</td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Dry Hole Expense</td><td>$84</td><td>$42</td><td>$1</td><td>$-</td><td>$8</td><td>$33</td></tr><tr><td>Seismic</td><td>57</td><td>50</td><td>-</td><td>3</td><td>4</td><td>-</td></tr><tr><td>Staff Expense</td><td>62</td><td>14</td><td>7</td><td>1</td><td>5</td><td>35</td></tr><tr><td>Other</td><td>14</td><td>13</td><td>-</td><td>-</td><td>1</td><td>-</td></tr><tr><td>Total Exploration Expense</td><td>$217</td><td>$119</td><td>$8</td><td>$4</td><td>$18</td><td>$68</td></tr></table>
<table><tr><td></td><td colspan="2">Exploratory<sup>-1</sup></td><td colspan="2">Development<sup>-2</sup></td><td colspan="2">Total</td></tr><tr><td></td><td>Gross</td><td>Net</td><td>Gross</td><td>Net</td><td>Gross</td><td>Net</td></tr><tr><td>United States</td><td>2</td><td>1.0</td><td>192</td><td>113.2</td><td>194</td><td>114.2</td></tr><tr><td>Cameroon</td><td>1</td><td>0.5</td><td>—</td><td>—</td><td>1</td><td>0.5</td></tr><tr><td>Cyprus</td><td>2</td><td>1.4</td><td>—</td><td>—</td><td>2</td><td>1.4</td></tr><tr><td>Equatorial Guinea</td><td>9</td><td>4.2</td><td>—</td><td>—</td><td>9</td><td>4.2</td></tr><tr><td>Israel<sup>-3</sup></td><td>7</td><td>3.0</td><td>—</td><td>—</td><td>7</td><td>3.0</td></tr><tr><td>Total</td><td>21</td><td>10.1</td><td>192</td><td>113.2</td><td>213</td><td>123.3</td></tr></table>

Question: In the year with largest amount of Staff Expense, what's the increasing rate of Other?