After reviewing earnings per share and operating cash flow results against the performance objectives in the above table, the Personnel Committee set the Entergy Achievement Multiplier at 140% of target.
Under the terms of the Executive Incentive Plan, the Entergy Achievement Multiplier is automatically increased by 25 percent for the members of the Office of the Chief Executive (including Mr.  Denault and Mr.  Smith, but not the other Named Executive Officers), subject to the Personnel Committee's discretion to adjust the automatic multiplier downward or eliminate it altogether.
In accordance with Section 162(m) of the Internal Revenue Code, the multiplier which Entergy refers to as the Management Effectiveness Factor is intended to provide the Committee, through the exercise of negative discretion, a mechanism to take into consideration the specific achievement factors relating to the overall performance of Entergy Corporation.
In January 2009, the Committee exercised its negative discretion to eliminate the Management Effectiveness Factor, reflecting the Personnel Committee's determination that the Entergy Achievement Multiplier, in and of itself without the Management Effectiveness Factor, was consistent with the performance levels achieved by management.
The annual incentive award for the Named Executive Officers (other than Mr.  Leonard, Mr.  Denault and Mr.  Smith) is awarded from an incentive pool approved by the Committee.
From this pool, each named executive officer's supervisor determines the annual incentive payment based on the Entergy Achievement Multiplier.
The supervisor has the discretion to increase or decrease the multiple used to determine an incentive award based on individual and business unit performance.
The incentive awards are subject to the ultimate approval of Entergy's Chief Executive Officer.
The following table shows the Executive and Management Incentive Plans payments as a percentage of base salary for 2008:
## Table 0 ##
While Ms.  Shanks and Mr.  Lewis are no longer CEO-Entergy Mississippi and principal financial officer for the Subsidiaries, respectively, Ms.  Shanks continues to participate in the Executive Incentive Plan, and Mr.  Lewis continues to participate in the Management Incentive Plan as they remain employees of Entergy since the contemplated Enexus separation has not occurred and Enexus remains a subsidiary of Entergy.
Nuclear Retention Plan Some of Entergy's executives, but not any of the Named Executive Officers, participate in a special retention plan for officers and other leaders with special expertise in the nuclear industry.
The Committee authorized the Plan to attract and retain management talent in the nuclear power field, a field which requires unique technical and other expertise that is in great demand in the utility industry.
The Plan provides for bonuses to be paid over a three-year employment period.
Subject to continued employment with a participating company, a participating employee is eligible to receive a special cash bonus consisting of three payments, each consisting of an amount from 15% to 30% of such participant's base salary.
consumer insights and technology advancements that lead to product improvements, improved marketing and merchandising programs and game-changing inventions that create new brands and categories.
Productivity improvement is critical to delivering our balanced top-line growth, bottom-line growth and value creation objectives.
Productivity improvement and sales growth reinforce and fuel each other.
We are driving productivity improvement across all elements of cost, including cost of goods sold, marketing and promotional expenses and nonmanufacturing overhead.
Productivity improvements and cost savings are being reinvested in product and packaging improvements, brand awareness-building advertising and trial-building sampling programs, increased sales coverage and R&D programs.
We are improving operational effectiveness and organizational culture through enhanced clarity of roles and responsibilities, accountability and incentive compensation programs.
The Company has undertaken an effort to focus and strengthen its business portfolio to compete in categories and with brands that are structurally attractive and that play to P&G's strengths.
The ongoing portfolio of businesses consists of 10 product categories.
These are categories where P&G has leading market positions, strong brands and consumer-meaningful product technologies.
We believe these strategies are right for the long-term health of the Company and our objective of delivering total shareholder return in the top one-third of our peer group.
The Company expects the delivery of the following long-term annual financial targets will result in total shareholder returns in the top third of the competitive peer group: ?
Organic sales growth above market growth rates in the categories and geographies in which we compete; ?
Core EPS growth of mid-to-high single digits; and ?
Adjusted free cash flow productivity of 90% or greater.
In periods with significant macroeconomic pressures, we intend to maintain a disciplined approach to investing so as not to sacrifice the long-term health of our businesses to meet shortterm objectives in any given year.
SUMMARY OF 2017 RESULTS
## Table 1 ##
?
Net sales were unchanged at $65.1 billion including a negative 2% impact from foreign exchange.
Organic sales increased 2% on a 2% increase in organic volume.
Unit volume increased 1%.
Volume increased low single digits in Grooming, Health Care, Fabric & Home Care and Baby, Feminine & Family Care.
Volume decreased low single digits in Beauty.  ?
Net earnings from continuing operations increased $167 million or 2% in fiscal 2017, driven by higher operating income and a lower effective tax rate, partially offset by an increase in other non-operating expense.
Foreign exchange impacts negatively affected net earnings from continuing operations by approximately $420 million or 4%.  ?
Net earnings from discontinued operations increased $4.6 billion primarily due to the net impact of a gain on the sale of our Beauty business in fiscal 2017, partially offset by the base period results, which included the net earnings of the Batteries and Beauty Brands businesses prior to divestiture, a gain on the sale of the Batteries business and impairment charges on the Batteries business prior to divestiture.  ?
Net earnings attributable to Procter & Gamble were $15.3 billion, an increase of $4.8 billion or 46% versus the prior year primarily due to the aforementioned increases in net earnings from both continuing and from discontinued operations.  ?
Diluted net earnings per share increased 51% to $5.59.
Diluted net earnings per share from continuing operations increased 6% to $3.69.
Core EPS increased 7% to $3.92.  ?
Cash flow from operating activities was $12.8 billion.
Adjusted free cash flow was $9.8 billion.
Adjusted free cash flow productivity was 94%.
Obligation and Funded Status.
The following provides a reconciliation of benefit obligations, plan assets and funded status of these defined benefit plans:
## Table 2 ##
(1) Primarily non-U.
S. -based defined benefit retirement plans.
(2) Primarily U. S. -based other postretirement benefit plans.
(3) For the pension benefit plans, the benefit obligation is the projected benefit obligation.
For other retiree benefit plans, the benefit obligation is the accumulated postretirement benefit obligation.
(4) For the year ended June 30, 2017, this represents the obligations and plans which were classified as held for sale at June 30, 2016.
(5) Represents the net impact of ESOP debt service requirements, which is netted against plan assets for other retiree benefits.
The underfunding of pension benefits is primarily a function of the different funding incentives that exist outside of the U. S.  In certain countries, there are no legal requirements or financial incentives provided to companies to pre-fund pension obligations prior to their due date.
In these instances, benefit payments are typically paid directly from the Company's cash as they become due.
## Table 3 ##

<table><tr><td>Named Exeutive Officer</td><td>Target</td><td>Percentage Base Salary</td><td>2008 Annual Incentive Award</td></tr><tr><td>J. Wayne Leonard</td><td>120%</td><td>168%</td><td>$2,169,720</td></tr><tr><td>Leo P. Denault</td><td>70%</td><td>98%</td><td>$617,400</td></tr><tr><td>Richard J. Smith</td><td>70%</td><td>98%</td><td>$632,100</td></tr><tr><td>E. Renae Conley</td><td>60%</td><td>102%</td><td>$415,000</td></tr><tr><td>Hugh T. McDonald</td><td>50%</td><td>50%</td><td>$160,500</td></tr><tr><td>Joseph F. Domino</td><td>50%</td><td>72%</td><td>$230,000</td></tr><tr><td>Roderick K. West</td><td>40%</td><td>80%</td><td>$252,000</td></tr><tr><td>Haley Fisackerly</td><td>40%</td><td>46%</td><td>$125,700</td></tr><tr><td>Theodore H. Bunting, Jr.</td><td>60%</td><td>117%</td><td>$400,023</td></tr><tr><td>Carolyn Shanks</td><td>50%</td><td>72%</td><td>$229,134</td></tr><tr><td>Jay A. Lewis</td><td>40%</td><td>60%</td><td>$128,505</td></tr></table>
<table><tr><td>Amounts in millions, except per share amounts</td><td>2017</td><td>Change vs. Prior Year</td><td>2016</td><td>Change vs. Prior Year</td><td>2015</td></tr><tr><td>Net sales</td><td>$65,058</td><td>—%</td><td>$65,299</td><td>-8%</td><td>$70,749</td></tr><tr><td>Operating income</td><td>13,955</td><td>4%</td><td>13,441</td><td>22%</td><td>11,049</td></tr><tr><td>Net earnings from continuing operations</td><td>10,194</td><td>2%</td><td>10,027</td><td>21%</td><td>8,287</td></tr><tr><td>Net earnings/(loss) from discontinued operations</td><td>5,217</td><td>804%</td><td>577</td><td>N/A</td><td>-1,143</td></tr><tr><td>Net earnings attributable to Procter & Gamble</td><td>15,326</td><td>46%</td><td>10,508</td><td>49%</td><td>7,036</td></tr><tr><td>Diluted net earnings per common share</td><td>5.59</td><td>51%</td><td>3.69</td><td>51%</td><td>2.44</td></tr><tr><td>Diluted net earnings per share from continuing operations</td><td>3.69</td><td>6%</td><td>3.49</td><td>23%</td><td>2.84</td></tr><tr><td>Core earnings per share</td><td>3.92</td><td>7%</td><td>3.67</td><td>-2%</td><td>3.76</td></tr><tr><td>Cash flow from operating activities</td><td>12,753</td><td>-17%</td><td>15,435</td><td>6%</td><td>14,608</td></tr></table>
<table><tr><td></td><td colspan="2">Pension Benefits<sup>-1</sup></td><td colspan="2">Other Retiree Benefits<sup>-2</sup></td></tr><tr><td>Years ended June 30</td><td>2017</td><td>2016</td><td>2017</td><td>2016</td></tr><tr><td>CHANGE IN BENEFIT OBLIGATION</td><td></td><td></td><td></td><td></td></tr><tr><td>Benefit obligation at beginning of year<sup>-3</sup></td><td>$17,285</td><td>$15,951</td><td>$5,632</td><td>$4,904</td></tr><tr><td>Service cost</td><td>310</td><td>314</td><td>133</td><td>124</td></tr><tr><td>Interest cost</td><td>300</td><td>466</td><td>175</td><td>219</td></tr><tr><td>Participants' contributions</td><td>14</td><td>17</td><td>74</td><td>74</td></tr><tr><td>Amendments</td><td>2</td><td>8</td><td>—</td><td>-40</td></tr><tr><td>Net actuarial loss/(gain)</td><td>-643</td><td>1,927</td><td>-554</td><td>589</td></tr><tr><td>Acquisitions/(divestitures)<sup>(4)</sup></td><td>-413</td><td>-21</td><td>-31</td><td>-7</td></tr><tr><td>Curtailments</td><td>-132</td><td>—</td><td>-37</td><td>—</td></tr><tr><td>Special termination benefits</td><td>4</td><td>6</td><td>21</td><td>12</td></tr><tr><td>Currency translation and other</td><td>35</td><td>-826</td><td>16</td><td>-14</td></tr><tr><td>Benefit payments</td><td>-602</td><td>-557</td><td>-242</td><td>-229</td></tr><tr><td>BENEFIT OBLIGATION AT END OF YEAR<sup>-3</sup></td><td>$16,160</td><td>$17,285</td><td>$5,187</td><td>$5,632</td></tr></table>
<table><tr><td>Fair value of plan assets at beginning of year</td><td>$10,269</td><td>$10,605</td><td>$3,787</td><td>$3,470</td></tr><tr><td>Actual return on plan assets</td><td>884</td><td>630</td><td>136</td><td>408</td></tr><tr><td>Acquisitions/(divestitures)<sup>(4)</sup></td><td>-34</td><td>-13</td><td>—</td><td>—</td></tr><tr><td>Employer contributions</td><td>316</td><td>306</td><td>36</td><td>32</td></tr><tr><td>Participants' contributions</td><td>14</td><td>17</td><td>74</td><td>74</td></tr><tr><td>Currency translation and other</td><td>-18</td><td>-719</td><td>-4</td><td>-8</td></tr><tr><td>ESOP debt impacts<sup>-5</sup></td><td>—</td><td>—</td><td>44</td><td>40</td></tr><tr><td>Benefit payments</td><td>-602</td><td>-557</td><td>-242</td><td>-229</td></tr><tr><td>FAIR VALUE OF PLAN ASSETS AT END OF YEAR</td><td>$10,829</td><td>$10,269</td><td>$3,831</td><td>$3,787</td></tr><tr><td>Reclassification of net obligation to held for sale liabilities</td><td>—</td><td>402</td><td>—</td><td>16</td></tr><tr><td>FUNDED STATUS</td><td>$-5,331</td><td>$-6,614</td><td>$-1,356</td><td>$-1,829</td></tr></table>

Question: In the year ended June 30 where Interest cost for Pension Benefits is the lowest, what's the Interest cost for Other Retiree Benefits?
Answer: 175