?
Discovery Kids reached approximately 121 million viewers, according to internal estimates, as of December 31, 2016.  ?
Discovery Kids is a leading children's network in Latin America and Asia.
Our International Networks segment also owns and operates the following regional television networks, which reached the following number of subscribers and viewers via pay and FTA or broadcast networks, respectively, as of December 31, 2016:
## Table 0 ##
(a) Number of subscribers corresponds to the sum of the subscribers to each of the Nordic broadcast networks in Sweden, Norway, Finland and Denmark subject to retransmission agreements with pay-TV providers.
The Nordic broadcast networks include Kanal 5, Kanal 9, and Kanal 11 in Sweden, TV Norge, MAX, FEM and VOX in Norway, TV 5, Kutonen, and Frii in Finland, and Kanal 4, Kanal 5, 6'eren, and Canal 9 in Denmark.
Similar to U. S.  Networks, a significant source of revenue for International Networks relates to fees charged to operators who distribute our linear networks.
Such operators primarily include cable and DTH satellite service providers.
International television markets vary in their stages of development.
Some markets, such as the U. K. , are more advanced digital television markets, while others remain in the analog environment with varying degrees of investment from operators to expand channel capacity or convert to digital technologies.
Common practice in some markets results in long-term contractual distribution relationships, while customers in other markets renew contracts annually.
Distribution revenue for our International Networks segment is largely dependent on the number of subscribers that receive our networks or content, the rates negotiated in the distributor agreements, and the market demand for the content that we provide.
The other significant source of revenue for International Networks relates to advertising sold on our television networks and across distribution platforms, similar to U. S.  Networks.
Advertising revenue is dependent upon a number of factors, including the development of pay and FTA television markets, the number of subscribers to and viewers of our channels, viewership demographics, the popularity of our programming, and our ability to sell commercial time over a portfolio of channels on multiple platforms.
In certain markets, our advertising sales business operates with in-house sales teams, while we rely on external sales representation services in other markets.
In developing television markets, advertising revenue growth results from continued subscriber growth, our localization strategy, and the shift of advertising spending from traditional broadcast networks to channels
NOTE 17.
Quarterly Data (Unaudited) - continued
## Table 1 ##
Item 9.
Changes in and Disagreements With Accountants on Accounting and Financial Disclosure.
None.
Item 9A.
Controls and Procedures.
a.
The Company carried out an evaluation, under the supervision and with the participation of its management, including the Chief Executive Officer and Chief Financial Officer, of the effectiveness of the design and operation of the Company’s “disclosure controls and procedures” (as defined in the Exchange Act Rule 13a-15(e)) as of the end of the period covered by this report.
Based upon that evaluation, the Chief Executive Officer and Chief Financial Officer concluded that the Company’s disclosure controls and procedures are effective.
b.
The Company’s management is responsible for establishing and maintaining an adequate system of internal control over financial reporting, as defined in the Exchange Act Rule 13a-15(f).
The management conducted an assessment of the Company’s internal control over financial reporting based on the framework established by the Committee of Sponsoring Organizations of the Treadway Commission in Internal Control – Integrated Framework.
Based on the assessment, the management concluded that, as of December 31, 2005, the Company’s internal control over financial reporting is effective.
Management’s assessment of the effectiveness of the Company’s internal control over financial reporting as of December 31, 2005, excluded CUNO, which was acquired by the Company in August 2005 in a purchase business combination.
CUNO is a wholly-owned subsidiary of the Company whose total assets and total net sales represented less than 10% of consolidated total assets and less than 1% of consolidated net sales, respectively, of the Company as of and for the year ended December 31, 2005.
Companies are allowed to exclude acquisitions from their assessment of internal control over financial reporting during the first year of an acquisition while integrating the acquired company under guidelines established by the Securities and Exchange Commission.
Management’s assessment of the effectiveness of the Company’s internal control over financial reporting as of December 31, 2005, has been audited by PricewaterhouseCoopers LLP, an independent registered public accounting firm, as stated in their report which is included herein.
c.  There was no significant change in the Company’s internal control over financial reporting that occurred during the Company’s most recently completed fiscal quarter that has materially affected, or is reasonably likely to materially affect, the Company’s internal control over financial reporting.
Item 9B.
Other Information.
None.
PART III Documents Incorporated by Reference In response to Part III, Items 10, 11, 12, 13 and 14, parts of the Company’s definitive proxy statement (to be filed pursuant to Regulation 14A within 120 days after Registrant’s fiscal year end of December 31, 2005) for its annual meeting to be held on May 9, 2006, are incorporated by reference in this Form 10-K.
Item 10.
Directors and Executive Officers of the Registrant.
The information relating to directors and nominees of 3M is set forth under the caption “Proposal No.1 – Election of Directors” in 3M’s proxy statement for its 2006 annual
well as the abrasives businesses.3M continues to selectively raise selling prices to offset commodity raw material price pressures.
Industrial continues to demonstrate strong operational discipline, as operating income grew 20.5% in 2005.
In 2004, Industrial local-currency sales growth of 8.2% for the year was broad-based across major geographic areas and Industrial businesses.
Acquisitions increased sales by 1.4%, driven by the February 2004 acquisition of HighJump Software, Inc. , a provider of supply chain execution software.
Strong local-currency sales growth helped leverage operating income growth.
Operating income increased 43.7% to $610 million in 2004.
Display and Graphics Business (16.8% of consolidated sales):
## Table 2 ##
The Display and Graphics segment serves markets that include electronic display, touch screen, traffic safety and commercial graphics.
This segment includes optical film and lens solutions for electronic displays; touch screens and touch monitors; reflective sheeting for transportation safety; and commercial graphics systems.
The optical film business provides films that serve numerous market segments of the display lighting industry.3M provides distinct products for five market segments, including products for: 1) LCD computer monitors 2) LCD televisions 3) handheld devices such as cellular phones 4) notebook PCs and 5) automotive displays.
The optical business includes a number of different products that are protected by various patents and groups of patents.
The remaining lifetimes of such patents, as well as patents protecting future products, range from less than a few years to greater than 15 years.
These patents provide varying measures of exclusivity to 3M for a number of such products.3M’s proprietary manufacturing technology and know-how also provide a competitive advantage to 3M independent of such patents.
In 2005, Display and Graphics local-currency sales grew 4.0%, impacted by many factors.
The first half of 2005 was tempered by tough year-on-year optical film comparisons, while 3M’s traffic safety systems business awaited a new highway funding bill in the U. S.  and the sluggish economies in Western Europe and Japan held back growth in the commercial graphics business.
Growth rebounded in the second half of 2005 as a new U. S.  highway funding bill was passed in July, the economies in Western Europe and Japan started to experience some moderate growth and, as expected, 3M saw acceleration in demand for consumer electronics, especially flat-panel LCD televisions and a more normal LCD component inventory situation.
This growth in the second half of 2005 drove record sales of 3M’s proprietary optical films and components despite growing pricing pressure.
Display and Graphics sales growth was negatively impacted by approximately 4% in 2005 due to the continued decline in lens systems for the CRT rear projection television market along with the phase out of the commercial videotape business announced in the fourth quarter of 2004.
Operating income increased 2.3% in 2005.
Operating income was impacted by the commercial videotape business phase out and decline in lens systems for the CRT rear projection television market, which negatively impacted 2005 operating income by approximately 8%.
In 2004, Display and Graphics’ local-currency sales growth was 10.5%.
Strong demand for 3M films that brighten the displays on electronic products, such as flat-panel computer monitors, cellular phones, notebook PCs and LCD televisions, continued to drive results in 2004.
Year-on-year local-currency sales growth in the Optical Systems business was slower in the last half of 2004, primarily due to inventory channel adjustments in the LCD market.
This resulted in reduced demand for 3M’s proprietary optical films and components.
While this business is subject to periodic customer inventory fluctuations, 3M believes that this business will continue to be a significant growth engine for 3M.
In the fourth quarter of 2004, 3M announced the phase out of its commercial videotape business, and this action, combined with a continuing decline in lens systems for the CRT rear-projection television market, negatively impacted sales and operating income.
Operating income increased 27.9% to $1.133 billion in 2004.
Net Investment Hedging: As circumstances warrant, the Company uses foreign currency debt and forwards to hedge portions of the Company’s net investments in foreign operations.
For hedges that meet the effectiveness requirements, the net gains or losses are recorded in cumulative translation within other comprehensive income, with any ineffectiveness recorded in cost of sales.
The unrealized gain recorded in cumulative translation at December 31, 2005 was $47 million and the unrealized gain at December 31, 2004 was $5 million.
At December 31, 2003, this amount was not material.
Hedge ineffectiveness was not material in 2005, 2004 and 2003.
Commodity Price Management: The Company manages commodity price risks through negotiated supply contracts, price protection agreements and forward physical contracts.
The Company uses commodity price swaps as cash flow hedges of forecasted transactions to manage price volatility.
The related mark-to-market gain or loss on qualifying hedges is included in other comprehensive income to the extent effective (typically 100% effective), and reclassified into cost of sales in the period during which the hedged transaction affects earnings.3M has hedged its exposure to the variability of future cash flows for certain forecasted transactions through 2008.
No significant commodity cash flow hedges were discontinued during the years 2005, 2004 and 2003.
Currency Effects: 3M estimates that year-on-year currency effects, including hedging impacts, increased net income by $115 million in 2005, $181 million in 2004, and $73 million in 2003.
This estimate includes the effect of translating profits from local currencies into U. S.  dollars; the impact of currency fluctuations on the transfer of goods between 3M operations in the United States and abroad; and transaction gains and losses, including derivative instruments designed to reduce foreign currency exchange rate risks.3M estimates that year-on-year derivative and other transaction gains and losses increased net income by $50 million in 2005 and $48 million in 2004.3M estimates that year-on-year derivative and other transaction gains and losses decreased net income by $73 million in 2003.  Credit risk: The Company is exposed to credit loss in the event of nonperformance by counterparties in interest rate swaps, currency swaps, and option and foreign exchange contracts.
However, the Company’s risk is limited to the fair value of the instruments.
The Company actively monitors its exposure to credit risk through the use of credit approvals and credit limits, and by selecting major international banks and financial institutions as counterparties.
The Company does not anticipate nonperformance by any of these counterparties.
Fair value of financial instruments: At December 31, 2005 and 2004, the Company’s financial instruments included cash and cash equivalents, accounts receivable, investments, accounts payable, borrowings, and derivative contracts.
The fair values of cash and cash equivalents, accounts receivable, accounts payable, and short-term borrowings and current portion of long-term debt (except the $350 million dealer remarketable security) approximated carrying values because of the short-term nature of these instruments.
Available-for-sale investments and derivative contracts are reported at fair values.
Fair values for investments held at cost are not readily available, but are estimated to approximate fair value.
The carrying amounts and estimated fair values of other financial instruments based on third-party quotes as of December 31 follow:
## Table 3 ##
NOTE 10.
Pension and Postretirement Benefit Plans 3M has various company-sponsored retirement plans covering substantially all U. S.  employees and many employees outside the United States.
Pension benefits associated with these plans generally are based on each participant’s years of service, compensation, and age at retirement or termination.
In addition to providing pension benefits, the Company provides certain postretirement health care and life insurance benefits for substantially all of its U. S.  employees who reach retirement age while employed by the Company.
Most international employees and retirees are covered by government health care programs.
The cost of company-provided postretirement health care plans for international employees is not material and is combined with U. S.  amounts.
The Company’s pension funding policy is to deposit with independent trustees amounts allowable by law.
Trust funds and deposits with insurance companies are maintained to provide pension benefits to plan participants and
Business Segment Products Business Segment Major Products
## Table 4 ##
Business Segment Information
## Table 5 ##
Assets
## Table 6 ##

<table><tr><td></td><td>Television Service</td><td>InternationalSubscribers/Viewers(millions)</td></tr><tr><td>Quest</td><td>FTA</td><td>77</td></tr><tr><td>Nordic broadcast networks<sup>(a)</sup></td><td>Broadcast</td><td>35</td></tr><tr><td>Giallo</td><td>FTA</td><td>25</td></tr><tr><td>Frisbee</td><td>FTA</td><td>25</td></tr><tr><td>Focus</td><td>FTA</td><td>25</td></tr><tr><td>K2</td><td>FTA</td><td>25</td></tr><tr><td>DeeJay TV</td><td>FTA</td><td>25</td></tr><tr><td>Discovery HD World</td><td>Pay</td><td>24</td></tr><tr><td>Shed</td><td>Pay</td><td>12</td></tr><tr><td>Discovery History</td><td>Pay</td><td>10</td></tr><tr><td>Discovery World</td><td>Pay</td><td>6</td></tr><tr><td>Discovery en Espanol (U.S.)</td><td>Pay</td><td>6</td></tr><tr><td>Discovery Familia (U.S.)</td><td>Pay</td><td>6</td></tr></table>
<table><tr><td> (Millions, except per-share amounts)</td><td> First  Quarter</td><td> Second  Quarter</td><td> Third  Quarter</td><td> Fourth  Quarter</td><td> Year</td></tr><tr><td>Diluted Earnings per share — Income Before Cumulative Effect</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td> 2005</td><td>$1.03</td><td>$1.00</td><td>$1.10</td><td>$1.04</td><td>$4.16</td></tr><tr><td>2004</td><td>0.90</td><td>0.97</td><td>0.97</td><td>0.91</td><td>3.75</td></tr><tr><td>Diluted Earnings per share — Net Income</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td> 2005</td><td>$1.03</td><td>$1.00</td><td>$1.10</td><td>$0.99</td><td>$4.12</td></tr><tr><td>2004</td><td>0.90</td><td>0.97</td><td>0.97</td><td>0.91</td><td>3.75</td></tr></table>
<table><tr><td> </td><td>2005</td><td>2004</td><td> 2003</td></tr><tr><td>Sales (millions)</td><td>$3,558</td><td>$3,416</td><td>$2,970</td></tr><tr><td>Sales change analysis:</td><td></td><td></td><td></td></tr><tr><td>Local currency (volume and price)</td><td>4.0%</td><td>10.5%</td><td>26.7%</td></tr><tr><td>Translation</td><td>0.2</td><td>4.5</td><td>6.0</td></tr><tr><td>Total sales change</td><td>4.2%</td><td>15.0%</td><td>32.7%</td></tr><tr><td>Operating income (millions)</td><td>$1,159</td><td>$1,133</td><td>$886</td></tr><tr><td>Percent change</td><td>2.3%</td><td>27.9%</td><td>65.4%</td></tr><tr><td>Percent of sales</td><td>32.6%</td><td>33.2%</td><td>29.8%</td></tr></table>
<table><tr><td> </td><td colspan="2"> 2005</td><td colspan="2"> 2004</td></tr><tr><td> (Millions)</td><td> Carrying  Amount</td><td> Fair  Value</td><td> Carrying  Amount</td><td> Fair  Value</td></tr><tr><td>Dealer remarketable securities</td><td>$350</td><td>$352</td><td>$350</td><td>$374</td></tr><tr><td>Convertible note</td><td> 539</td><td> 549</td><td>556</td><td>577</td></tr><tr><td>Long-term debt (excluding Convertible note in 2005)</td><td> 770</td><td> 816</td><td>727</td><td>768</td></tr></table>
<table><tr><td> Business Segment</td><td> Major Products</td></tr><tr><td>Industrial and Transportation</td><td>Tapes, coated and nonwoven abrasives, adhesives, specialty materials, filtration products, closures for disposable diapers, automotive components, abrasion-resistant films, structural adhesives and paint finishing and detailing products</td></tr><tr><td>Health Care</td><td>Medical and surgical supplies, skin health and infection prevention products, pharmaceuticals (sold in December 2006 and January 2007), drug delivery systems, dental and orthodontic products, health information systems and microbiology products</td></tr><tr><td>Display and Graphics</td><td>Optical films and lens solutions for electronic displays, touch screens and touch monitors, reflective sheeting for transportation safety, and commercial graphics systems</td></tr><tr><td>Consumer and Office</td><td>Sponges, scouring pads, high-performance cloths, consumer and office tapes, repositionable notes, carpet and fabric protectors, construction and home improvement products, home care products, protective material products and consumer health care products</td></tr><tr><td>Safety, Security and Protection Services</td><td>Personal protection products, safety and security products, energy control products, commercial cleaning and protection products, floor matting, roofing granules for asphalt shingles, and Track and Trace products, such as supply chain execution software solutions</td></tr><tr><td>Electro and Communications</td><td>Packaging and interconnection devices, insulating and splicing solutions for the electronics, telecommunications, electrical industries, and visual systems</td></tr></table>
<table><tr><td> </td><td colspan="3"> Net Sales</td><td colspan="3">Operating Income</td></tr><tr><td> (Millions)</td><td> 2007</td><td> 2006</td><td> 2005</td><td>2007</td><td>2006</td><td>2005</td></tr><tr><td>Industrial and Transportation</td><td>$7,274</td><td>$6,640</td><td>$6,047</td><td>$1,501</td><td>$1,342</td><td>$1,210</td></tr><tr><td>Health Care</td><td> 3,968</td><td>4,011</td><td>3,760</td><td>1,882</td><td>1,845</td><td>1,114</td></tr><tr><td>Display and Graphics</td><td> 3,892</td><td>3,770</td><td>3,547</td><td>1,174</td><td>1,044</td><td>1,148</td></tr><tr><td>Consumer and Office</td><td> 3,403</td><td>3,164</td><td>2,926</td><td>688</td><td>629</td><td>609</td></tr><tr><td>Safety, Security and Protection Services</td><td> 3,070</td><td>2,663</td><td>2,320</td><td>611</td><td>549</td><td>513</td></tr><tr><td>Electro and Communications</td><td> 2,775</td><td>2,631</td><td>2,509</td><td>481</td><td>411</td><td>422</td></tr><tr><td>Corporate and Unallocated</td><td> 80</td><td>44</td><td>58</td><td>-144</td><td>-124</td><td>-162</td></tr><tr><td>Total Company</td><td>$24,462</td><td>$22,923</td><td>$21,167</td><td>$6,193</td><td>$5,696</td><td>$4,854</td></tr></table>
<table><tr><td> </td><td colspan="3"> Assets</td><td colspan="3"> Depreciation & Amortization</td><td colspan="3"> Capital Expenditures</td></tr><tr><td> (Millions)</td><td> 2007</td><td> 2006</td><td> 2005</td><td> 2007</td><td> 2006</td><td> 2005</td><td> 2007</td><td> 2006</td><td> 2005</td></tr><tr><td>Industrial and Transportation</td><td>$5,872</td><td>$5,180</td><td>$5,013</td><td>$294</td><td>$287</td><td>$282</td><td>$396</td><td>$284</td><td>$263</td></tr><tr><td>Health Care</td><td> 2,909</td><td>2,477</td><td>2,166</td><td> 138</td><td>162</td><td>131</td><td> 213</td><td>159</td><td>138</td></tr><tr><td>Display and Graphics</td><td> 3,199</td><td>3,035</td><td>2,775</td><td> 222</td><td>232</td><td>189</td><td> 341</td><td>323</td><td>237</td></tr><tr><td>Consumer and Office</td><td> 1,720</td><td>1,577</td><td>1,476</td><td> 82</td><td>77</td><td>83</td><td> 101</td><td>103</td><td>79</td></tr><tr><td>Safety, Security and Protection Services</td><td> 2,344</td><td>2,061</td><td>1,429</td><td> 161</td><td>120</td><td>121</td><td> 205</td><td>151</td><td>100</td></tr><tr><td>Electro and Communications</td><td> 2,063</td><td>2,003</td><td>1,877</td><td> 146</td><td>173</td><td>155</td><td> 136</td><td>117</td><td>113</td></tr><tr><td>Corporate and Unallocated</td><td> 6,587</td><td>4,961</td><td>5,805</td><td> 29</td><td>28</td><td>25</td><td> 30</td><td>31</td><td>13</td></tr><tr><td>Total Company</td><td>$24,694</td><td>$21,294</td><td>$20,541</td><td>$1,072</td><td>$1,079</td><td>$986</td><td>$1,422</td><td>$1,168</td><td>$943</td></tr></table>

Question: What was the total amount of the Industrial and Transportation in the years where Health Care for Assets greater than 2900? (in Million)
Answer: 6562.0