Table IV Outstanding Loans and Leases
## Table 0 ##
(1) Includes pay option loans of $1.8 billion, $2.3 billion, $3.2 billion, $4.4 billion and $6.7 billion, and non-U.
S.  residential mortgage loans of $2 million, $2 million, $2 million, $0 and $93 million at December 31, 2016, 2015, 2014, 2013 and 2012, respectively.
The Corporation no longer originates pay option loans.
(2) Includes auto and specialty lending loans of $48.9 billion, $42.6 billion, $37.7 billion, $38.5 billion and $35.9 billion, unsecured consumer lending loans of $585 million, $886 million, $1.5 billion, $2.7 billion and $4.7 billion, U. S.  securities-based lending loans of $40.1 billion, $39.8 billion, $35.8 billion, $31.2 billion and $28.3 billion, non-U.
S.  consumer loans of $3.0 billion, $3.9 billion, $4.0 billion, $4.7 billion and $8.3 billion, student loans of $497 million, $564 million, $632 million, $4.1 billion and $4.8 billion, and other consumer loans of $1.1 billion, $1.0 billion, $761 million, $1.0 billion and $1.2 billion at December 31, 2016, 2015, 2014, 2013 and 2012, respectively.
(3) Includes consumer finance loans of $465 million, $564 million, $676 million, $1.2 billion and $1.4 billion, consumer leases of $1.9 billion, $1.4 billion, $1.0 billion, $606 million and $34 million, and consumer overdrafts of $157 million, $146 million, $162 million, $176 million and $177 million at December 31, 2016, 2015, 2014, 2013 and 2012, respectively.
(4) Consumer loans accounted for under the fair value option were residential mortgage loans of $710 million, $1.6 billion, $1.9 billion, $2.0 billion and $1.0 billion, and home equity loans of $341 million, $250 million, $196 million, $147 million and $0 at December 31, 2016, 2015, 2014, 2013 and 2012, respectively.
Commercial loans accounted for under the fair value option were U. S.  commercial loans of $2.9 billion, $2.3 billion, $1.9 billion, $1.5 billion and $2.3 billion, and non-U.
S.  commercial loans of $3.1 billion, $2.8 billion, $4.7 billion, $6.4 billion and $5.7 billion at December 31, 2016, 2015, 2014, 2013 and 2012, respectively.
(5) Includes U. S.  small business commercial loans, including card-related products, of $13.0 billion, $12.9 billion, $13.3 billion, $13.3 billion and $12.6 billion at December 31, 2016, 2015, 2014, 2013 and 2012, respectively.
(6) Includes U. S.  commercial real estate loans of $54.3 billion, $53.6 billion, $45.2 billion, $46.3 billion and $37.2 billion, and non-U.
S.  commercial real estate loans of $3.1 billion, $3.5 billion, $2.5 billion, $1.6 billion and $1.5 billion at December 31, 2016, 2015, 2014, 2013 and 2012, respectively.
(7) Represents non-U.
S.  credit card loans, which are included in assets of business held for sale on the Consolidated Balance Sheet.
areas exceeding 14.1 million acres (5.7 million hectares).
Products and brand designations appearing in italics are trademarks of International Paper or a related company.
INDUSTRY SEGMENT RESULTS Industrial Packaging Demand for Industrial Packaging products is closely correlated with non-durable industrial goods production, as well as with demand for processed foods, poultry, meat and agricultural products.
In addition to prices and volumes, major factors affecting the profitability of Industrial Packaging are raw material and energy costs, freight costs, manufacturing efficiency and product mix.
Industrial Packaging net sales and operating profits include the results of the Temple-Inland packaging operations from the date of acquisition in February 2012 and the results of the Brazil Packaging business from the date of acquisition in January 2013.
In addition, due to the acquisition of a majority share of Olmuksa International Paper Sabanci Ambalaj Sanayi Ve Ticaret A. S. , (now called Olmuksan International Paper or Olmuksan) net sales for our corrugated packaging business in Turkey are included in the business segment totals beginning in the first quarter of 2013 and the operating profits reflect a higher ownership percentage than in previous years.
Net sales for 2013 increased 12% to $14.8 billion compared with $13.3 billion in 2012, and 42% compared with $10.4 billion in 2011.
Operating profits were 69% higher in 2013 than in 2012 and 57% higher than in 2011.
Excluding costs associated with the acquisition and integration of Temple-Inland, the divestiture of three containerboard mills and other special items, operating profits in 2013 were 36% higher than in 2012 and 59% higher than in 2011.
Benefits from the net impact of higher average sales price realizations and an unfavorable mix ($749 million) were offset by lower sales volumes ($73 million), higher operating costs ($64 million), higher maintenance outage costs ($16 million) and higher input costs ($102 million).
Additionally, operating profits in 2013 include costs of $62 million associated with the integration of Temple-Inland, a gain of $13 million related to a bargain purchase adjustment on the acquisition of a majority share of our operations in Turkey, and a net gain of $1 million for other items, while operating profits in 2012 included costs of $184 million associated with the acquisition and integration of Temple-Inland, mill divestiture costs of $91 million, costs associated with the restructuring of our European Packaging business of $17 million and a $3 million gain for other items
## Table 1 ##
North American Industrial Packaging net sales were $12.5 billion in 2013 compared with $11.6 billion in 2012 and $8.6 billion in 2011.
Operating profits in 2013 were $1.8 billion (both including and excluding costs associated with the integration of Temple-Inland and other special items) compared with $1.0 billion ($1.3 billion excluding costs associated with the acquisition and integration of Temple-Inland and mill divestiture costs) in 2012 and $1.1 billion (both including and excluding costs associated with signing an agreement to acquire Temple-Inland) in 2011.
Sales volumes decreased in 2013 compared with 2012 reflecting flat demand for boxes and the impact of commercial decisions.
Average sales price realizations were significantly higher mainly due to the realization of price increases for domestic containerboard and boxes.
Input costs were higher for wood, energy and recycled fiber.
Freight costs also increased.
Planned maintenance downtime costs were higher than in 2012.
Manufacturing operating costs decreased, but were offset by inflation and higher overhead and distribution costs.
The business took about 850,000 tons of total downtime in 2013 of which about 450,000 were marketrelated and 400,000 were maintenance downtime.
In 2012, the business took about 945,000 tons of total downtime of which about 580,000 were market-related and about 365,000 were maintenance downtime.
Operating profits in 2013 included $62 million of costs associated with the integration of Temple-Inland.
Operating profits in 2012 included $184 million of costs associated with the acquisition and integration of Temple-Inland and $91 million of costs associated with the divestiture of three containerboard mills.
Looking ahead to 2014, compared with the fourth quarter of 2013, sales volumes in the first quarter are expected to increase for boxes due to a higher number of shipping days offset by the impact from the severe winter weather events impacting much of the U. S.  Input costs are expected to be higher for energy, recycled fiber, wood and starch.
Planned maintenance downtime spending is expected to be about $51 million higher with outages scheduled at six mills compared with four mills in the 2013 fourth quarter.
Manufacturing operating costs are expected to be lower.
However, operating profits will be negatively impacted by the adverse winter weather in the first quarter of 2014.
EMEA Industrial Packaging net sales in 2013 include the sales of our packaging operations in Turkey which are now fully consolidated.
Net sales were $1.3 billion in 2013 compared with $1.0 billion in 2012 and $1.1 billion in 2011.
Operating profits in 2013 were $43 million ($32
Our finished product operations consist primarily of our Company-owned or -controlled bottling, sales and distribution operations, including CCR.
Our Company-owned or -controlled bottling, sales and distribution operations, other than CCR, are included in our Bottling Investments operating segment.
CCR is included in our North America operating segment.
Our finished product operations generate net operating revenues by selling sparkling beverages and a variety of still beverages, such as juices and juice drinks, energy and sports drinks, ready-to-drink teas and coffees, and certain water products, to retailers or to distributors, wholesalers and bottling partners who distribute them to retailers.
In addition, in the United States, we manufacture fountain syrups and sell them to fountain retailers, such as restaurants and convenience stores who use the fountain syrups to produce beverages for immediate consumption, or to authorized fountain wholesalers or bottling partners who resell the fountain syrups to fountain retailers.
In the United States, we authorize wholesalers to resell our fountain syrups through nonexclusive appointments that neither restrict us in setting the prices at which we sell fountain syrups to the wholesalers nor restrict the territories in which the wholesalers may resell in the United States.
For information about net operating revenues and unit case volume related to our concentrate operations and finished product operations, refer to the heading “Our Business — General” set forth in Part II, “Item 7.
Management’s Discussion and Analysis of Financial Condition and Results of Operations” of this report, which is incorporated herein by reference.
We own numerous valuable nonalcoholic beverage brands, including the following:
## Table 2 ##
1 Georgia is primarily a coffee brand sold mainly in Japan.2 We manufacture, market and sell juices and juice drinks under the Del Valle trademark primarily in Mexico and Brazil through joint ventures with our bottling partners.3 Schweppes is owned by the Company in certain countries other than the United States.4 Simply is a juice and juice drink brand sold in North America.5 Ayataka is a green tea brand sold in Japan.6 Gold Peak is primarily a tea brand sold in North America.7 I LOHAS is a water brand sold in Japan.8 FUZE TEA is a brand sold outside of North America.
In February 2014, we entered into a 10-year global strategic agreement with Green Mountain Coffee Roasters, Inc. , now known as Keurig Green Mountain, Inc.  (“Keurig”), to collaborate on the development and introduction of our global brand portfolio for use in Keurig’s forthcoming Keurig Kold?
at-home beverage system.
Under the agreement, we and Keurig will cooperate to bring the Keurig Kold?
beverage system to consumers around the world, and Keurig will be our exclusive partner for the production and sale of our branded single-serve, pod-based cold beverages.
Together, we and Keurig will also explore other future opportunities to collaborate on the Keurig?
platform.
For more information regarding our global strategic agreement with Keurig and related transactions, refer to Note 2 of Notes to Consolidated Financial Statements set forth in Part II “Item 8.
Financial Statements and Supplementary Data” of this report.
In addition to the beverage brands we own, we also provide marketing support and otherwise participate in the sales of other nonalcoholic beverage brands through licenses, joint ventures and strategic partnerships, including, but not limited to, the following: ?
We produce and/or distribute certain other third-party brands, including DPSG brands which we produce and distribute in designated territories in the United States and Canada pursuant to license agreements with DPSG.  ?
We have a joint venture with Nestlé S. A.
(“Nestlé”) named Beverage Partners Worldwide (“BPW”) which markets and distributes Nestea products in Europe, Canada and Australia under agreements with our bottlers.
The Nestea trademark is owned by Société des Produits Nestlé S. A.  ?
We have a strategic partnership with Aujan Industries Company J. S. C.  (“Aujan”), one of the largest independent beverage companies in the Middle East.
We own 50 percent of the entity that holds the rights in certain territories to brands produced and distributed by Aujan, including Rani, a juice brand, and Barbican, a flavored malt beverage brand.

Tables referenced above, in order (Table 0 first):
<table><tr><td></td><td colspan="5">December 31</td></tr><tr><td>(Dollars in millions)</td><td>2016</td><td>2015</td><td>2014</td><td>2013</td><td>2012</td></tr><tr><td>Consumer</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Residential mortgage<sup>-1</sup></td><td>$191,797</td><td>$187,911</td><td>$216,197</td><td>$248,066</td><td>$252,929</td></tr><tr><td>Home equity</td><td>66,443</td><td>75,948</td><td>85,725</td><td>93,672</td><td>108,140</td></tr><tr><td>U.S. credit card</td><td>92,278</td><td>89,602</td><td>91,879</td><td>92,338</td><td>94,835</td></tr><tr><td>Non-U.S. credit card</td><td>9,214</td><td>9,975</td><td>10,465</td><td>11,541</td><td>11,697</td></tr><tr><td>Direct/Indirect consumer<sup>-2</sup></td><td>94,089</td><td>88,795</td><td>80,381</td><td>82,192</td><td>83,205</td></tr><tr><td>Other consumer<sup>-3</sup></td><td>2,499</td><td>2,067</td><td>1,846</td><td>1,977</td><td>1,628</td></tr><tr><td>Total consumer loans excluding loans accounted for under the fair value option</td><td>456,320</td><td>454,298</td><td>486,493</td><td>529,786</td><td>552,434</td></tr><tr><td>Consumer loans accounted for under the fair value option<sup>-4</sup></td><td>1,051</td><td>1,871</td><td>2,077</td><td>2,164</td><td>1,005</td></tr><tr><td>Total consumer</td><td>457,371</td><td>456,169</td><td>488,570</td><td>531,950</td><td>553,439</td></tr><tr><td>Commercial</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>U.S. commercial<sup>-5</sup></td><td>283,365</td><td>265,647</td><td>233,586</td><td>225,851</td><td>209,719</td></tr><tr><td>Commercial real estate<sup>-6</sup></td><td>57,355</td><td>57,199</td><td>47,682</td><td>47,893</td><td>38,637</td></tr><tr><td>Commercial lease financing</td><td>22,375</td><td>21,352</td><td>19,579</td><td>25,199</td><td>23,843</td></tr><tr><td>Non-U.S. commercial</td><td>89,397</td><td>91,549</td><td>80,083</td><td>89,462</td><td>74,184</td></tr><tr><td>Total commercial loans excluding loans accounted for under the fair value option</td><td>452,492</td><td>435,747</td><td>380,930</td><td>388,405</td><td>346,383</td></tr><tr><td>Commercial loans accounted for under the fair value option<sup>-4</sup></td><td>6,034</td><td>5,067</td><td>6,604</td><td>7,878</td><td>7,997</td></tr><tr><td>Total commercial</td><td>458,526</td><td>440,814</td><td>387,534</td><td>396,283</td><td>354,380</td></tr><tr><td>Less: Loans of business held for sale<sup>-7</sup></td><td>-9,214</td><td>—</td><td>—</td><td>—</td><td>—</td></tr><tr><td>Total loans and leases</td><td>$906,683</td><td>$896,983</td><td>$876,104</td><td>$928,233</td><td>$907,819</td></tr></table>
<table><tr><td>In millions</td><td>2013</td><td>2012</td><td>2011</td></tr><tr><td>Sales</td><td>$14,810</td><td>$13,280</td><td>$10,430</td></tr><tr><td>Operating Profit</td><td>1,801</td><td>1,066</td><td>1,147</td></tr></table>
<table><tr><td>Coca-Cola</td><td>Minute Maid</td><td>Aquarius</td><td>Bonaqua/Bonaqa</td></tr><tr><td>Diet Coke/Coca-Cola Light</td><td>Georgia<sup>1</sup></td><td>Minute Maid Pulpy</td><td>Ayataka<sup>5</sup></td></tr><tr><td>Coca-Cola Zero</td><td>Powerade</td><td>Dasani</td><td>Gold Peak<sup>6</sup></td></tr><tr><td>Fanta</td><td>Del Valle<sup>2</sup></td><td>Simply<sup>4</sup></td><td>I LOHAS<sup>7</sup></td></tr><tr><td>Sprite</td><td>Schweppes<sup>3</sup></td><td>Glacéau Vitaminwater</td><td>FUZE TEA<sup>8</sup></td></tr></table>

Question: What's the average of U.S. credit card in 2016, 2015, and 2014? (in millions)
Answer: 91253
Reasoning program: add(92278,89602), add(#0,91879), divide(#1,const_3)