CF INDUSTRIES HOLDINGS, INC.
The estimated net actuarial loss and prior service cost for the defined benefit pension plans that will be amortized from accumulated other comprehensive loss into net periodic benefit cost over the next fiscal year are $0.5 million and $0.1 million, respectively.
The estimated net actuarial loss and transition obligation for the retiree medical plans that will be amortized from accumulated other comprehensive loss into net periodic benefit cost over the next fiscal year are $0.1 million and $0.3 million, respectively.
We also have a defined contribution plan covering substantially all employees.
Under the plan, we contribute a fixed percentage of base salary to employees’ accounts and match employee contributions up to a specified limit.
We contributed $6.3 million, $6.0 million, and $5.7 million to the plan in 2007, 2006, and 2005, respectively.
We also have an Annual Incentive Plan.
The aggregate award under the plan is based on pre-determined targets for cash flow return on average gross capital employed.
Awards are accrued during the year and paid in the first quarter of the subsequent year.
We recognized expense of $8.6 million, $6.1 million, and $6.4 million for this plan in 2007, 2006, and 2005, respectively.
In addition to our qualified defined benefit pension plans, we also maintain nonqualified supplemental pension plans for highly compensated employees as defined under federal law.
We also maintain a closed plan in which no current employees are eligible to participate.
As part of our application of SFAS No.158 for these plans, we recognized a net of tax charge to accumulated other comprehensive loss of $1.9 million at December 31, 2006.
The amounts recognized in accrued expenses and other noncurrent liabilities in our consolidated balance sheets for these plans were $1.0 million and $6.4 million in 2007 and $0.6 million and $7.9 million in 2006, respectively.
We recognized expense for these plans of $1.3 million, $1.4 million, and $1.0 million in 2007, 2006, and 2005, respectively.
In the third quarter of 2005, we paid $3.8 million to officers and certain members of senior management upon termination of a long term incentive plan and recorded expense in 2005 of $3.5 million for this plan.
Under the plan, participants were to receive a specified percentage of aggregate value created upon completion of a three-year performance measurement period as defined in the plan.
Value created was based on specified return on equity targets.6.
Other Operating—Net Details of other operating costs are as follows:
## Table 0 ##
Bartow costs in 2007 consisted primarily of site maintenance costs.
Bartow costs in 2006 and 2005 are primarily provisions for asset retirement obligations which include closure and post-closure monitoring costs for the phosphogypsum stack and cooling pond, and water treatment costs.
See Note 9—Asset Retirement Obligations for additional information.
Bartow costs also include provisions
CF INDUSTRIES HOLDINGS, INC.  57 Other Segment This segment primarily includes the following products: ?
Diesel exhaust fluid (DEF) is an aqueous urea solution typically made with 32.5% high-purity urea and 67.5% deionized water.  ?
Urea liquor is a liquid product that we sell in concentrations of 40%, 50% and 70% urea as a chemical intermediate.  ?
Nitric acid is a nitrogen-based product with a nitrogen content of 22.2%.  ?
Compound fertilizer products (NPKs) are solid granular fertilizer products for which the nutrient content is a combination of nitrogen, phosphorus and potassium.
The following table presents summary operating data for our Other segment, including the impact of the CF Fertilisers UK acquisition
## Table 1 ##
(1) Nutrient tons represent the tons of nitrogen within the product tons.
Year Ended December 31, 2015 Compared to Year Ended December 31, 2014 Net Sales.
Total net sales in our Other segment increased $52.0 million, or 30%, for 2014 due to a 39% increase in sales volume.
These results include the impact of the CF Fertilisers UK acquisition completed on July 31, 2015, which increased net sales by $53.0 million, or 31%.
The remaining decrease in our Other net sales of $1.0 million, or 1%, was due primarily to lower average selling prices, primarily urea liquor, due to overall weaker pricing conditions.
This decrease was partially offset by an increase in our DEF average selling prices and sales volume as the North American DEF market continued to grow in response to stricter diesel engine emission requirements.
Cost of Sales.
Cost of sales per ton in our Other segment averaged $147 in 2015, a 3% decrease from the $151 per ton in 2014 due primarily to lower realized natural gas costs in 2015 compared to 2014.
Year Ended December 31, 2014 Compared to Year Ended December 31, 2013 Net Sales.
Total net sales in our Other segment increased $6.4 million, or 4%, to $171.5 million in 2014 from $165.1 million in 2013 due to a 4% increase in sales volume, primarily DEF.
DEF sales increased along with the growing North American DEF market in response to stricter engine emission requirements.
Cost of Sales.
Cost of sales per ton in our Other segment averaged $151 in 2014, a 2% increase over the average of $148 per ton in 2013 due primarily to increased natural gas costs.
Global Brand Concepts American Living Launched exclusively at JCPenney in February 2008, American Living is a new tradition in American style for family and home, developed for the JCPenney customer by Polo Ralph Lauren’s Global Brand Concepts.
American Living features menswear, womenswear, childrenswear, accessories and home furnishings capturing the American spirit with modern style and superior quality.
A complete lifestyle brand for the entire family and the home, American Living mixes sporty, iconic essentials with eye-catching looks for a free-spirited take on contemporary style for every day.
American Living is available exclusively at JCPenney and JCP.
com.
Chaps Chaps translates the classic heritage and timeless aesthetic of Ralph Lauren into an accessible line for men, women, children and the home.
From casual basics designed for versatility and ease of wear to smart, finely tailored silhouettes perfect for business and more formal occasions, Chaps creates interchangeable classics that are both enduring and affordable.
The Chaps men’s collection is available at select department and specialty stores.
The Chaps collections for women, children and the home are available only at Kohl’s and Kohls.
com.
Our Wholesale Segment Our Wholesale segment sells our products to leading upscale and certain mid-tier department stores, specialty stores and golf and pro shops, both domestically and internationally.
We have focused on elevating our brand and improving productivity by reducing the number of unproductive doors within department stores in which our products are sold, improving in-store product assortment and presentation, and improving full-price sell-throughs to consumers.
As of the end of Fiscal 2009, our Ralph Lauren-branded products were sold through approximately 6,100 doors worldwide and during Fiscal 2009, we invested approximately $35 million in related shop-within-shops primarily in domestic and international department and specialty stores.
Department stores are our major wholesale customers in North America.
In Europe, our wholesale sales are a varying mix of sales to both department stores and specialty shops, depending on the country.
Our collection brands — Women’s Ralph Lauren Collection and Black Label and Men’s Purple Label Collection and Black Label — are distributed through a limited number of premier fashion retailers.
In addition, we sell excess and outof-season products through secondary distribution channels, including our retail factory stores.
In Japan, our products are distributed primarily through shop-within-shops at premiere department stores.
The mix of business is weighted to Polo Ralph Lauren in Men’s and Women’s Blue Label.
The distribution of Men’s and Women’s Black Label is also expanding through shop-within-shop presentations in top tier department stores across Japan.
Worldwide Distribution Channels The following table presents the approximate number of doors by geographic location, in which Ralph Laurenbranded products distributed by our Wholesale segment were sold to consumers in our primary channels of distribution as of March 28, 2009:
## Table 2 ##
(a) In Asia/Pacific (excluding Japan), our products are distributed by our licensing partners.

Tables referenced above, in order (Table 0 first):
<table><tr><td></td><td colspan="3">Years ended December 31,</td></tr><tr><td></td><td>2007</td><td>2006</td><td>2005</td></tr><tr><td></td><td colspan="3">(in millions)</td></tr><tr><td>Bartow costs</td><td>$4.6</td><td>$22.6</td><td>$15.3</td></tr><tr><td>Fixed asset disposals</td><td>-3.0</td><td>0.2</td><td>-2.2</td></tr><tr><td>Other environmental costs</td><td>1.5</td><td>—</td><td>—</td></tr><tr><td>Litigation costs</td><td>0.1</td><td>-1.4</td><td>0.6</td></tr><tr><td>Goodwill impairment</td><td>—</td><td>—</td><td>0.4</td></tr><tr><td></td><td>$3.2</td><td>$21.4</td><td>$14.1</td></tr></table>
<table><tr><td></td><td colspan="7">Twelve months ended December 31,</td></tr><tr><td></td><td>2015</td><td>2014</td><td>2013</td><td colspan="2">2015 v. 2014</td><td colspan="2">2014 v. 2013</td></tr><tr><td></td><td colspan="7">(in millions, except as noted)</td></tr><tr><td>Net sales</td><td>$223.5</td><td>$171.5</td><td>$165.1</td><td>$52.0</td><td>30%</td><td>$6.4</td><td>4%</td></tr><tr><td>Cost of sales</td><td>162.7</td><td>120.1</td><td>114.4</td><td>42.6</td><td>35%</td><td>5.7</td><td>5%</td></tr><tr><td>Gross margin</td><td>$60.8</td><td>$51.4</td><td>$50.7</td><td>$9.4</td><td>18%</td><td>$0.7</td><td>1%</td></tr><tr><td>Gross margin percentage</td><td>27.2%</td><td>30.0%</td><td>30.7%</td><td>-2.8%</td><td></td><td>-0.7%</td><td></td></tr><tr><td>Sales volume by product tons (000s)</td><td>1,108</td><td>798</td><td>770</td><td>310</td><td>39%</td><td>28</td><td>4%</td></tr><tr><td>Sales volume by nutrient tons (000s)<sup>(1)</sup></td><td>215</td><td>155</td><td>151</td><td>60</td><td>39%</td><td>4</td><td>3%</td></tr><tr><td>Average selling price per product ton</td><td>$202</td><td>$215</td><td>$214</td><td>$-13</td><td>-6%</td><td>$1</td><td>—%</td></tr><tr><td>Average selling price per nutrient ton<sup>-1</sup></td><td>$1,040</td><td>$1,106</td><td>$1,093</td><td>$-66</td><td>-6%</td><td>$13</td><td>1%</td></tr><tr><td>Gross margin per product ton</td><td>$55</td><td>$64</td><td>$66</td><td>$-9</td><td>-14%</td><td>$-2</td><td>-3%</td></tr><tr><td>Gross margin per nutrient ton<sup>-1</sup></td><td>$283</td><td>$332</td><td>$336</td><td>$-49</td><td>-15%</td><td>$-4</td><td>-1%</td></tr><tr><td>Depreciation and amortization</td><td>$35.2</td><td>$20.4</td><td>$19.2</td><td>$14.8</td><td>73%</td><td>$1.2</td><td>6%</td></tr></table>
<table><tr><td>Location</td><td>Number of   Doors<sup>(a)</sup></td></tr><tr><td>United States and Canada</td><td>2,104</td></tr><tr><td>Europe</td><td>3,873</td></tr><tr><td>Japan</td><td>120</td></tr><tr><td>Total</td><td>6,097</td></tr></table>

Question: In what year is Gross margin per nutrient ton greater than 333?
Answer: 2013