categories and brands, purchase them in a store or online and use them in their homes.
Winning with consumers around the world and against our best competitors requires innovation.
Innovation has always been, and continues to be, P&G’s lifeblood.
Innovation requires 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 2016 RESULTS
## Table 0 ##
?
Net sales decreased 8% to $65.3 billion including a negative 6% impact from foreign exchange.
Organic sales increased 1%, as increased pricing was partially offset by a reduction in organic volume.
Unit volume decreased 3%.
Volume decreased low single digits in Grooming, Health Care, Fabric & Home Care and Baby, Feminine & Family Care.
Volume decreased mid-single digits in Beauty.
Organic volume declined 1%.  ?
Net earnings from continuing operations increased $1.7 billion or 21% in fiscal 2016 due to a $2.1 billion aftertax charge in the prior year related to the deconsolidation of our Venezuelan subsidiaries and improved gross margin, partially offset by the earnings impact of the decline in net sales.
Foreign exchange impacts negatively affected net earnings from continuing operations by $880 million or approximately 11%.  ?
Net earnings from discontinued operations increased $1.7 billion due primarily to the net impact of a gain on the sale of our Batteries business in fiscal 2016 and higher impairment charges on that business in the prior period.  ?
Net earnings attributable to Procter & Gamble were $10.5 billion, an increase of $3.5 billion or 49% versus the prior year due to the aforementioned increases in net earnings from both continuing and discontinued operations.  ?
Diluted net earnings per share increased 51% to $3.69.
Diluted net earnings per share from continuing operations increased 23% to $3.49.
Core EPS decreased 2% to $3.67.  ?
Cash flow from operating activities was $15.4 billion.
Adjusted free cash flow was $12.1 billion.
Adjusted free cash flow productivity was 115%.
HEALTH CARE
## Table 1 ##
Fiscal year 2016 compared with fiscal year 2015 Health Care net sales were down 5% to $7.4 billion during the fiscal year on a 2% decrease in unit volume.
Unfavorable foreign exchange reduced net sales by 6%.
Price increases contributed 2% to net sales, mainly in developing markets.
Favorable geographic mix increased net sales 1%, primarily driven by a decline in Oral Care volume in developing regions, which have lower than segment average selling prices.
Organic sales increased 2%.
Global market share of the Health Care segment decreased 0.7 points.
Volume was up low single digits in developed regions and declined high single digits in developing regions.  ?
Oral Care volume declined low single digits due to a high single-digit decrease in developing regions caused by increased pricing, competitive activity and reduced customer inventory.
Volume in developed regions increased low single digits driven by product innovation.
Global market share of the oral care category was down less than a point.  ?
Volume in Personal Health Care decreased mid-single digits primarily due to a mid-single-digit decrease in developed regions driven by competitive activity and a weak cough/cold season.
Volume in developing markets decreased low single digits due to increased pricing.
Global market share of the personal health care category decreased half a point.
Net earnings increased 7% to $1.3 billion as the reduction in net sales was more than offset by a 190 basis-point increase in net earnings margin.
Gross margin increased primarily due to manufacturing cost savings and increased pricing.
SG&A as a percentage of net sales decreased primarily due to reduced marketing spending from the focus on productivity and cost savings efforts.
Fiscal year 2015 compared with fiscal year 2014 Health Care net sales declined 1% to $7.7 billion in 2015 on a 1% decline in unit volume.
Organic sales increased 4%.
Favorable geographic and product mix increased net sales 3%, primarily driven by Oral Care growth in developed markets, which has higher average sales prices.
Increased pricing added 2% to net sales.
Unfavorable foreign exchange reduced net sales by 5%.
Global market share of the Health Care segment decreased 0.3 points.
Volume increased low single digits in developed regions but decreased mid-single digits in developing regions.  ?
Oral Care volume decreased low single digits as a midsingle-digit decline in developing regions due to competitive activity and following increased pricing was partially offset by a low single-digit increase in developed regions from product innovation.
Global market share of the oral care category was flat.  ?
Volume in Personal Health Care decreased low single digits due to a low single-digit decrease in developed regions from competitive activity.
Volume in developing markets was unchanged.
Global market share of the personal health care category was down about a point.
Net earnings increased 8% to $1.2 billion as the reduction in net sales was more than offset by a 120 basis-point increase in net earnings margin.
Net earnings margin increased due to gross margin expansion and reduced SG&A spending as a percentage of net sales.
Gross margin increased primarily due to the impact of higher pricing and manufacturing cost savings.
SG&A declined as a percentage of net sales due to a focus on marketing spending efficiencies.
FABRIC & HOME CARE
## Table 2 ##
Fiscal year 2016 compared with fiscal year 2015 Fabric & Home Care net sales for the fiscal year were down 7% to $20.7 billion on unit volume that declined 1%.
Unfavorable foreign exchange reduced net sales by 6%.
Organic sales increased 1% on a 1% increase in organic volume, which excludes minor brand divestitures and the Venezuela deconsolidation.
Global market share of the Fabric & Home Care segment decreased 0.2 points.
Volume increased mid-single digits in developed regions and was down high single digits in developing regions.  ?
Fabric Care volume declined low single digits due to a double-digit decrease in developing regions driven by increased pricing, reduced distribution of less profitable brands, minor brand divestitures and the Venezuela deconsolidation.
Organic volume in developing regions decreased high single digits.
Volume in developed markets increased mid-single digits due to innovation and increased marketing.
Global market share of the fabric care category was flat.  ?
Home Care volume increased low single digits.
Developed market volume increased low single digits as benefits from product innovation more than offset impacts from competitive activity.
This was partially offset by a low single-digit decrease in developing regions following increased pricing.
Global market share of the home care category was down slightly.
Net earnings increased 5% to $2.8 billion behind a 160 basispoint increase in net earnings margin, which more than offset the reduction in net sales.
Net earnings margin increased due to gross margin expansion, partially offset by increased SG&A as a percentage of net sales.
Increased gross margin was driven by manufacturing cost savings and lower commodity costs.
NOTE 8 POSTRETIREMENT BENEFITS AND EMPLOYEE STOCK OWNERSHIP PLAN We offer various postretirement benefits to our employees.
Defined Contribution Retirement Plans We have defined contribution plans which cover the majority of our U. S.  employees, as well as employees in certain other countries.
These plans are fully funded.
We generally make contributions to participants' accounts based on individual base salaries and years of service.
Total global defined contribution expense was $292, $305 and $311 in 2016, 2015 and 2014, respectively.
The primary U. S.  defined contribution plan (the U. S.  DC plan) comprises the majority of the expense for the Company's defined contribution plans.
For the U. S.  DC plan, the contribution rate is set annually.
Total contributions for this plan approximated 14% of total participants' annual wages and salaries in 2016 and 2015 and 15% in 2014.
We maintain The Procter & Gamble Profit Sharing Trust (Trust) and Employee Stock Ownership Plan (ESOP) to provide a portion of the funding for the U. S.  DC plan and other retiree benefits (described below).
Operating details of the ESOP are provided at the end of this Note.
The fair value of the ESOP Series A shares allocated to participants reduces our cash contribution required to fund the U. S.  DC plan.
Defined Benefit Retirement Plans and Other Retiree Benefits We offer defined benefit retirement pension plans to certain employees.
These benefits relate primarily to local plans outside the U. S.  and, to a lesser extent, plans assumed in previous acquisitions covering U. S.  employees.
We also provide certain other retiree benefits, primarily health care and life insurance, for the majority of our U. S.  employees who become eligible for these benefits when they meet minimum age and service requirements.
Generally, the health care plans require cost sharing with retirees and pay a stated percentage of expenses, reduced by deductibles and other coverages.
These benefits are primarily funded by ESOP Series B shares and certain other assets contributed by the Company.
Obligation and Funded Status.
The following provides a reconciliation of benefit obligations, plan assets and funded status of these defined benefit plans:
## Table 3 ##
CHANGE IN PLAN ASSETS
## Table 4 ##
(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) Represents the net impact of ESOP debt service requirements, which is netted against plan assets for other retiree benefits.
Amounts in millions of dollars except per share amounts or as otherwise specified.

Tables referenced above, in order (Table 0 first):
<table><tr><td>Amounts in millions, except per share amounts</td><td>2016</td><td>Change vs. Prior Year</td><td>2015</td><td>Change vs. Prior Year</td><td>2014</td></tr><tr><td>Net sales</td><td>$65,299</td><td>-8%</td><td>$70,749</td><td>-5%</td><td>$74,401</td></tr><tr><td>Operating income</td><td>13,441</td><td>22%</td><td>11,049</td><td>-21%</td><td>13,910</td></tr><tr><td>Net earnings from continuing operations</td><td>10,027</td><td>21%</td><td>8,287</td><td>-22%</td><td>10,658</td></tr><tr><td>Net earnings/(loss) from discontinued operations</td><td>577</td><td>N/A</td><td>-1,143</td><td>N/A</td><td>1,127</td></tr><tr><td>Net earnings attributable to Procter & Gamble</td><td>10,508</td><td>49%</td><td>7,036</td><td>-40%</td><td>11,643</td></tr><tr><td>Diluted net earnings per common share</td><td>3.69</td><td>51%</td><td>2.44</td><td>-39%</td><td>4.01</td></tr><tr><td>Diluted net earnings per share from continuing operations</td><td>3.49</td><td>23%</td><td>2.84</td><td>-22%</td><td>3.63</td></tr><tr><td>Core EPS</td><td>3.67</td><td>-2%</td><td>3.76</td><td>-2%</td><td>3.85</td></tr><tr><td>Cash flow from operating activities</td><td>15,435</td><td>6%</td><td>14,608</td><td>5%</td><td>13,958</td></tr></table>
<table><tr><td>($ millions)</td><td rowspan="2">2016 N/A</td><td rowspan="2">Change vs. 2015 -2%</td><td rowspan="2">2015 N/A</td><td rowspan="2">Change vs. 2014 -1%</td></tr><tr><td>Volume</td></tr><tr><td>Net sales</td><td>$7,350</td><td>-5%</td><td>$7,713</td><td>-1%</td></tr><tr><td>Net earnings</td><td>$1,250</td><td>7%</td><td>$1,167</td><td>8%</td></tr><tr><td>% of net sales</td><td>17.0%</td><td>190 bps</td><td>15.1%</td><td>120 bps</td></tr></table>
<table><tr><td>($ millions)</td><td rowspan="2">2016 N/A</td><td rowspan="2">Change vs. 2015 -1%</td><td rowspan="2">2015 N/A</td><td rowspan="2">Change vs. 2014 1%</td></tr><tr><td>Volume</td></tr><tr><td>Net sales</td><td>$20,730</td><td>-7%</td><td>$22,274</td><td>-5%</td></tr><tr><td>Net earnings</td><td>$2,778</td><td>5%</td><td>$2,634</td><td>-5%</td></tr><tr><td>% of net sales</td><td>13.4%</td><td>160 bps</td><td>11.8%</td><td>—</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>2016</td><td>2015</td><td>2016</td><td>2015</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>$15,951</td><td>$17,053</td><td>$4,904</td><td>$5,505</td></tr><tr><td>Service cost</td><td>314</td><td>317</td><td>124</td><td>156</td></tr><tr><td>Interest cost</td><td>466</td><td>545</td><td>219</td><td>240</td></tr><tr><td>Participants' contributions</td><td>17</td><td>19</td><td>74</td><td>71</td></tr><tr><td>Amendments</td><td>8</td><td>17</td><td>-40</td><td>-325</td></tr><tr><td>Actuarial loss/(gain)</td><td>1,927</td><td>524</td><td>589</td><td>-399</td></tr><tr><td>Acquisitions/(divestitures)</td><td>-21</td><td>7</td><td>-7</td><td>—</td></tr><tr><td>Special termination benefits</td><td>6</td><td>11</td><td>12</td><td>23</td></tr><tr><td>Currency translation and other</td><td>-826</td><td>-1,908</td><td>-14</td><td>-134</td></tr><tr><td>Benefit payments</td><td>-557</td><td>-634</td><td>-229</td><td>-233</td></tr><tr><td>BENEFIT OBLIGATION AT END OF YEAR<sup>-3</sup></td><td>$17,285</td><td>$15,951</td><td>$5,632</td><td>$4,904</td></tr></table>
<table><tr><td>Fair value of plan assets at beginning of year</td><td>$10,605</td><td>$11,098</td><td>$3,470</td><td>$3,574</td></tr><tr><td>Actual return on plan assets</td><td>630</td><td>1,016</td><td>408</td><td>10</td></tr><tr><td>Acquisitions/(divestitures)</td><td>-13</td><td>—</td><td>—</td><td>—</td></tr><tr><td>Employer contributions</td><td>306</td><td>262</td><td>32</td><td>18</td></tr><tr><td>Participants' contributions</td><td>17</td><td>19</td><td>74</td><td>71</td></tr><tr><td>Currency translation and other</td><td>-719</td><td>-1,156</td><td>-8</td><td>-6</td></tr><tr><td>ESOP debt impacts<sup>-4</sup></td><td>—</td><td>—</td><td>40</td><td>36</td></tr><tr><td>Benefit payments</td><td>-557</td><td>-634</td><td>-229</td><td>-233</td></tr><tr><td>FAIR VALUE OF PLAN ASSETS AT END OF YEAR</td><td>$10,269</td><td>$10,605</td><td>$3,787</td><td>$3,470</td></tr><tr><td>Reclassification of net obligation to held for sale liabilities</td><td>402</td><td>336</td><td>16</td><td>—</td></tr><tr><td>FUNDED STATUS</td><td>$-6,614</td><td>$-5,010</td><td>$-1,829</td><td>$-1,434</td></tr></table>

Question: What's the sum of the Interest cost in Table 3 in the years where Net sales in Table 1 is greater than 7500?
Answer: 785
Reasoning program: add(545,240)