Contractual Commitments Purchase Obligations: Purchase obligations arise from long-term contracts for the purchase of commodities and related services, and construction and service agreements.
The commodities and related services include long-term PPAs, natural gas and associated transportation, and coal and associated transportation.
Related-party PPAs are between Consumers and certain affiliates of CMS Enterprises.
Presented in the following table are CMS Energy’s and Consumers’ contractual purchase obligations at December 31, 2017 for each of the periods shown:
## Table 0 ##
MCV PPA: Consumers has a 35-year PPA that began in 1990 with the MCV Partnership to purchase 1,240 MW of electricity.
The MCV PPA, as amended and restated, provides for: ?
a capacity charge of $10.14 per MWh of available capacity ?
a fixed energy charge based on Consumers’ annual average baseload coal generating plant operating and maintenance cost, fuel inventory, and administrative and general expenses ?
a variable energy charge based on the MCV Partnership’s cost of production when the plant is dispatched ?
a $5 million annual contribution by the MCV Partnership to a renewable resources program ?
an option for Consumers to extend the MCV PPA for five years or purchase the MCV Facility at the conclusion of the MCV PPA’s term in March 2025 Capacity and energy charges under the MCV PPA were $321 million in 2017, $305 million in 2016, and $282 million in 2015.
Palisades PPA: Consumers has a PPA expiring in 2022 with Entergy to purchase virtually all of the capacity and energy produced by Palisades, up to the annual average capacity of 798 MW.
For all delivered energy, the Palisades PPA has escalating capacity and variable energy charges.
Total capacity and energy charges under the Palisades PPA were $366 million in 2017, $363 million in 2016, and $352 million in 2015.
For further details about Palisades, see Note 10, Leases and Palisades Financing.
Other PPAs: Consumers has PPAs expiring through 2036 with various counterparties.
The majority of the PPAs have capacity and energy charges for delivered energy.
Capacity and energy charges under these PPAs were $349 million in 2017, $348 million in 2016, and $347 million in 2015.
Intangibles — Goodwill and Other: Testing Goodwill for Impairment In September 2011, an accounting standard update was issued that allows entities an option to first assess qualitative factors to determine whether it is necessary to perform the two-step quantitative goodwill impairment test.
This standard is effective for annual and interim goodwill impairment testing beginning January 1, 2012.
This standard will not have an impact on our financial condition, results of operations and cash flows.
NOTE 2: Merger and Acquisitions Holly - Frontier Merger On February 21, 2011, we entered into a merger agreement providing for a “merger of equals” business combination between us and Frontier for purposes of creating a more diversified company having a broader geographic sales footprint, stronger financial position and to create a more efficient corporate overhead structure, while also realizing synergies and promoting accretion to earnings per share.
The legacy Frontier business operations consist of crude oil refining and the wholesale marketing of refined petroleum products produced at the El Dorado and Cheyenne Refineries and serve markets in the Rocky Mountain and Plains States regions of the United States.
On July 1, 2011, North Acquisition, Inc. , a direct wholly-owned subsidiary of Holly, merged with and into Frontier, with Frontier surviving as a wholly-owned subsidiary of Holly.
Concurrent with the merger, we changed our name to HollyFrontier Corporation and changed the ticker symbol for our common stock traded on the New York Stock Exchange to “HFC.
” Subsequent to the merger and following approval by the post-closing board of directors of HollyFrontier, Frontier merged with and into HollyFrontier, with HollyFrontier continuing as the surviving corporation.
In accordance with the merger agreement, we issued 102.8 million shares of HollyFrontier common stock in exchange for outstanding shares of Frontier common stock to former Frontier stockholders.
Each outstanding share of Frontier common stock was converted into 0.4811 shares of HollyFrontier common stock with any fractional shares paid in cash.
The aggregate consideration paid in stock in connection with the merger was $3.7 billion.
This is based on our July 1, 2011 market closing price of $35.93 and includes a portion of the fair value of the outstanding equity-based awards assumed from Frontier that relates to pre-merger services.
The number of shares issued in connection with our merger with Frontier and the closing market price of our common stock at July 1, 2011 have been adjusted to reflect the two-for-one stock split on August 31, 2011.
The merger has been accounted for using the acquisition method of accounting with Holly being considered the acquirer of Frontier for accounting purposes.
Therefore, the purchase price was allocated to the fair value of the acquired assets and assumed liabilities at the acquisition date, with the excess purchase price being recorded as goodwill.
The goodwill resulting from the merger is primarily due to the favorable location of the acquired refining facilities and the expected synergies to be gained from our combined business operations.
Goodwill related to this merger is not deductible for income tax purposes.
The following table summarizes our fair value estimates of the Frontier assets and liabilities recognized upon our merger on July 1, 2011:
## Table 1 ##
portfolios consisting of positions held at the end of the trading day.
Implicit in the estimate is the assumption that no intraday action is taken by management during adverse market movements.
As a result, the methodology does not represent risk associated with intraday changes in positions or intraday price volatility.
The following table presents our market risk for our trading activities as measured by our value-at-risk methodology: VALUE-AT-RISK
## Table 2 ##
We compare daily profits and losses from trading activities to estimated one-day value-at-risk.
For the years ended December 31, 2006, 2005 and 2004, we did not experience any trading losses in excess of our end-of-day value-at-risk estimate.
Asset and Liability Management Activities The primary objective of asset and liability management is to provide sustainable and growing net interest revenue, or “NIR,” under varying economic environments, while protecting the economic values of our balance sheet assets and liabilities from the adverse effects of changes in interest rates.
Most of our NIR is earned from the investment of deposits generated by our core Investment Servicing and Investment Management businesses.
We structure our balance sheet assets to generally conform to the characteristics of our balance sheet liabilities, but we manage our overall interest-rate risk position in the context of current and anticipated market conditions and within internally approved risk guidelines.
Our overall interest-rate risk position is maintained within a series of policies approved by the Board and guidelines established and monitored by ALCO.
Our Global Treasury unit has responsibility for managing State Street’s day-to-day interest-rate risk.
To effectively manage the consolidated balance sheet and related net interest revenue, Global Treasury has the authority to take a limited amount of interestrate risk based on market conditions and its views about the direction of global interest rates over both short-term and long-term time horizons.
Global Treasury manages our exposure to changes in interest rates on a consolidated basis, and they have organized themselves into three regional treasury units, North America, Europe, and Asia/Pacific, to reflect the growing, global nature of our exposures and to capture the impact of change in regional market environments on our total risk position.
Our investment activities and our use of derivative financial instruments are the primary tools used in managing interest-rate risk.
We invest in financial instruments with currency, repricing, and maturity characteristics we consider appropriate to manage our overall interest-rate risk position.
In addition to onbalance sheet assets, we use certain derivatives, primarily interest-rate swaps, to alter the interest-rate characteristics of specific balance sheet assets or liabilities.
The use of derivatives is subject to ALCO-approved guidelines.
Additional information about our use of derivatives is in Note 15 of the “Notes to Consolidated Financial Statements” included in this Form 10-K under Item 8.
As a result of growth in our non-U.
S.  operations, non-U.
S.  dollar denominated customer liabilities are a significant portion of our consolidated balance sheet.
This growth results in exposure to changes in the shape and level of non-U.
S.  dollar yield curves, which we include in our consolidated interest-rate risk management process.

<table><tr><td></td><td></td><td></td><td></td><td></td><td></td><td colspan="2"><i>In Millions</i></td></tr><tr><td></td><td colspan="7">Payments Due</td></tr><tr><td></td><td>Total</td><td>2018</td><td>2019</td><td>2020</td><td>2021</td><td>2022</td><td>Beyond 2022</td></tr><tr><td> CMS Energy, including Consumers</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Total PPAs</td><td>$9,159</td><td>$1,042</td><td>$1,048</td><td>$1,064</td><td>$1,063</td><td>$795</td><td>$4,147</td></tr><tr><td>Other</td><td>2,026</td><td>891</td><td>541</td><td>186</td><td>61</td><td>56</td><td>291</td></tr><tr><td> Consumers</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td><i>PPAs</i></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>MCV PPA</td><td>$2,621</td><td>$350</td><td>$348</td><td>$346</td><td>$335</td><td>$339</td><td>$903</td></tr><tr><td>Palisades PPA</td><td>1,647</td><td>367</td><td>378</td><td>388</td><td>400</td><td>114</td><td>-</td></tr><tr><td>Related-party PPAs</td><td>1,546</td><td>87</td><td>87</td><td>94</td><td>96</td><td>100</td><td>1,082</td></tr><tr><td>Other PPAs</td><td>3,345</td><td>238</td><td>235</td><td>236</td><td>232</td><td>242</td><td>2,162</td></tr><tr><td>Total PPAs</td><td>$9,159</td><td>$1,042</td><td>$1,048</td><td>$1,064</td><td>$1,063</td><td>$795</td><td>$4,147</td></tr><tr><td>Other</td><td>1,787</td><td>859</td><td>511</td><td>156</td><td>48</td><td>44</td><td>169</td></tr></table>
<table><tr><td></td><td>(in millions)</td></tr><tr><td>Cash and cash equivalents</td><td>$872.7</td></tr><tr><td>Accounts receivable</td><td>737.9</td></tr><tr><td>Inventories</td><td>657.4</td></tr><tr><td>Properties, plants and equipment</td><td>1,054.3</td></tr><tr><td>Goodwill</td><td>2,254.0</td></tr><tr><td>Income taxes receivable</td><td>37.8</td></tr><tr><td>Other assets</td><td>32.8</td></tr><tr><td>Accounts payable</td><td>-1,076.7</td></tr><tr><td>Accrued liabilities</td><td>-40.7</td></tr><tr><td>Long-term debt</td><td>-370.6</td></tr><tr><td>Other long-term liabilities</td><td>-96.1</td></tr><tr><td>Deferred income taxes</td><td>-357.6</td></tr><tr><td>Net tangible and intangible assets acquired and liabilities assumed</td><td>$3,705.2</td></tr></table>
<table><tr><td> </td><td colspan="3"> 2006</td><td colspan="3"> 2005</td></tr><tr><td> (In millions)</td><td> Annual Average</td><td> Maximum</td><td> Minimum</td><td> Annual Average</td><td> Maximum</td><td> Minimum</td></tr><tr><td>Years ended December 31,</td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Foreign exchange products</td><td>$1.7</td><td>$4.3</td><td>$.7</td><td>$1.3</td><td>$3.3</td><td>$.5</td></tr><tr><td>Interest-rate products</td><td> .8</td><td> 1.8</td><td> .2</td><td>1.1</td><td>3.0</td><td>.3</td></tr></table>

Question: What is the growing rate of Related-party PPAs in terms of Consumers in the year with the most Palisades PPA in terms of Consumers?