Troubled Debt Restructurings (TDRs) A TDR is a loan whose terms have been restructured in a manner that grants a concession to a borrower experiencing financial difficulty.
TDRs result from our loss mitigation activities, and include rate reductions, principal forgiveness, postponement/reduction of scheduled amortization, and extensions, which are intended to minimize economic loss and to avoid foreclosure or repossession of collateral.
Additionally, TDRs also result from borrowers that have been discharged from personal liability through Chapter 7 bankruptcy and have not formally reaffirmed their loan obligations to PNC.
In those situations where principal is forgiven, the amount of such principal forgiveness is immediately charged off.
Some TDRs may not ultimately result in the full collection of principal and interest, as restructured, and result in potential incremental losses.
These potential incremental losses have been factored into our overall ALLL estimate.
The level of any subsequent defaults will likely be affected by future economic conditions.
Once a loan becomes a TDR, it will continue to be reported as a TDR until it is ultimately repaid in full, the collateral is foreclosed upon, or it is fully charged off.
We held specific reserves in the ALLL of $.4 billion and $.5 billion at December 31, 2014 and December 31, 2013, respectively, for the total TDR portfolio.
Table 67: Summary of Troubled Debt Restructurings
## Table 0 ##
(a) Accruing TDR loans have demonstrated a period of at least six months of performance under the restructured terms and are excluded from nonperforming loans.
Loans where borrowers have been discharged from personal liability through Chapter 7 bankruptcy and have not formally reaffirmed their loan obligations to PNC and loans to borrowers not currently obligated to make both principal and interest payments under the restructured terms are not returned to accrual status.
Table 68 quantifies the number of loans that were classified as TDRs as well as the change in the recorded investments as a result of the TDR classification during 2014, 2013, and 2012, respectively.
Additionally, the table provides information about the types of TDR concessions.
The Principal Forgiveness TDR category includes principal forgiveness and accrued interest forgiveness.
These types of TDRs result in a write down of the recorded investment and a charge-off if such action has not already taken place.
The Rate Reduction TDR category includes reduced interest rate and interest deferral.
The TDRs within this category result in reductions to future interest income.
The Other TDR category primarily includes consumer borrowers that have been discharged from personal liability through Chapter 7 bankruptcy and have not formally reaffirmed their loan obligations to PNC, as well as postponement/reduction of scheduled amortization and contractual extensions for both consumer and commercial borrowers.
In some cases, there have been multiple concessions granted on one loan.
This is most common within the commercial loan portfolio.
When there have been multiple concessions granted in the commercial loan portfolio, the principal forgiveness concession was prioritized for purposes of determining the inclusion in Table 68.
For example, if there is principal forgiveness in conjunction with lower interest rate and postponement of amortization, the type of concession will be reported as Principal Forgiveness.
Second in priority would be rate reduction.
For example, if there is an interest rate reduction in conjunction with postponement of amortization, the type of concession will be reported as a Rate Reduction.
In the event that multiple concessions are granted on a consumer loan, concessions resulting from discharge from personal liability through Chapter 7 bankruptcy without formal affirmation of the loan obligations to PNC would be prioritized and included in the Other type of concession in the table below.
After that, consumer loan concessions would follow the previously discussed priority of concessions for the commercial loan portfolio.
## Table 1 ##
(a) Includes the impact of RBC Bank (USA), which we acquired on March 2, 2012.
(b) Amounts for prior periods have been updated to reflect the first quarter 2014 adoption of Accounting Standards Update (ASU) 2014-01 related to investments in low income housing tax credits.
(c) Amounts include consolidated variable interest entities.
See Consolidated Balance Sheet in Item 8 of this Report for additional information.
(d) Amounts include assets and liabilities for which we have elected the fair value option.
See Consolidated Balance Sheet in Item 8 of this Report for additional information.
(e) Amounts include balances held with the Federal Reserve Bank of Cleveland of $31.4 billion, $11.7 billion, $3.5 billion, $.4 billion and $1.0 billion as of December 31, 2014, 2013, 2012, 2011 and 2010, respectively.
(f) Amounts include our equity interest in BlackRock.
(g) Represents the sum of interest-bearing money market deposits, interest-bearing demand deposits, and noninterest-bearing deposits.
(h) Includes long-term borrowings of $41.5 billion, $27.6 billion, $19.3 billion, $20.9 billion and $24.8 billion for 2014, 2013, 2012, 2011 and 2010, respectively.
Borrowings which mature more than one year after December 31, 2014 are considered to be long-term.
(i) Calculated as taxable-equivalent net interest income divided by average earning assets.
The interest income earned on certain earning assets is completely or partially exempt from federal income tax.
As such, these tax-exempt instruments typically yield lower returns than taxable investments.
To provide more meaningful comparisons of net interest margins for all earning assets, we use net interest income on a taxable-equivalent basis in calculating net interest margin by increasing the interest income earned on tax-exempt assets to make it fully equivalent to interest income earned on taxable investments.
This adjustment is not permitted under accounting principles generally accepted in the United States of America (GAAP) on the Consolidated Income Statement.
The taxable-equivalent adjustments to net interest income for the years 2014, 2013, 2012, 2011 and 2010 were $189 million, $168 million, $144 million, $104 million and $81 million, respectively.
(j) Calculated using the regulatory capital methodology applicable to PNC during 2014.
(k) See capital ratios discussion in the Supervision and Regulation section of Item 1 and in the Consolidated Balance Sheet Review section in Item 7 of this Report for additional discussion on these capital ratios.
(l) Pro forma ratios as of December 31, 2014 and December 31, 2013 were calculated under the standardized approach and the pro forma ratio as of December 31, 2012 was calculated under the advanced approaches.
The prior period ratios have not been updated to reflect the first quarter 2014 adoption of ASU 2014-01 related to investments in low income housing tax credits.
(m) See additional information on the pro forma ratios and Basel I ratios in the Statistical Information (Unaudited) section in Item 8 of this Report.
Table of Contents (a) Fiscal years presented included certain asset impairment charges.
Fiscal 2010 included asset impairment charges of $6.6 million related to the writedown of certain long-lived assets, primarily in the Retail segment.
Fiscal 2009 included asset impairment charges of $55.4 million, of which $52.0 million related to the write-down of certain Retail store assets, and $2.8 million in the Wholesale segment and $0.6 million in the Corporate office related to the write-down of certain capitalized software costs (see Note 11 to the accompanying audited consolidated financial statements).
(b) Fiscal years presented included certain unallocated restructuring charges and legal-related activity.
Restructuring charges, net for Fiscal 2010 consisted of $6.9 million, of which $5.4 million related to the Wholesale segment, $2.0 million related to the Retail segment and $0.5 million represented the reversal of an excess reserve related to Corporate operations.
Restructuring charges for Fiscal 2009 consisted of $23.6 million, of which $12.7 million related to the Retail segment, $7.3 million related to the Wholesale segment and $3.6 million related to Corporate operations (see Note 12 to the accompanying audited consolidated financial statements).
Legal-related activity for Fiscal 2010 consisted of legal charges of $4.8 million primarily related to the settlement of the Company’s California Labor Litigation matter, offset in part by the reversal of an excess legal reserve of $1.7 million (see Note 17 to the accompanying audited consolidated financial statements).
Legal-related activity for Fiscal 2009 consisted of the reversal of an excess legal reserve in the amount of $0.5 million.
Our net revenues by geographic region for the last two fiscal years are shown in the table below.
Note 22 to our accompanying audited consolidated financial statements contains additional segment and geographic area information.
## Table 2 ##
(a) Includes Japan, China, Hong Kong, Indonesia, Malaysia, the Philippines, Singapore, Taiwan and Thailand.
Over the past five fiscal years, our sales have grown to $4.979 billion in Fiscal 2010 from $3.746 billion in Fiscal 2006.
This growth has been largely a result of both our acquisitions and organic growth.
We have diversified our business by channels of distribution, price point and target consumer, as well as by geography.
Our global reach is one of the broadest in the apparel industry, with Ralph Lauren-branded merchandise available at approximately 9,000 different retail locations worldwide.
In addition to our wholesale distribution, we sell directly to customers throughout the world via 350 full-price and factory retail stores, 281 concessionsbased shop-within-shops and our e-commerce websites, RalphLauren.
com and Rugby.
com.
We continue to invest in our business.
In the past five fiscal years, we have invested approximately $1.769 billion for acquisitions and capital improvements, primarily through strong operating cash flow.
We intend to continue to execute our long-term strategy of expanding our presence internationally, extending our direct-to-consumer reach, expanding our accessories and other product offerings, and investing in our operational infrastructure.
See Item 7 — “Overview — Our Objectives and Risks” for further discussion of the Company’s long-term strategy.
We have been controlled by the Lauren family since the founding of our Company.
As of April 3, 2010, Mr.  Ralph Lauren, or entities controlled by the Lauren family, owned approximately 84% of the voting power of the outstanding common stock of the Company.
Seasonality of Business Our business is typically affected by seasonal trends, with higher levels of wholesale sales in our second and fourth quarters and higher retail sales in our second and third quarters.
These trends result primarily from the timing

<table><tr><td>In millions</td><td>December 312014</td><td>December 312013</td></tr><tr><td>Total consumer lending</td><td>$2,041</td><td>$2,161</td></tr><tr><td>Total commercial lending</td><td>542</td><td>578</td></tr><tr><td>Total TDRs</td><td>$2,583</td><td>$2,739</td></tr><tr><td>Nonperforming</td><td>$1,370</td><td>$1,511</td></tr><tr><td>Accruing (a)</td><td>1,083</td><td>1,062</td></tr><tr><td>Credit card</td><td>130</td><td>166</td></tr><tr><td>Total TDRs</td><td>$2,583</td><td>$2,739</td></tr></table>
<table><tr><td></td><td colspan="5">At or for the year ended December 31</td></tr><tr><td>Dollars in millions, except as noted</td><td>2014 (a)</td><td>2013 (a)</td><td>2012 (a)</td><td>2011</td><td>2010</td></tr><tr><td> BALANCESHEETHIGHLIGHTS</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Assets (b) (c)</td><td>$345,072</td><td>$320,192</td><td>$305,029</td><td>$271,141</td><td>$264,230</td></tr><tr><td>Loans (c) (d)</td><td>204,817</td><td>195,613</td><td>185,856</td><td>159,014</td><td>150,595</td></tr><tr><td>Allowance for loan and lease losses (c)</td><td>3,331</td><td>3,609</td><td>4,036</td><td>4,347</td><td>4,887</td></tr><tr><td>Interest-earning deposits with banks (c) (e)</td><td>31,779</td><td>12,135</td><td>3,984</td><td>1,169</td><td>1,610</td></tr><tr><td>Investment securities (c)</td><td>55,823</td><td>60,294</td><td>61,406</td><td>60,634</td><td>64,262</td></tr><tr><td>Loans held for sale (d)</td><td>2,262</td><td>2,255</td><td>3,693</td><td>2,936</td><td>3,492</td></tr><tr><td>Goodwill and other intangible assets</td><td>10,947</td><td>11,290</td><td>10,869</td><td>10,144</td><td>10,753</td></tr><tr><td>Equity investments (b) (c) (f)</td><td>10,728</td><td>10,560</td><td>10,799</td><td>10,070</td><td>9,166</td></tr><tr><td>Noninterest-bearing deposits</td><td>73,479</td><td>70,306</td><td>69,980</td><td>59,048</td><td>50,019</td></tr><tr><td>Interest-bearing deposits</td><td>158,755</td><td>150,625</td><td>143,162</td><td>128,918</td><td>133,371</td></tr><tr><td>Total deposits</td><td>232,234</td><td>220,931</td><td>213,142</td><td>187,966</td><td>183,390</td></tr><tr><td>Transaction deposits (g)</td><td>198,267</td><td>186,391</td><td>176,705</td><td>147,637</td><td>134,654</td></tr><tr><td>Borrowed funds (c) (d) (h)</td><td>56,768</td><td>46,105</td><td>40,907</td><td>36,704</td><td>39,488</td></tr><tr><td>Total shareholders’ equity (b)</td><td>44,551</td><td>42,334</td><td>38,948</td><td>34,010</td><td>30,206</td></tr><tr><td>Common shareholders’ equity (b)</td><td>40,605</td><td>38,392</td><td>35,358</td><td>32,374</td><td>29,560</td></tr><tr><td> CLIENTINVESTMENTASSETS(billions) </td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Discretionary client assets under management</td><td>$135</td><td>$127</td><td>$112</td><td>$107</td><td>$108</td></tr><tr><td>Nondiscretionary client assets under management</td><td>128</td><td>120</td><td>112</td><td>103</td><td>104</td></tr><tr><td>Total client assets under administration</td><td>263</td><td>247</td><td>224</td><td>210</td><td>212</td></tr><tr><td>Brokerage account client assets</td><td>43</td><td>41</td><td>38</td><td>34</td><td>34</td></tr><tr><td>Total</td><td>$306</td><td>$288</td><td>$262</td><td>$244</td><td>$246</td></tr><tr><td> SELECTEDRATIOS</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Net interest margin (i)</td><td>3.08%</td><td>3.57%</td><td>3.94%</td><td>3.92%</td><td>4.14%</td></tr><tr><td>Noninterest income to total revenue</td><td>45</td><td>43</td><td>38</td><td>39</td><td>39</td></tr><tr><td>Efficiency (b)</td><td>62</td><td>60</td><td>68</td><td>63</td><td>56</td></tr><tr><td>Return on</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Average common shareholders’ equity (b)</td><td>9.91</td><td>10.85</td><td>8.29</td><td>9.56</td><td>10.87</td></tr><tr><td>Average assets (b)</td><td>1.28</td><td>1.38</td><td>1.02</td><td>1.16</td><td>1.28</td></tr><tr><td>Loans to deposits</td><td>88</td><td>89</td><td>87</td><td>85</td><td>82</td></tr><tr><td>Dividend payout (b)</td><td>25.3</td><td>23.1</td><td>29.1</td><td>20.2</td><td>6.8</td></tr><tr><td>Transitional Basel III common equity Tier 1 capital ratio (j) (k)</td><td>10.9</td><td>N/A</td><td>N/A</td><td>N/A</td><td>N/A</td></tr><tr><td>Transitional Basel III Tier 1 risk-based capital ratio (j) (k)</td><td>12.6</td><td>N/A</td><td>N/A</td><td>N/A</td><td>N/A</td></tr><tr><td>Pro forma fully phased-in Basel III common equity Tier 1 capital ratio (k) (l) (m)</td><td>10.0</td><td>9.4</td><td>7.5</td><td>N/A</td><td>N/A</td></tr><tr><td>Basel I Tier 1 common capital ratio (m)</td><td>N/A</td><td>10.5</td><td>9.6</td><td>10.3</td><td>9.8</td></tr><tr><td>Basel I Tier 1 risk-based capital ratio (m)</td><td>N/A</td><td>12.4</td><td>11.6</td><td>12.6</td><td>12.1</td></tr><tr><td>Common shareholders’ equity to total assets (b)</td><td>11.8</td><td>12.0</td><td>11.6</td><td>11.9</td><td>11.2</td></tr><tr><td>Average common shareholders’ equity to average assets (b)</td><td>12.1</td><td>11.9</td><td>11.5</td><td>11.9</td><td>10.4</td></tr><tr><td> SELECTEDSTATISTICS</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Employees</td><td>53,587</td><td>54,433</td><td>56,285</td><td>51,891</td><td>50,769</td></tr><tr><td>Retail Banking branches</td><td>2,697</td><td>2,714</td><td>2,881</td><td>2,511</td><td>2,470</td></tr><tr><td>ATMs</td><td>8,605</td><td>7,445</td><td>7,282</td><td>6,806</td><td>6,673</td></tr><tr><td>Residential mortgage servicing portfolio – Serviced for Third Parties (in billions)</td><td>$108</td><td>$114</td><td>$119</td><td>$118</td><td>$125</td></tr><tr><td>Commercial mortgage servicing portfolio – Serviced for PNC and Others (inbillions)</td><td>$336</td><td>$308</td><td>$282</td><td>$267</td><td>$266</td></tr></table>
<table><tr><td></td><td colspan="2"> Fiscal Years Ended</td></tr><tr><td></td><td> April 3,   2010</td><td> March 28,   2009</td></tr><tr><td></td><td colspan="2"> (millions)</td></tr><tr><td> Net revenues:</td><td></td><td></td></tr><tr><td>United States and Canada</td><td>$3,462.3</td><td>$3,589.3</td></tr><tr><td>Europe</td><td>1,052.6</td><td>1,028.4</td></tr><tr><td>Asia <sup>(a)</sup></td><td>459.7</td><td>392.6</td></tr><tr><td>Other regions</td><td>4.3</td><td>8.6</td></tr><tr><td>Total net revenues</td><td>$4,978.9</td><td>$5,018.9</td></tr></table>

Question: Does the average value ofAssets (b) (c) in 2014 greater than that in 2013?
Answer: yes