Steam Sales and Deliveries CECONY’s steam sales and deliveries for the last five years were:
## Table 0 ##
For further discussion of the company’s steam operating revenues and its steam results, see “Results of Operations” in Item 7.
For additional segment information, see Note N to the financial statements in Item 8.
Steam Peak Demand and Capacity Demand for steam in CECONY’s service area peaks during the winter heating season.
The one-hour peak demand during the winter of 2014/2015 (through February 2, 2015) occurred on January 8, 2015 when the demand reached 8.4 MMlb per hour.
“Design weather” for the steam system is a standard to which the actual peak demand is adjusted for evaluation and planning purposes.
The company’s estimate for the winter of 2015/2016 peak demand of its steam customers is about 9.0 MMlb per hour under design conditions.
The company forecasts average annual decrease in steam peak demand in its service area at design conditions over the next five years to be approximately 0.8 percent.
On December 31, 2014, the steam system was capable of delivering approximately 11.6 MMlb of steam per hour, and CECONY estimates that the system will have the same capability in the 2015/2016 winter.
Steam Supply Forty-two percent of the steam produced by CECONY in 2014 was supplied by the company’s steam-only generating assets; 41 percent was produced by the company’s steam-electric generating assets, where steam and electricity are primarily cogenerated; and 17 percent was purchased under an agreement with Brooklyn Navy Yard Cogeneration Partners L. P.  O&R Electric Operations Electric Facilities O&R’s capitalized costs for utility plant, net of accumulated depreciation, for distribution facilities were $830 million and $781 million at December 31, 2014 and 2013, respectively.
For its transmission facilities, the costs for utility plant, net of accumulated depreciation, were $212 million and $179 million at December 31, 2014 and 2013, respectively.
O&R, RECO and Pike, own, in whole or in part, transmission and distribution facilities which include 572 circuit miles of transmission lines, 14 transmission substations, 62 distribution substations, 86,379 in-service line transformers, 3,991 pole miles of overhead distribution lines and 1,869 miles of underground distribution lines.
O&R’s transmission system is part of the NYISO system except that portions of RECO’s system are located within the transmission area controlled by PJM.
Management’s Discussion and Analysis Net Interest Income 2012 versus 2011.
Net interest income on the consolidated statements of earnings was $3.88 billion for 2012, 25% lower than 2011.
The decrease compared with 2011 was primarily due to lower average yields on financial instruments owned, at fair value, and collateralized agreements.2011 versus 2010.
Net interest income on the consolidated statements of earnings was $5.19 billion for 2011, 6% lower than 2010.
The decrease compared with 2010 was primarily due to higher interest expense related to our long-term borrowings and higher dividend expense related to financial instruments sold, but not yet purchased, partially offset by an increase in interest income from higher yielding collateralized agreements.
Operating Expenses Our operating expenses are primarily influenced by compensation, headcount and levels of business activity.
Compensation and benefits includes salaries, discretionary compensation, amortization of equity awards and other items such as benefits.
Discretionary compensation is significantly impacted by, among other factors, the level of net revenues, overall financial performance, prevailing labor markets, business mix, the structure of our share-based compensation programs and the external environment.
In the context of more difficult economic and financial conditions, the firm launched an initiative during the second quarter of 2011 to identify areas where we can operate more efficiently and reduce our operating expenses.
During 2012 and 2011, we announced targeted annual run rate compensation and non-compensation reductions of approximately $1.9 billion in aggregate.
The table below presents our operating expenses and total staff.
## Table 1 ##
1.
Related revenues are included in “Market making” on the consolidated statements of earnings.2.
Includes employees, consultants and temporary staff.
period from the grant date to the date retirement eligibility is achieved, if less than the stated vesting period.
The Company classifies pre-tax stock compensation expense principally in SGA expense within its corporate operations.
Expense attributable to awards of equity instruments is accrued in capital in excess of par value within the Consolidated Balance Sheet.
SFAS No.123(R) also provides that any corporate income tax benefit realized upon exercise or vesting of an award in excess of that previously recognized in earnings (referred to as a “windfall tax benefit”) will be presented in the Consolidated Statement of Cash Flows as a financing (rather than an operating) cash flow.
Realized windfall tax benefits are credited to capital in excess of par value in the Consolidated Balance Sheet.
Realized shortfall tax benefits (amounts which are less than that previously recognized in earnings) are first offset against the cumulative balance of windfall tax benefits, if any, and then charged directly to income tax expense.
Under the transition rules for adopting SFAS No.123(R) using the modified prospective method, the Company was permitted to calculate a cumulative memo balance of windfall tax benefits from post-1995 years for the purpose of accounting for future shortfall tax benefits.
The Company completed such study prior to the first period of adoption and currently has sufficient cumulative memo windfall tax benefits to absorb arising shortfalls, such that earnings were not affected in 2006.
Correspondingly, the Company includes the impact of pro forma deferred tax assets (i. e. , the “as if” windfall or shortfall) for purposes of determining assumed proceeds in the treasury stock calculation of diluted earnings per share under SFAS No.128 “Earnings Per Share.
” Employee postretirement and postemployment benefits The Company sponsors a number of U. S.  and foreign plans to provide pension, health care, and other welfare benefits to retired employees, as well as salary continuance, severance, and long-term disability to former or inactive employees.
Refer to Notes 9 and 10 for further information on these benefits and the amount of expense recognized during the periods presented.
In order to improve the reporting of pension and other postretirement benefit plans in the financial statements, in September 2006, the FASB issued SFAS No.158 “Employers’ Accounting for Defined Benefit Pension and Other Postretirement Plans,” which is effective at the end of fiscal years ending after December 15, 2006.
Prior periods are not restated.
The standard generally requires company plan sponsors to measure the net over- or under-funded position of a defined postretirement benefit plan as of the sponsor’s fiscal year end and to display that position as an asset or liability on the balance sheet.
Any unrecognized prior service cost, experience gains/losses, or transition obligation are reported as a component of other comprehensive income, net of tax, in shareholders’ equity.
In contrast, under preexisting guidance, these unrecognized amounts were generally disclosed only in financial statement footnotes, often resulting in a disparity between plan balance sheet positions and the funded status.
Furthermore, plan measurement dates could occur up to three months prior to year end.
The Company adopted SFAS No.158 as of the end of its 2006 fiscal year.
The Company had previously applied postretirement accounting concepts for purposes of recognizing its postemployment benefit obligations; accordingly, the adoption of SFAS No.158 as of December 30, 2006, affected the balance sheet display of both the Company’s postretirement and postemployment benefit obligations, as follows:
## Table 2 ##
(a) Includes additional minimum pension liability adjustment under pre-existing guidance of $28.5, which reduced accumulated other comprehensive income by $12.2 on an after-tax basis.
(b) Represents an asset component of deferred tax liabilities, which are presented on a net basis at the jurisdiction level.
The Company’s net earnings, cash flow, liquidity, debt covenants, and plan funding requirements were not affected by this change in accounting principle.
The Company has historically used its fiscal year end as the measurement date for its company-sponsored defined benefit plans.
We used the actual volatility for traded options for the past 10 years prior to option date as the expected volatility assumption required in the Black Scholes model.
The risk-free interest rate assumption is based upon observed interest rates appropriate for the term of our employee stock options.
The dividend yield assumption is based on the history and expectation of dividend payouts.
The estimated expected term is based on actual employee exercise activity for the past ten years.
As stock-based compensation expense recognized in the Consolidated Statement of Income in 2010 is based on awards ultimately expected to vest, it has been reduced for estimated forfeitures.
ASC Topic 718 requires forfeitures to be estimated at the time of grant and revised, if necessary, in subsequent periods if actual forfeitures differ from those estimates.
Forfeitures were estimated based on historical experience.
The following summary presents information regarding outstanding options as of December 31, 2010 and changes during 2010 with regard to options under all stock option plans:

<table><tr><td></td><td colspan="5">Year Ended December 31,</td></tr><tr><td></td><td> 2010</td><td>2011</td><td>2012</td><td>2013</td><td>2014</td></tr><tr><td> Steam Sold (MMlb)</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>General</td><td>515</td><td>519</td><td>425</td><td>547</td><td>594</td></tr><tr><td>Apartment house</td><td>5,748</td><td>5,779</td><td>5,240</td><td>6,181</td><td>6,574</td></tr><tr><td>Annual power</td><td>16,767</td><td>16,024</td><td>14,076</td><td>15,195</td><td>15,848</td></tr><tr><td> Total Steam Delivered to CECONY Customers</td><td>23,030</td><td>22,322</td><td>19,741</td><td>21,923</td><td>23,016</td></tr><tr><td> Steam Sold ($ in millions)</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>General</td><td>$25</td><td>$28</td><td>$25</td><td>$31</td><td>$30</td></tr><tr><td>Apartment house</td><td>158</td><td>175</td><td>158</td><td>187</td><td>180</td></tr><tr><td>Annual power</td><td>457</td><td>487</td><td>429</td><td>491</td><td>469</td></tr><tr><td>Other operating revenues</td><td>16</td><td>-7</td><td>-16</td><td>-26</td><td>-51</td></tr><tr><td> Total Steam Delivered to CECONY Customers</td><td>$656</td><td>$683</td><td>$596</td><td>$683</td><td>$628</td></tr><tr><td> Average Revenue per MMlb Sold</td><td>$27.79</td><td>$30.91</td><td>$31.00</td><td>$32.34</td><td>$29.50</td></tr></table>
<table><tr><td></td><td>Year Ended December</td></tr><tr><td><i>$ in millions</i></td><td>2012</td><td>2011</td><td>2010</td></tr><tr><td>Compensation and benefits</td><td>$12,944</td><td>$12,223</td><td>$15,376</td></tr><tr><td>U.K. bank payrolltax</td><td>—</td><td>—</td><td>465</td></tr><tr><td>Brokerage, clearing, exchange anddistribution fees</td><td>2,208</td><td>2,463</td><td>2,281</td></tr><tr><td>Market development</td><td>509</td><td>640</td><td>530</td></tr><tr><td>Communications and technology</td><td>782</td><td>828</td><td>758</td></tr><tr><td>Depreciation and amortization</td><td>1,738</td><td>1,865</td><td>1,889</td></tr><tr><td>Occupancy</td><td>875</td><td>1,030</td><td>1,086</td></tr><tr><td>Professional fees</td><td>867</td><td>992</td><td>927</td></tr><tr><td>Insurance reserves<sup>1</sup></td><td>598</td><td>529</td><td>398</td></tr><tr><td>Other expenses</td><td>2,435</td><td>2,072</td><td>2,559</td></tr><tr><td>Total non-compensation expenses</td><td>10,012</td><td>10,419</td><td>10,428</td></tr><tr><td>Total operating expenses</td><td>$22,956</td><td>$22,642</td><td>$26,269</td></tr><tr><td>Total staff atperiod-end<sup>2</sup></td><td>32,400</td><td>33,300</td><td>35,700</td></tr></table>
<table><tr><td>(millions)</td><td>Before application of SFAS No. 158 (a)</td><td>Adjustments</td><td>After application of SFAS No. 158</td></tr><tr><td>Other assets:</td><td></td><td></td><td></td></tr><tr><td>Other intangibles — pension</td><td>$9.5</td><td>$-9.5</td><td>$—</td></tr><tr><td>Pension</td><td>855.5</td><td>-502.9</td><td>352.6</td></tr><tr><td></td><td>$865.0</td><td>$-512.4</td><td>$352.6</td></tr><tr><td>Total assets</td><td>$865.0</td><td>$-512.4</td><td>$352.6</td></tr><tr><td>Other current liabilities:</td><td></td><td></td><td></td></tr><tr><td>Pension, postretirement, and postemployment benefits</td><td>53.0</td><td>-34.2</td><td>18.8</td></tr><tr><td></td><td>$53.0</td><td>$-34.2</td><td>$18.8</td></tr><tr><td>Other liabilities:</td><td></td><td></td><td></td></tr><tr><td>Pension, postretirement, and postemployment benefits (a)</td><td>287.2</td><td>412.6</td><td>699.8</td></tr><tr><td>Deferred income taxes (b)</td><td>-6.8</td><td>-298.9</td><td>-305.7</td></tr><tr><td></td><td>$280.4</td><td>$113.7</td><td>$394.1</td></tr><tr><td>Total liabilities</td><td>$333.4</td><td>$79.5</td><td>$412.9</td></tr><tr><td>Accumulated other comprehensive income (loss) (a)</td><td>$-12.2</td><td>$-591.9</td><td>$-604.1</td></tr></table>

Question: What is the proportion of all Steam Sold that are greater than 100 million to the total amount of Steam Sold, in 2010?
Answer: 0.9375