The following tables present a reconciliation of the beginning and ending balances of the fair value measurements using significant unobservable inputs (Level 3) for 2017 and 2016, respectively:
## Table 0 ##
The Company’s postretirement benefit plans have different levels of funded status and the assets are held under various trusts.
The investments and risk mitigation strategies for the plans are tailored specifically for each trust.
In setting new strategic asset mixes, consideration is given to the likelihood that the selected asset allocation will effectively fund the projected plan liabilities and meet the risk tolerance criteria of the Company.
The Company periodically updates the long-term, strategic asset allocations for these plans through asset liability studies and uses various analytics to determine the optimal asset allocation.
Considerations include plan liability characteristics, liquidity needs, funding requirements, expected rates of return and the distribution of returns.
Strategies to address the goal of ensuring sufficient assets to pay benefits include target allocations to a broad array of asset classes and, within asset classes, strategies are employed to provide adequate returns, diversification and liquidity.
In 2012, the Company implemented a de-risking strategy for the American Water Pension Plan after conducting an asset-liability study to reduce the volatility of the funded status of the plan.
As part of the de-risking strategy, the Company revised the asset allocations to increase the matching characteristics of fixed-income assets relative to liabilities.
The fixed income portion of the portfolio was designed to match the bond-like and long-dated nature of the postretirement liabilities.
In 2017, the Company further increased its exposure to liability-driven investing and increased its fixed-income allocation to 50%, up from 40%, in an effort to further decrease the funded status volatility of the plan and hedge the portfolio from movements in interest rates.
In 2012, the Company also implemented a de-risking strategy for the medical bargaining trust within the plan to minimize volatility.
In 2017, the Company conducted a new asset-liability study that indicated medical trend inflation that outpaced the Consumer Price Index by more than 2% for the last 20 years.
Given continuously rising medical costs, the Company decided to increase the equity exposure of the portfolio to 30%, up from 20%, while reducing the fixed-income portion of the portfolio from 80% to 70%.
The Company also conducted an asset-liability study for the Post-Retirement Non-Bargaining Medical Plan.
Its allocation was adjusted to make it more conservative, reducing the equity allocation from 70% to 60% and increasing the fixedincome allocation from 30% to 40%.
The Post-Retirement Medical Non-Bargaining plan’s equity allocation was reduced due to the cap on benefits for some non-union participants and resultant reduction in the plan’s liabilities.
These changes will take place in 2018.
The Company engages third party investment managers for all invested assets.
Managers are not permitted to invest outside of the asset class (e. g.  fixed income, equity, alternatives) or strategy for which they have been appointed.
Investment management agreements and recurring performance and attribution analysis are used as tools to ensure investment managers invest solely within the investment strategy they have been provided.
Futures and options may be used to adjust portfolio duration to align with a plan’s targeted investment policy
Table VIII Allocation of the Allowance for Credit Losses by Product Type
## Table 1 ##
(1) Includes allowance for loan and lease losses for U. S.  small business commercial loans of $462 million, $642 million, $893 million, $1.5 billion and $2.4 billion at December 31, 2013, 2012, 2011, 2010 and 2009, respectively.
(2) Includes allowance for loan and lease losses for impaired commercial loans of $277 million, $475 million, $545 million, $1.1 billion and $1.2 billion at December 31, 2013, 2012, 2011, 2010 and 2009, respectively.
(3) Includes $2.5 billion, $5.5 billion, $8.5 billion, $6.4 billion and $3.9 billion of valuation allowance included as part of the allowance for credit losses related to PCI loans at December 31, 2013, 2012, 2011, 2010 and 2009, respectively
At December 31, 2012, we had $3.7 billion in consolidated cash and $3.5 billion in long-term debt.
In February 2012, we sold $3.0 billion in senior notes in three tranches with a weighted average interest rate of approximately three percent.
We used the proceeds from this offering, plus cash on hand, to redeem the remaining $3.0 billion of our 8.375% Senior Notes.
Refer to “Capital Resources and Liquidity — Financing Activities” and to Note 9 for further discussion of these transactions.
In February 2013, we entered into a new senior unsecured revolving credit facility, which will refinance and replace our existing revolving credit facility upon completion of the proposed acquisition of PXP.
No amounts are currently available to us under the new revolving credit facility.
Refer to Note 20 for further discussion.
In February 2012, our Board of Directors (the Board) authorized an increase in the cash dividend on our common stock to an annual rate of $1.25 per share ($0.3125 per share quarterly), and we paid dividends on our common stock totaling $1.1 billion in 2012.
Refer to Note 11 for further discussion.
At current copper prices, we expect to produce significant operating cash flows, and to use our cash to invest in our development projects and return cash to shareholders through dividends on our common stock.
Refer to “Consolidated Results” for discussion of items impacting our consolidated results for the years ended December 31, 2012, 2011 and 2010.
OUTLOOK We view the long-term outlook for our business positively, supported by limitations on supplies of copper and by the requirements for copper in the world’s economy.
We will continue to adjust our operating strategy as market conditions change.
Our financial results vary as a result of fluctuations in market prices for copper, gold and molybdenum and other factors.
World market prices for these commodities have fluctuated historically and are affected by numerous factors beyond our control.
Because we cannot control the price of our products, the key measures that management focuses on in operating our business are sales volumes, unit net cash costs and operating cash flow.
Discussion of the outlook for each of these measures follows.
Sales Volumes.
Following are our projected consolidated sales volumes for 2013 and actual consolidated sales volumes for 2012:
## Table 2 ##
a.
Includes projected sales of 40 million pounds of molybdenum produced at our North and South America copper mines.
Projected copper sales for 2013 are expected to be higher than 2012 sales primarily reflecting access to higher grade ore in Indonesia and South America and higher production in North America and Africa.
Projected 2013 gold sales volumes are expected to be higher than 2012, primarily reflecting higher ore grades at Grasberg.
Molybdenum sales in 2013 are expected to be higher than 2012, primarily reflecting higher production from our Climax molybdenum mine.
Projected sales volumes are dependent on a number of factors, including achievement of targeted mining rates, the successful operation of production facilities, the impact of weather conditions and other factors.
Unit Net Cash Costs.
We expect to gain access to higher grade ore at Grasberg in late 2013, which will result in higher copper and gold production volumes (approximately 29 percent of 2013 consolidated copper sales volumes and 37 percent of consolidated gold sales volumes are expected in fourth-quarter 2013).
Quarterly unit net cash costs vary with fluctuations in sales volumes and average realized prices for gold and molybdenum, and are expected to be lower in late 2013 as we gain access to higher grade ore at Grasberg.
Assuming average prices of $1,700 per ounce of gold and $11 per pound of molybdenum and achievement of current 2013 sales volume and cost estimates, consolidated unit net cash costs (net of by-product credits) are expected to average $1.35 per pound in 2013.
The impact of price changes in 2013 on consolidated unit net cash costs would approximate $0.015 per pound for each $50 per ounce change in the average price of gold and $0.015 per pound for each $2 per pound change in the average price of molybdenum.
Refer to “Consolidated Results – Production and Delivery Costs” for further discussion of consolidated production and delivery costs.
Operating Cash Flows.
Our operating cash flows vary with prices realized from copper, gold and molybdenum sales, our sales volumes, production costs, income taxes and other working capital changes and other factors.
Based on current sales volume and cost estimates and assuming average prices of $3.65 per
Net Operating Revenues Year Ended December 31, 2014 versus Year Ended December 31, 2013 The Company’s net operating revenues decreased $856 million, or 2 percent.
The following table illustrates, on a percentage basis, the estimated impact of key factors resulting in the increase (decrease) in net operating revenues for each of our operating segments:

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Level 3
Balance as of January 1, 2017	$140
Actual return on assets	2
Purchases, issuances and settlements, net	136
Balance as of December 31, 2017	$278

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December 31
2013	2012	2011	2010	2009
(Dollars in millions)	Amount	Percentof Total	Amount	Percentof Total	Amount	Percentof Total	Amount	Percentof Total	Amount	Percentof Total
Allowance for loan and lease losses
Residential mortgage	$4,084	23.43%	$7,088	29.31%	$7,985	23.64%	$6,365	15.20%	$5,640	15.17%
Home equity	4,434	25.44	7,845	32.45	13,094	38.76	12,887	30.77	10,116	27.19
U.S. credit card	3,930	22.55	4,718	19.51	6,322	18.71	10,876	25.97	6,017	16.17
Non-U.S. credit card	459	2.63	600	2.48	946	2.80	2,045	4.88	1,581	4.25
Direct/Indirect consumer	417	2.39	718	2.97	1,153	3.41	2,381	5.68	4,227	11.36
Other consumer	99	0.58	104	0.43	148	0.44	161	0.38	204	0.55
Total consumer	13,423	77.02	21,073	87.15	29,648	87.76	34,715	82.88	27,785	74.69
U.S. commercial-1	2,394	13.74	1,885	7.80	2,441	7.23	3,576	8.54	5,152	13.85
Commercial real estate	917	5.26	846	3.50	1,349	3.99	3,137	7.49	3,567	9.59
Commercial lease financing	118	0.68	78	0.32	92	0.27	126	0.30	291	0.78
Non-U.S. commercial	576	3.30	297	1.23	253	0.75	331	0.79	405	1.09
Total commercial-2	4,005	22.98	3,106	12.85	4,135	12.24	7,170	17.12	9,415	25.31
Allowance for loan and lease losses	17,428	100.00%	24,179	100.00%	33,783	100.00%	41,885	100.00%	37,200	100.00%
Reserve for unfunded lending commitments	484	513	714	1,188	1,487
Allowance for credit losses-3	$17,912	$24,692	$34,497	$43,073	$38,687

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2013 (Projected)	2012 (Actual)
Copper(millions of recoverable pounds):
North America copper mines	1,445	1,351
South America mining	1,325	1,245
Indonesia mining	1,120	716
Africa mining	410	336
4,300	3,648
Gold(thousands of recoverable ounces):
Indonesia mining	1,240	915
North and South America mining	140	95
1,380	1,010
Molybdenum(millions of recoverable pounds)	90	a	83

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Question: by how much did the balance increase from the beginning of 2017 to the end?
Answer: 0.9857100000000001