ITEM 2.
PROPERTIES Flight Equipment and Fleet Renewal As of December 31, 2017, American operated a mainline fleet of 948 aircraft.
In 2017, we continued our extensive fleet renewal program, which has provided us with the youngest fleet of the major U. S.  network carriers.
During 2017, American took delivery of 57 new mainline aircraft and retired 39 mainline aircraft.
We are supported by our wholly-owned and third-party regional carriers that fly under capacity purchase agreements operating as American Eagle.
As of December 31, 2017, American Eagle operated 597 regional aircraft.
During 2017, we reduced our regional fleet by a net of nine aircraft, including the addition of 63 regional aircraft and retirement of 72 regional aircraft.
Mainline As of December 31, 2017, American’s mainline fleet consisted of the following aircraft:
## Table 0 ##
Global Corporate and Investment Banking Net Income increased $408 million, or six percent, to $6.8 billion in 2006 compared to 2005.
Total Revenue increased $2.1 billion, or 10 percent, to $22.7 billion in 2006 compared to 2005, driven primarily by higher Trading Account Profits and Investment Banking Income, and gains on the sales of our Brazilian operations and Asia Commercial Banking business.
Offsetting these increases was spread compression in the loan portfolios which adversely impacted Net Interest Income.
In addition, Net Income in 2006 was impacted by increases in Noninterest Expense and Provision for Credit Losses, and a decrease in Gains on Sales of Debt Securities.
For more information on Global Corporate and Investment Banking, see page 50.
Global Wealth and Investment Management Net Income increased $87 million, or four percent, to $2.4 billion in 2006 compared to 2005.
The increase was due to higher Total Revenue of $463 million, or six percent, primarily as a result of an increase in Investment and Brokerage Services partially offset by an increase in Noninterest Expense of $295 million, or eight percent, driven by higher personnelrelated costs.
Total assets under management increased $60.6 billion to $542.9 billion at December 31, 2006 compared to December 31, 2005.
For more information on Global Wealth and Investment Management, see page 53.
All Other Net Income increased $23 million to $767 million in 2006 compared to 2005.
This increase was primarily a result of higher Equity Investment Gains of $902 million and Net Interest Income of $446 million offset by lower Gains (Losses) on Sales of Debt Securities of $(495) million in 2006 compared to $823 million in 2005.
For more information on All Other, see page 55.
Financial Highlights Net Interest Income Net Interest Income on a FTE basis increased $4.2 billion to $35.8 billion in 2006 compared to 2005.
The primary drivers of the increase were the impact of the MBNA merger (volumes and spreads), consumer and commercial loan growth, and increases in the benefits from asset and liability management (ALM) activities including higher portfolio balances (primarily residential mortgages) and the impact of changes in spreads across all product categories.
These increases were partially offset by a lower contribution from market-based earning assets and the higher costs associated with higher levels of wholesale funding.
The net interest yield on a FTE basis decreased two basis points (bps) to 2.82 percent in 2006 due primarily to an increase in lower yielding market-based earning assets and loan spreads that continued to tighten due to the flat to inverted yield curve.
These decreases were partially offset by widening of spreads on core deposits.
For more information on Net Interest Income on a FTE basis, see Tables I and II beginning on page 86.
Noninterest Income Table 2 Noninterest Income
## Table 1 ##
Noninterest Income increased $13.1 billion to $38.4 billion in 2006 compared to 2005, due primarily to the following: ?
Card Income increased $8.5 billion primarily due to the addition of MBNA resulting in higher excess servicing income, cash advance fees, interchange income and late fees.  ?
Service Charges grew $520 million due to increased non-sufficient funds fees and overdraft charges, account service charges, and ATM fees resulting from new account growth and increased account usage.  ?
Investment and Brokerage Services increased $272 million primarily reflecting higher levels of assets under management.  ?
Investment Banking Income increased $461 million due to higher market activity and continued strength in debt underwriting.  ?
Equity Investment Gains increased $977 million primarily due to favorable market conditions driven by liquidity in the capital markets as well as a $341 million gain recorded on the liquidation of a strategic European investment.  ?
Trading Account Profits increased $1.4 billion due to a favorable market environment, and benefits from previous investments in personnel and trading infrastructure.  ?
Mortgage Banking Income decreased $264 million primarily due to weaker production income driven by margin compression, which negatively impacted the pricing of loans, and a decision to retain a larger portion of mortgage production.  ?
Other Income increased $1.2 billion primarily related to the $720 million (pre-tax) gain on the sale of our Brazilian operations and the $165 million (pre-tax) gain on the sale of our Asia Commercial Banking business.
Provision for Credit Losses The Provision for Credit Losses increased $996 million to $5.0 billion in 2006 compared to 2005.
Provision expense rose due to increases from the addition of MBNA, reduced benefits from releases of commercial reserves and lower commercial recoveries.
These increases were partially offset by lower bankruptcy-related credit costs on the domestic consumer credit card portfolio.
For more information on credit quality, see Credit Risk Management beginning on page 62.
Gains (Losses) on Sales of Debt Securities Gains (Losses) on Sales of Debt Securities were $(443) million in 2006 compared to $1.1 billion in 2005.
The decrease was primarily due to a loss on the sale of mortgage-backed securities in 2006 compared to gains recorded in 2005.
For more information on Gains (Losses) on Sales of Debt Securities, see “Interest Rate Risk Management – Securities” beginning on page 78.
ASF Framework In December 2007, the American Securitization Forum (ASF) issued the Streamlined Foreclosure and Loss Avoidance Framework for Securitized Adjustable Rate Mortgage Loans (the ASF Framework).
The ASF Framework was developed to address large numbers of subprime loans that are at risk of default when the loans reset from their initial fixed interest rates to variable rates.
The objective of the framework is to provide uniform guidelines for evaluating large numbers of loans for refinancing in an efficient manner while complying with the relevant tax regulations and off-balance sheet accounting standards for loan securitizations.
The ASF Framework targets loans that were originated between January 1, 2005 and July 31, 2007 and have an initial fixed interest rate period of 36 months or less, which are scheduled for their first interest rate reset between January 1, 2008 and July 31, 2010.
The ASF Framework categorizes the targeted loans into three segments.
Segment 1 includes loans where the borrower is likely to be able to refinance into any available mortgage product.
Segment 2 includes loans where the borrower is current but is unlikely to be able to refinance into any readily available mortgage product.
Segment 3 includes loans where the borrower is not current.
If certain criteria are met, ASF Framework loans in Segment 2 are eligible for fast-track modification under which the interest rate will be kept at the existing initial rate, generally for five years following the interest rate reset date.
Upon evaluation, if targeted loans do not meet specific criteria to be eligible for one of the three segments, they are categorized as other loans, as shown in the table below.
These criteria include the occupancy status of the borrower, structure and other terms of the loan.
In January 2008, the SEC’s Office of the Chief Accountant issued a letter addressing the accounting issues relating to the ASF Framework.
The letter concluded that the SEC would not object to continuing off-balance sheet accounting treatment for Segment 2 loans modified pursuant to the ASF Framework.
For those current loans that are accounted for off-balance sheet that are modified, but not as part of the ASF Framework, the servicer must perform on an individual basis, an analysis of the borrower and the loan to demonstrate it is probable that the borrower will not meet the repayment obligation in the near term.
Such analysis shall provide sufficient evidence to demonstrate that the loan is in imminent or reasonably foreseeable default.
The SEC’s Office of the Chief Accountant issued a letter in July 2007 stating that it would not object to continuing off-balance sheet accounting treatment for these loans.
Prior to the acquisition of Countrywide on July 1, 2008, Countrywide began making fast-track loan modifications under Segment 2 of the ASF Framework in June 2008 and the off-balance sheet accounting treatment of QSPEs that hold those loans was not affected.
In addition, other workout activities relating to subprime ARMs including modifications (e. g. , interest rate reductions and capitalization of interest) and repayment plans were also made.
These initiatives have continued subsequent to the acquisition in an effort to work with all of our customers that are eligible and affected by loans that meet the requisite criteria.
These foreclosure prevention efforts will reduce foreclosures and the related losses providing a solution for customers and protecting investors.
As of December 31, 2008, the principal balance of beneficial interests issued by the QSPEs that hold subprime ARMs totaled $56.5 billion and the fair value of beneficial interests related to those QSPEs held by the Corporation totaled $14 million.
The table below presents a summary of loans in QSPEs that hold subprime ARMs as of December 31, 2008 as well as workout and payoff activity for the subprime loans by ASF categorization for the six months ended December 31, 2008.
Prior to the acquisition of Countrywide on July 1, 2008, we did not originate or service significant subprime residential mortgage loans, nor did we hold a significant amount of beneficial interest in QSPEs of subprime residential mortgage loans.
In October 2008 in agreement with several state attorneys general, we announced the Countrywide National Homeownership Retention Program.
Under the program, we will systematically identify and seek to offer loan modifications for eligible Countrywide subprime and pay option ARM borrowers whose loans are in delinquency or scheduled for an interest rate or payment change.
For more information on our loan modification programs, see Recent Events on page 22.
Complex Accounting Estimates Our significant accounting principles, as described in Note 1 – Summary of Significant Accounting Principles to the Consolidated Financial Statements, are essential in understanding the MD&A.
Many of our significant accounting principles require complex judgments to estimate values of assets and liabilities.
We have procedures and processes to facilitate making these judgments.
The more judgmental estimates are summarized below.
We have identified and described the development of the variables most important in the estimation process that, with the exception of accrued taxes, involve mathematical models to derive the estimates.
In many cases, there are numerous alternative judgments that could be used in the process of determining the inputs to the model.
Where alternatives exist, we have used the factors that we believe represent the most reasonable value in developing the inputs.
Actual performance that differs from our estimates
## Table 2 ##
Table V Nonperforming Loans, Leases and Foreclosed Properties (1)
## Table 3 ##
(1) Balances do not include PCI loans even though the customer may be contractually past due.
PCI loans were recorded at fair value upon acquisition and accrete interest income over the remaining life of the loan.
In addition, balances do not include foreclosed properties that are insured by the FHA of $2.5 billion and $1.4 billion at December 31, 2012 and 2011.
(2) In 2012, $2.7 billion in interest income was estimated to be contractually due on consumer loans and leases classified as nonperforming at December 31, 2012 provided that these loans and leases had been paying according to their terms and conditions, including TDRs of which $20.0 billion were performing at December 31, 2012 and not included in the table above.
Approximately $1.2 billion of the estimated $2.7 billion in contractual interest was received and included in earnings for 2012.
(3) In 2012, $266 million in interest income was estimated to be contractually due on commercial loans and leases classified as nonperforming at December 31, 2012 provided that these loans and leases had been paying according to their terms and conditions, including TDRs of which $1.7 billion were performing at December 31, 2012 and not included in the table above.
Approximately $106 million of the estimated $266 million in contractual interest was received and included in earnings for 2012.
Table VI Accruing Loans and Leases Past Due 90 Days or More (1)
## Table 4 ##
(1) Our policy is to classify consumer real estate-secured loans as nonperforming at 90 days past due, except the Countrywide PCI loan portfolio, the fully-insured loan portfolio and loans accounted for under the fair value option as referenced in footnote 3.
(2) Balances are fully-insured loans.
(3) Balances exclude loans accounted for under the fair value option.
At December 31, 2012, 2011, 2010 and 2008, there were no loans accounted for under the fair value option that were past due 90 days or more and still accruing interest.
At December 31, 2009, approximately $87 million of loans accounted for under the fair value option were past due 90 days or more and still accruing interest.

Tables referenced above, in order (Table 0 first):
<table><tr><td></td><td>Average SeatingCapacity</td><td>AverageAge(Years)</td><td>Owned</td><td>Leased</td><td>Total</td></tr><tr><td>Airbus A319</td><td>128</td><td>13.8</td><td>21</td><td>104</td><td>125</td></tr><tr><td>Airbus A320</td><td>150</td><td>16.7</td><td>10</td><td>38</td><td>48</td></tr><tr><td>Airbus A321</td><td>178</td><td>5.4</td><td>165</td><td>54</td><td>219</td></tr><tr><td>Airbus A330-200</td><td>251</td><td>6.0</td><td>15</td><td>—</td><td>15</td></tr><tr><td>Airbus A330-300</td><td>291</td><td>17.4</td><td>4</td><td>5</td><td>9</td></tr><tr><td>Boeing 737-800</td><td>160</td><td>8.1</td><td>132</td><td>172</td><td>304</td></tr><tr><td>Boeing 737-8 MAX</td><td>172</td><td>0.1</td><td>4</td><td>—</td><td>4</td></tr><tr><td>Boeing 757-200</td><td>180</td><td>18.1</td><td>31</td><td>3</td><td>34</td></tr><tr><td>Boeing 767-300ER</td><td>209</td><td>19.1</td><td>24</td><td>—</td><td>24</td></tr><tr><td>Boeing 777-200ER</td><td>269</td><td>17.0</td><td>44</td><td>3</td><td>47</td></tr><tr><td>Boeing 777-300ER</td><td>310</td><td>3.8</td><td>18</td><td>2</td><td>20</td></tr><tr><td>Boeing 787-8</td><td>226</td><td>2.1</td><td>20</td><td>—</td><td>20</td></tr><tr><td>Boeing 787-9</td><td>285</td><td>0.7</td><td>14</td><td>—</td><td>14</td></tr><tr><td>Embraer 190</td><td>99</td><td>10.2</td><td>20</td><td>—</td><td>20</td></tr><tr><td>McDonnell Douglas MD-80</td><td>140</td><td>21.3</td><td>13</td><td>32</td><td>45</td></tr><tr><td>Total</td><td></td><td>10.1</td><td>535</td><td>413</td><td>948</td></tr></table>
<table><tr><td>(Dollars in millions)</td><td> 2006</td><td>2005</td></tr><tr><td>Card income</td><td>$14,293</td><td>$5,753</td></tr><tr><td>Service charges</td><td>8,224</td><td>7,704</td></tr><tr><td>Investment and brokerage services</td><td>4,456</td><td>4,184</td></tr><tr><td>Investment banking income</td><td>2,317</td><td>1,856</td></tr><tr><td>Equity investment gains</td><td>3,189</td><td>2,212</td></tr><tr><td>Trading account profits</td><td>3,166</td><td>1,763</td></tr><tr><td>Mortgage banking income</td><td>541</td><td>805</td></tr><tr><td>Other income</td><td>2,246</td><td>1,077</td></tr><tr><td> Total noninterest income</td><td>$38,432</td><td>$25,354</td></tr></table>
<table><tr><td></td><td colspan="2">December 31, 2008</td><td colspan="4"> Activity During the Six Months Ended December 31, 2008</td></tr><tr><td>(Dollars in millions)</td><td> Balance</td><td>Percent</td><td> Payoffs</td><td> Fast-track Modifications</td><td> Other Workout Activities</td><td> Foreclosures</td></tr><tr><td>Segment 1</td><td>$2,568</td><td>4.5%</td><td>$807</td><td>$–</td><td>$1,396</td><td>$–</td></tr><tr><td>Segment 2</td><td>9,135</td><td>16.2</td><td>267</td><td>1,428</td><td>1,636</td><td>108</td></tr><tr><td>Segment 3</td><td>11,176</td><td>19.8</td><td>62</td><td>–</td><td>1,802</td><td>929</td></tr><tr><td>Total Subprime ARMs</td><td>22,879</td><td>40.5</td><td>1,136</td><td>1,428</td><td>4,834</td><td>1,037</td></tr><tr><td>Other loans</td><td>30,781</td><td>54.5</td><td>n/a</td><td>n/a</td><td>n/a</td><td>n/a</td></tr><tr><td>Foreclosed properties</td><td>2,794</td><td>5.0</td><td>n/a</td><td>n/a</td><td>n/a</td><td>n/a</td></tr><tr><td> Total</td><td>$56,454</td><td>100.0%</td><td>$1,136</td><td>$1,428</td><td>$4,834</td><td>$1,037</td></tr></table>
<table><tr><td></td><td colspan="5">December 31</td></tr><tr><td>(Dollars in millions)</td><td>2012</td><td>2011</td><td>2010</td><td>2009</td><td>2008</td></tr><tr><td>Consumer</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Residential mortgage</td><td>$14,808</td><td>$15,970</td><td>$17,691</td><td>$16,596</td><td>$7,057</td></tr><tr><td>Home equity</td><td>4,281</td><td>2,453</td><td>2,694</td><td>3,804</td><td>2,637</td></tr><tr><td>Discontinued real estate</td><td>248</td><td>290</td><td>331</td><td>249</td><td>77</td></tr><tr><td>Direct/Indirect consumer</td><td>92</td><td>40</td><td>90</td><td>86</td><td>26</td></tr><tr><td>Other consumer</td><td>2</td><td>15</td><td>48</td><td>104</td><td>91</td></tr><tr><td>Total consumer<sup>-2</sup></td><td>19,431</td><td>18,768</td><td>20,854</td><td>20,839</td><td>9,888</td></tr><tr><td>Commercial</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>U.S. commercial</td><td>1,484</td><td>2,174</td><td>3,453</td><td>4,925</td><td>2,040</td></tr><tr><td>Commercial real estate</td><td>1,513</td><td>3,880</td><td>5,829</td><td>7,286</td><td>3,906</td></tr><tr><td>Commercial lease financing</td><td>44</td><td>26</td><td>117</td><td>115</td><td>56</td></tr><tr><td>Non-U.S. commercial</td><td>68</td><td>143</td><td>233</td><td>177</td><td>290</td></tr><tr><td></td><td>3,109</td><td>6,223</td><td>9,632</td><td>12,503</td><td>6,292</td></tr><tr><td>U.S. small business commercial</td><td>115</td><td>114</td><td>204</td><td>200</td><td>205</td></tr><tr><td>Total commercial<sup>-3</sup></td><td>3,224</td><td>6,337</td><td>9,836</td><td>12,703</td><td>6,497</td></tr><tr><td>Total nonperforming loans and leases</td><td>22,655</td><td>25,105</td><td>30,690</td><td>33,542</td><td>16,385</td></tr><tr><td>Foreclosed properties</td><td>900</td><td>2,603</td><td>1,974</td><td>2,205</td><td>1,827</td></tr><tr><td>Total nonperforming loans, leases and foreclosed properties</td><td>$23,555</td><td>$27,708</td><td>$32,664</td><td>$35,747</td><td>$18,212</td></tr></table>
<table><tr><td></td><td colspan="5">December 31</td></tr><tr><td>(Dollars in millions)</td><td>2012</td><td>2011</td><td>2010</td><td>2009</td><td>2008</td></tr><tr><td>Consumer</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Residential mortgage<sup>-2</sup></td><td>$22,157</td><td>$21,164</td><td>$16,768</td><td>$11,680</td><td>$372</td></tr><tr><td>U.S. credit card</td><td>1,437</td><td>2,070</td><td>3,320</td><td>2,158</td><td>2,197</td></tr><tr><td>Non-U.S. credit card</td><td>212</td><td>342</td><td>599</td><td>515</td><td>368</td></tr><tr><td>Direct/Indirect consumer</td><td>545</td><td>746</td><td>1,058</td><td>1,488</td><td>1,370</td></tr><tr><td>Other consumer</td><td>2</td><td>2</td><td>2</td><td>3</td><td>4</td></tr><tr><td>Total consumer</td><td>24,353</td><td>24,324</td><td>21,747</td><td>15,844</td><td>4,311</td></tr><tr><td>Commercial</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>U.S. commercial</td><td>65</td><td>75</td><td>236</td><td>213</td><td>381</td></tr><tr><td>Commercial real estate</td><td>29</td><td>7</td><td>47</td><td>80</td><td>52</td></tr><tr><td>Commercial lease financing</td><td>15</td><td>14</td><td>18</td><td>32</td><td>23</td></tr><tr><td>Non-U.S. commercial</td><td>—</td><td>—</td><td>6</td><td>67</td><td>7</td></tr><tr><td></td><td>109</td><td>96</td><td>307</td><td>392</td><td>463</td></tr><tr><td>U.S. small business commercial</td><td>120</td><td>216</td><td>325</td><td>624</td><td>640</td></tr><tr><td>Total commercial</td><td>229</td><td>312</td><td>632</td><td>1,016</td><td>1,103</td></tr><tr><td>Total accruing loans and leases past due 90 days or more<sup>-3</sup></td><td>$24,582</td><td>$24,636</td><td>$22,379</td><td>$16,860</td><td>$5,414</td></tr></table>

Question: In the year with the most Total consumer, what is the growth rate of U.S. commercial?
Answer: -0.15385
Reasoning program: subtract(65,75), divide(#0,65)