develop risk management practices, such as an information security program and a supplier program to ensure that suppliers adopt appropriate policies and procedures when performing work on our behalf.
These specialized groups also assist the lines of business in the development and implementation of risk management practices specific to the needs of the individual businesses.
These groups also work with line of business executives and risk executives to develop and guide appropriate strategies, policies, practices, controls and monitoring tools for each line of business.
Additionally, where appropriate, we purchase insurance policies to mitigate the impact of operational losses when and if they occur.
These insurance policies are explicitly incorporated in the structural features of our operational risk evaluation.
As insurance recoveries, especially given recent market events, are subject to legal and financial uncertainty, the inclusion of these insurance policies are subject to reductions in the mitigating benefits expected within our operational risk evaluation.
The lines of business are responsible for all the risks within the business line, including operational risks.
Operational risk executives, working in conjunction with senior line of business executives, have developed key tools to help identify, measure, mitigate and monitor risk in each line of business.
Examples of these include personnel management practices, data reconciliation processes, fraud management units, transaction processing monitoring and analysis, business recovery planning and new product introduction processes.
In addition, the lines of business are responsible for monitoring adherence to corporate practices.
Line of business management uses a self-assessment process, which helps to identify and evaluate the status of risk and control issues, including mitigation plans, as appropriate.
The goal of the self-assessment process is to periodically assess changing market and business conditions, to evaluate key risks impacting each line of business and assess the controls in place to mitigate the risks.
In addition to information gathered from the self-assessment process, key operational risk indicators have been developed and are used to help identify trends and issues on both an enterprise and a line of business level.
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 a large number 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 a large number 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, have an initial fixed interest rate period of 36 months or less and 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 provides 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, 2009, the principal balance of beneficial interests issued by the QSPEs that hold subprime ARMs totaled $70.5 billion and the fair value of beneficial interests related to those QSPEs held by the Corporation totaled $9 million.
The following table presents a summary of loans in QSPEs that hold subprime ARMs as of December 31, 2009 as well as workout and other activity for the subprime loans by ASF categorization for 2009.
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 interests in QSPEs of subprime residential mortgage loans.
## Table 0 ##
Table VIII Allocation of the Allowance for Credit Losses by Product Type
## Table 1 ##
(1) Includes allowance for small business commercial – domestic loans of $2.4 billion, $2.4 billion, $1.4 billion and $578 million at December 31, 2009, 2008, 2007 and 2006, respectively.
The allowance for small business commercial – domestic loans was not material in 2005.
(2) Includes allowance for loan and lease losses for impaired commercial loans of $1.2 billion, $691 million, $123 million, $43 million and $55 million at December 31, 2009, 2008, 2007, 2006 and 2005, respectively.
(3) Amounts for 2009 include the Merrill Lynch acquisition.
The majority of the increase from December 31, 2008 relates to the fair value of the acquired Merrill Lynch unfunded lending commitments, excluding commitments accounted for under the fair value option.
(4) Includes $3.9 billion and $750 million related to purchased impaired loans at December 31, 2009 and 2008.  n/a = not applicable Table IX Selected Loan Maturity Data (1, 2)
## Table 2 ##
(1) Loan maturities are based on the remaining maturities under contractual terms.
(2) Includes loans accounted for under the fair value option.
(3) Loan maturities include other consumer, commercial real estate and commercial – foreign loans.
VERTEX PHARMACEUTICALS INCORPORATED Notes to Consolidated Financial Statements (Continued) K.  Commitments (Continued) At December 31, 2006, future minimum commitments under facility operating leases with non-cancelable terms of more than one year (including commitments under the Kendall Square Lease) are as follows (in thousands):

Tables referenced above, in order (Table 0 first):
<table><tr><td></td><td colspan="2">December 31, 2009</td><td colspan="4"> Activity During the Year Ended December 31, 2009</td></tr><tr><td>(Dollars in millions)</td><td> Balance</td><td>Percent of Total</td><td> Payoffs</td><td> Fast-track Modifications</td><td> Other Workout Activities</td><td> Foreclosures</td></tr><tr><td>Segment 1</td><td>$4,875</td><td>6.9%</td><td>$443</td><td>$–</td><td>$675</td><td>$78</td></tr><tr><td>Segment 2</td><td>8,114</td><td>11.5</td><td>142</td><td>27</td><td>1,368</td><td>155</td></tr><tr><td>Segment 3</td><td>17,817</td><td>25.3</td><td>489</td><td>6</td><td>3,413</td><td>3,150</td></tr><tr><td>Total subprime ARMs</td><td>30,806</td><td>43.7</td><td>1,074</td><td>33</td><td>5,456</td><td>3,383</td></tr><tr><td>Other loans</td><td>37,891</td><td>53.7</td><td>1,228</td><td>174</td><td>4,355</td><td>2,126</td></tr><tr><td>Foreclosed properties</td><td>1,838</td><td>2.6</td><td>n/a</td><td>n/a</td><td>n/a</td><td>n/a</td></tr><tr><td> Total</td><td>$70,535</td><td>100.0%</td><td>$2,302</td><td>$207</td><td>$9,811</td><td>$5,509</td></tr></table>
<table><tr><td></td><td colspan="10"> December 31</td></tr><tr><td></td><td colspan="2"> 2009</td><td colspan="2">2008</td><td colspan="2">2007</td><td colspan="2">2006</td><td colspan="2">2005</td></tr><tr><td>(Dollars in millions)</td><td> Amount</td><td>Percent of Total</td><td>Amount</td><td>Percent of Total</td><td>Amount</td><td>Percent of Total</td><td>Amount</td><td>Percent of Total</td><td>Amount</td><td>Percent of Total</td></tr><tr><td> Allowance for loan and lease losses</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Residential mortgage</td><td>$4,607</td><td>12.38%</td><td>$1,382</td><td>5.99%</td><td>$207</td><td>1.79%</td><td>$248</td><td>2.75%</td><td>$277</td><td>3.44%</td></tr><tr><td>Home equity</td><td>10,160</td><td>27.31</td><td>5,385</td><td>23.34</td><td>963</td><td>8.31</td><td>133</td><td>1.48</td><td>136</td><td>1.69</td></tr><tr><td>Discontinued real estate</td><td>989</td><td>2.66</td><td>658</td><td>2.85</td><td>n/a</td><td>n/a</td><td>n/a</td><td>n/a</td><td>n/a</td><td>n/a</td></tr><tr><td>Credit card – domestic</td><td>6,017</td><td>16.18</td><td>3,947</td><td>17.11</td><td>2,919</td><td>25.19</td><td>3,176</td><td>35.23</td><td>3,301</td><td>41.03</td></tr><tr><td>Credit card – foreign</td><td>1,581</td><td>4.25</td><td>742</td><td>3.22</td><td>441</td><td>3.81</td><td>336</td><td>3.73</td><td>-</td><td>-</td></tr><tr><td>Direct/Indirect consumer</td><td>4,227</td><td>11.36</td><td>4,341</td><td>18.81</td><td>2,077</td><td>17.92</td><td>1,378</td><td>15.28</td><td>421</td><td>5.23</td></tr><tr><td>Other consumer</td><td>204</td><td>0.55</td><td>203</td><td>0.88</td><td>151</td><td>1.30</td><td>289</td><td>3.20</td><td>380</td><td>4.73</td></tr><tr><td>Total consumer</td><td>27,785</td><td>74.69</td><td>16,658</td><td>72.20</td><td>6,758</td><td>58.32</td><td>5,560</td><td>61.67</td><td>4,515</td><td>56.12</td></tr><tr><td>Commercial – domestic<sup>-1</sup></td><td>5,152</td><td>13.85</td><td>4,339</td><td>18.81</td><td>3,194</td><td>27.56</td><td>2,162</td><td>23.98</td><td>2,100</td><td>26.10</td></tr><tr><td>Commercial real estate</td><td>3,567</td><td>9.59</td><td>1,465</td><td>6.35</td><td>1,083</td><td>9.35</td><td>588</td><td>6.52</td><td>609</td><td>7.57</td></tr><tr><td>Commercial lease financing</td><td>291</td><td>0.78</td><td>223</td><td>0.97</td><td>218</td><td>1.88</td><td>217</td><td>2.41</td><td>232</td><td>2.89</td></tr><tr><td>Commercial – foreign</td><td>405</td><td>1.09</td><td>386</td><td>1.67</td><td>335</td><td>2.89</td><td>489</td><td>5.42</td><td>589</td><td>7.32</td></tr><tr><td>Total commercial<sup>-2</sup></td><td>9,415</td><td>25.31</td><td>6,413</td><td>27.80</td><td>4,830</td><td>41.68</td><td>3,456</td><td>38.33</td><td>3,530</td><td>43.88</td></tr><tr><td> Allowance for loan and lease losses</td><td>37,200</td><td>100.00%</td><td>23,071</td><td>100.00%</td><td>11,588</td><td>100.00%</td><td>9,016</td><td>100.00%</td><td>8,045</td><td>100.00%</td></tr><tr><td> Reserve for unfunded lending commitments<sup>-3</sup></td><td>1,487</td><td></td><td>421</td><td></td><td>518</td><td></td><td>397</td><td></td><td>395</td><td></td></tr><tr><td> Allowance for credit losses<sup>-4</sup></td><td>$38,687</td><td></td><td>$23,492</td><td></td><td>$12,106</td><td></td><td>$9,413</td><td></td><td>$8,440</td><td></td></tr></table>
<table><tr><td></td><td colspan="4"> December 31, 2009</td><td></td></tr><tr><td>(Dollars in millions)</td><td>Due in One Year or Less</td><td>Due After One Year Through Five Years</td><td>Due After Five Years</td><td> Total</td><td></td></tr><tr><td>Commercial – domestic</td><td>$69,112</td><td>$90,528</td><td>$42,239</td><td>$201,879</td><td> </td></tr><tr><td>Commercial real estate – domestic</td><td>30,926</td><td>26,463</td><td>9,154</td><td>66,543</td><td> </td></tr><tr><td>Foreign and other<sup>-3</sup></td><td>25,157</td><td>8,361</td><td>262</td><td>33,780</td><td> </td></tr><tr><td> Total selected loans</td><td>$125,195</td><td>$125,352</td><td>$51,655</td><td>$302,202</td><td> </td></tr><tr><td>Percent of total</td><td>41.4%</td><td>41.5%</td><td>17.1%</td><td>100.0</td><td> %</td></tr><tr><td>Sensitivity of selected loans to changes in interest rates for loans due after one year:</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Fixed interest rates</td><td></td><td>$12,612</td><td>$28,247</td><td></td><td></td></tr><tr><td>Floating or adjustable interest rates</td><td></td><td>112,740</td><td>23,408</td><td></td><td></td></tr><tr><td> Total</td><td></td><td>$125,352</td><td>$51,655</td><td></td><td></td></tr></table>

Question: If Credit card – domestic develops with the same increasing rate in 2009, what will it reach in 2010? (in million)
Answer: 9172.61
Reasoning program: subtract(6017,3947), divide(#0,3947), add(1,#1), multiply(6017,#2)