Backlog Backlog increased in 2015 compared to 2014 primarily due to higher orders on F-35 and C-130 programs.
Backlog decreased slightly in 2014 compared to 2013 primarily due to lower orders on F-16 and F-22 programs.
Trends We expect Aeronautics’ 2016 net sales to increase in the mid-single digit percentage range as compared to 2015 due to increased volume on the F-35 and C-130 programs, partially offset by decreased volume on the F-16 program.
Operating profit is also expected to increase in the low single-digit percentage range, driven by increased volume on the F-35 program offset by contract mix that results in a slight decrease in operating margins between years.
Information Systems & Global Solutions Our IS&GS business segment provides advanced technology systems and expertise, integrated information technology solutions and management services across a broad spectrum of applications for civil, defense, intelligence and other government customers.
IS&GS’ Technical Services business provides a comprehensive portfolio of technical and sustainment services.
IS&GS has a portfolio of many smaller contracts as compared to our other business segments.
IS&GS has been impacted by the continued downturn in certain federal agencies’ information technology budgets and increased re-competition on existing contracts coupled with the fragmentation of large contracts into multiple smaller contracts that are awarded primarily on the basis of price.
IS&GS’ operating results included the following (in millions):
## Table 0 ##
2015 compared to 2014 IS&GS’ net sales decreased $58 million, or 1%, in 2015 as compared to 2014.
The decrease was attributable to lower net sales of approximately $395 million as a result of key program completions, lower customer funding levels and increased competition, coupled with the fragmentation of existing large contracts into multiple smaller contracts that are awarded primarily on the basis of price when re-competed (including CMS-CITIC).
These decreases were partially offset by higher net sales of approximately $230 million for businesses acquired in 2014; and approximately $110 million due to the start-up of new programs and growth in recently awarded programs.
IS&GS’ operating profit increased $36 million, or 8%, in 2015 as compared to 2014.
The increase was attributable to improved program performance and risk retirements, offset by decreased operating profit resulting from the activities mentioned above for net sales.
Adjustments not related to volume, including net profit booking rate adjustments and other matters, were approximately $70 million higher in 2015 compared to 2014.2014 compared to 2013 IS&GS’ net sales decreased $461 million, or 8%, in 2014 as compared to 2013.
The decrease was primarily attributable to lower net sales of about $475 million due to the wind-down or completion of certain programs, driven by reductions in direct warfighter support (including JIEDDO); and approximately $320 million due to decreased volume in technical services programs reflecting market pressures.
The decreases were offset by higher net sales of about $330 million due to the start-up of new programs, growth in recently awarded programs and integration of recently acquired companies.
IS&GS’ operating profit decreased $26 million, or 5%, in 2014 as compared to 2013.
The decrease was primarily attributable to the activities mentioned above for sales, partially offset by severance recoveries related to the restructuring announced in November 2013 of approximately $20 million in 2014.
Adjustments not related to volume, including net profit booking rate adjustments, were comparable in 2014 and 2013.
In selecting the rate of increase in the per capita cost of covered healthcare benefits, we consider past performance and forecasts of future healthcare cost trends.
At December 31, 2010, our assumed rate of increase in the per capita cost of covered healthcare benefits remained at 8.0% for 2011, decreasing each year until reaching 5.0% in 2017 and remaining level thereafter.
DEFINED CONTRIBUTION PLANS We sponsor three defined contribution plans.
Substantially all salaried and nonunion hourly employees are eligible to be covered by one of these plans.
As stated above, effective July 15, 2007, we amended our defined benefit pension plans and our defined contribution 401(k) plans to no longer accept new participants.
Existing participants continue to accrue benefits under these plans.
Salaried and nonunion hourly employees hired on or after July 15, 2007 are eligible for a single defined contribution 401(k)/Profit-Sharing plan.
Expense recognized in connection with these plans totaled $15,273,000 in 2010, $13,361,000 in 2009 and $16,930,000 in 2008.
NOTE 11: INCENTIVE PLANS SHARE-BASED COMPENSATION PLANS Our 2006 Omnibus Long-term Incentive Plan (Plan) authorizes the granting of stock options, Stock-Only Stock Appreciation Rights (SOSARs) and other types of share-based awards to key salaried employees and non-employee directors.
The maximum number of shares that may be issued under the Plan is 5,400,000.
DEFERRED STOCK UNITS — Deferred stock units were granted to executive officers and key employees from 2001 through 2005.
These awards vest ratably in years 6 through 10 following the date of grant, accrue dividend equivalents starting one year after grant, carry no voting rights and become payable upon vesting.
A single deferred stock unit entitles the recipient to one share of common stock upon vesting.
Vesting is accelerated upon retirement at age 62 or older, death, disability or change of control as defined in the award agreement.
Nonvested units are forfeited upon termination of employment for any other reason.
Expense provisions referable to these awards amounted to $897,000 in 2010, $1,317,000 in 2009 and $1,206,000 in 2008.
The fair value of deferred stock units is estimated as of the date of grant based on the market price of our stock on the grant date.
The following table summarizes activity for nonvested deferred stock units during the year ended December 31, 2010:
## Table 1 ##
PERFORMANCE SHARES — Each performance share unit is equal to and paid in one share of our common stock, but carries no voting or dividend rights.
The number of units ultimately paid for performance share awards may range from 0% to 200% of target.
For awards granted prior to 2010, 50% of the payment is based upon our three-year-average Total Shareholder Return (TSR) performance relative to the three-year-average TSR performance of the S&P 500?.
The remaining 50% of the payment is based upon the achievement of established internal financial performance targets.
For awards granted in 2010, the payment is based solely upon our relative three-year-average TSR performance.
Performance share awards vest on December 31 of the third year after date of grant.
Vesting is accelerated upon reaching retirement age, death, disability, or change of control, all as defined in the award agreement.
Nonvested units are forfeited upon termination for any other reason.
Expense provisions referable to these awards amounted to $7,562,000 in 2010, $5,350,000 in 2009, and $6,227,000 in 2008.
We have four reportable segments organized around our principal product lines: aggregates, concrete, asphalt mix and cement.
Changes in the carrying amount of goodwill by reportable segment for the years ended December 31, 2010, 2009 and 2008 are summarized below:
## Table 2 ##
1 The goodwill of acquired businesses for 2010 relates to the 2010 acquisitions listed in Note 19.
We are currently evaluating the final purchase price allocation for most of these acquisitions; therefore, the goodwill amount is subject to change.
All of the goodwill from the 2010 acquisitions is expected to be fully deductible for income tax purposes.
INTANGIBLE ASSETS Intangible assets acquired in business combinations are stated at their fair value determined as of the date of acquisition.
Costs incurred to renew or extend the life of existing intangible assets are capitalized.
These capitalized renewal/extension costs were immaterial for the years presented.
Intangible assets consist of contractual rights in place (primarily permitting and zoning rights), noncompetition agreements, favorable lease agreements, customer relationships and trade names and trademarks.
Intangible assets acquired individually or otherwise obtained outside a business combination consist primarily of permitting, permitting compliance and zoning rights and are stated at their historical cost, less accumulated amortization, if applicable.
Historically, we have acquired intangible assets with only finite lives.
Amortization of intangible assets with finite lives is recognized over their estimated useful lives using a method of amortization that closely reflects the pattern in which the economic benefits are consumed or otherwise realized.
Intangible assets with finite lives are reviewed for impairment when events or circumstances indicate that the carrying amount may not be recoverable.
There were no charges for impairment of intangible assets in the years ended December 31, 2010, 2009 and 2008.
total inventory (current and noncurrent) levels by $9.5 million compared to 2009 for a total reduction of $27.7 million from peak inventory levels in 2008.
This strategy better positions us to increase production and earnings as demand increases.
The increase in accounts and notes receivable of $49.8 million was mostly offset by an increase in other accrued liabilities of $46.9 million.
CASH FLOWS CASH FLOWS FROM OPERATING ACTIVITIES Net cash provided by operating activities is derived primarily from net earnings before deducting noncash charges for depreciation, depletion, accretion and amortization.
## Table 3 ##
Lower net earnings caused the majority of the $250.3 million decrease in operating cash flows from 2009 to 2010.
We continued to manage the business to generate cash as reflected in the year-over-year changes in our working capital accounts, which generated $37.2 million of cash in 2010 and $89.7 million of cash in 2009.
Cash received associated with gains on sale of property, plant & equipment and businesses is presented as a component of investing activities and accounts for $39.5 million of the $250.3 million year-over-year decrease in operating cash flows.
Net cash provided by operating activities increased by $17.8 million in 2009 compared to 2008 despite a $217.8 million decrease in earnings before noncash deductions for depreciation, depletion, accretion and amortization, and goodwill impairment.
Changes in working capital generated $89.7 million of cash in 2009 as compared to using $86.7 million of cash in 2008.
CASH FLOWS FROM INVESTING ACTIVITIES Net cash used for investing activities totaled $88.4 million in 2010 compared to $80.0 million in 2009, an increase of $8.4 million.
We continued to closely evaluate the nature and timing of all capital projects in order to conserve cash.
Cash used for the purchase of property, plant & equipment totaled $86.3 million in 2010, down from $109.7 million in 2009 and $353.2 million in 2008.
Proceeds from the sale of non-strategic businesses increased $34.9 million year-over-year to $51.0 million in 2010.
These positive cash flows were more than offset by a $33.6 million increase in payments for businesses acquired and a $33.3 million decrease in the redemption of medium-term investments.
Cash used for investing activities decreased $109.0 million to $80.0 million from 2008 to 2009 in part due to the aforementioned decrease in cash used for the purchase of property, plant & equipment as well as a $47.1 million decrease in payments for businesses acquired.
These decreases were partially offset by a $209.7 million decrease in proceeds from the sale of businesses from 2008 to 2009.
CASH FLOWS FROM FINANCING ACTIVITIES Net cash used for financing activities totaled $89.1 million in 2010, compared to $361.0 million during 2009.
Debt reduction remains a priority use of available cash flows.
During 2010, despite a significant year-over-year decline in cash provided by operating activities, we reduced total debt by $19.8 million.
Proceeds from the issuance of the $450.0 million 5-year term loan in July 2010 were used to pay outstanding commercial paper and current maturities of long-term debt.
In the third quarter of 2009, we reduced our dividend per share to $0.25 per quarter from $0.49 per quarter, resulting in comparative cash savings of $91.9 million during 2010.

Tables referenced above, in order (Table 0 first):
<table><tr><td></td><td>2015</td><td>2014</td><td>2013</td></tr><tr><td>Net sales</td><td>$5,596</td><td>$5,654</td><td>$6,115</td></tr><tr><td>Operating profit</td><td>508</td><td>472</td><td>498</td></tr><tr><td>Operating margins</td><td>9.1%</td><td>8.3%</td><td>8.1%</td></tr><tr><td>Backlog at year-end</td><td>$4,800</td><td>$6,000</td><td>$6,300</td></tr></table>
<table><tr><td></td><td>Number of Shares</td><td><i>Weighted-average </i> <i>Grant Date </i> <i>Fair Value</i></td></tr><tr><td> Deferred Stock Units</td><td></td><td></td></tr><tr><td>Nonvested at January 1, 2010</td><td>173,502</td><td>$43.19</td></tr><tr><td>Granted</td><td>0</td><td>$0.00</td></tr><tr><td>Dividend equivalents accrued</td><td>5,686</td><td>$44.77</td></tr><tr><td>Vested</td><td>-58,808</td><td>$40.54</td></tr><tr><td>Canceled/forfeited</td><td>-143</td><td>$39.49</td></tr><tr><td> Nonvested at December 31, 2010</td><td>120,237</td><td> $44.45</td></tr></table>
<table><tr><td><i>in thousands</i></td><td>Aggregates</td><td><i>Concrete</i></td><td><i>Asphalt mix</i></td><td>Cement</td><td>Total</td></tr><tr><td> Gross Carrying Amount</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Total as of December 31, 2008</td><td>$2,993,835</td><td>$0</td><td>$91,633</td><td>$252,664</td><td>$3,338,132</td></tr><tr><td>Goodwill of acquired businesses</td><td>9,558</td><td>0</td><td>0</td><td>0</td><td>9,558</td></tr><tr><td>Correction per Note 20</td><td>2,321</td><td>0</td><td>0</td><td>0</td><td>2,321</td></tr><tr><td>Purchase price allocation adjustments</td><td>-1,047</td><td>0</td><td>0</td><td>0</td><td>-1,047</td></tr><tr><td>Total as of December 31, 2009</td><td>$3,004,667</td><td>$0</td><td>$91,633</td><td>$252,664</td><td>$3,348,964</td></tr><tr><td>Goodwill of acquired businesses<sup>1</sup></td><td>716</td><td>0</td><td>0</td><td>0</td><td>716</td></tr><tr><td> Total as of December 31, 2010</td><td>$3,005,383</td><td> $0</td><td> $91,633</td><td>$252,664</td><td>$3,349,680</td></tr><tr><td> Accumulated Impairment Losses</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Total as of December 31, 2008</td><td>$0</td><td>$0</td><td>$0</td><td>-$252,664</td><td>-$252,664</td></tr><tr><td>Goodwill impairment loss</td><td>0</td><td>0</td><td>0</td><td>0</td><td>0</td></tr><tr><td>Total as of December 31, 2009</td><td>$0</td><td>$0</td><td>$0</td><td>-$252,664</td><td>-$252,664</td></tr><tr><td>Goodwill impairment loss</td><td>0</td><td>0</td><td>0</td><td>0</td><td>0</td></tr><tr><td> Total as of December 31, 2010</td><td>$0</td><td> $0</td><td> $0</td><td>-$252,664</td><td>-$252,664</td></tr><tr><td colspan="6"> Goodwill, net of Accumulated Impairment Losses</td></tr><tr><td>Total as of December 31, 2008</td><td>$2,993,835</td><td>$0</td><td>$91,633</td><td>$0</td><td>$3,085,468</td></tr><tr><td>Total as of December 31, 2009</td><td>$3,004,667</td><td>$0</td><td>$91,633</td><td>$0</td><td>$3,096,300</td></tr><tr><td> Total as of December 31, 2010</td><td>$3,005,383</td><td> $0</td><td> $91,633</td><td>$0</td><td>$3,097,016</td></tr></table>
<table><tr><td><i>in millions</i></td><td>2010</td><td><i>2009</i></td><td>2008</td></tr><tr><td>Net earnings (loss)</td><td>-$96.5</td><td>$30.3</td><td>$0.9</td></tr><tr><td>Depreciation, depletion, accretionand amortization</td><td>382.1</td><td>394.6</td><td>389.1</td></tr><tr><td>Goodwill impairment</td><td>0.0</td><td>0.0</td><td>252.7</td></tr><tr><td>Other operating cash flows, net</td><td>-82.9</td><td>28.1</td><td>-207.5</td></tr><tr><td>Net cash provided by operating activities</td><td>$202.7</td><td>$453.0</td><td>$435.2</td></tr></table>

Question: What is the ratio of Total as of December 31, 2010 to the total in 2010 for Asphalt mix?
Answer: 0.02735
Reasoning program: add(716,3349680), divide(91633,#0)