organization and distribution channel refinements.
The Company committed to a defined plan of action, which resulted in an aggregate pre-tax charge of $117.4 million, of which $0.8 million was included in discontinued operations, and $59.4 million was cash related.
On an after-tax basis, the aggregate charge was $76.9 million, of which $0.5 million was included in discontinued operations, equal to $.32 per diluted share.
Specifically, the charge includes the following: ?
Internet.
In an effort to achieve strategic objectives, reduce costs and improve profitability, the Company outsourced Gloss.
com platform development and maintenance efforts to a third-party provider.
Additionally, Gloss.
com closed its San Francisco facility and consolidated its operations in New York.
As a result, included in the charge is a $23.9 million provision for restructuring the Gloss.
com operations, including benefits and severance packages for 36 employees as well as asset writeoffs.
The Company also took a $20.1 million charge to write off the related Gloss.
com acquisition goodwill.  ?
Supply Chain.
Building on previously announced supply chain initiatives, the Company restructured certain manufacturing, distribution, research and development, information systems and quality assurance operations in the United States, Canada and Europe, which included benefits and severance packages for 110 employees.
A charge of $23.7 million was recorded related to this effort.  ?
Globalization of Organization.
The Company continued to implement its transition, announced in fiscal 2001, to a global brand structure designed to streamline the decision making process and increase innovation and speed-to-market.
The next phase of this transition entailed eliminating duplicate functions and responsibilities, which resulted in charges for benefits and severance for 122 employees.
The Company recorded a charge of $27.1 million associated with these efforts.  ?
Distribution.
The Company evaluated areas of distribution relative to its financial targets and decided to focus its resources on the most productive sales channels and markets.
As a result, the Company closed its operations in Argentina and the remaining customers are being serviced by the Company’s Chilean affiliate.
The Company began closing all remaining in-store “tommy’s shops” and other select points of distribution.
The Company recorded a $22.6 million provision related to these actions, which included benefits and severance for 85 employees.
Following is a summary of the charges as recorded in the consolidated statement of earnings for fiscal 2002:
## Table 0 ##
The fiscal 2002 restructuring charge was recorded in other accrued liabilities or, where applicable, as a reduction of the related asset.
During fiscal 2004, 2003 and 2002, $12.3 million, $32.2 million and $9.3 million, respectively, related to this restructuring was paid.
As of June 30, 2004 and 2003, the restructuring accrual balance was $9.4 million and $21.9 million, respectively, and the Company expects to settle a majority of the remaining obligations by the end of fiscal 2005 with certain additional payments made in fiscal 2006.
During the fourth quarter of fiscal 2001, the Company recorded one-time charges for restructuring and special charges.
As of June 30, 2004 and 2003, the remaining obligation was $1.3 million and $2.6 million, respectively, with remaining payments to be made ratably through fiscal 2007.
Total consumer loans and leases were $23.4 billion at December 31, 2014, and represented 49% of our total loan and lease credit exposure.
The consumer portfolio is comprised primarily of automobile, home equity loans and lines-of-credit, and residential mortgages (see Consumer Credit discussion).
The increase from December 31, 2013 primarily relates to strong consumer demand for automobile originations and adjustable rate residential mortgages (ARMs).
Automobile – Automobile loans are comprised primarily of loans made through automotive dealerships and include exposure in selected states outside of our primary banking markets.
The exposure outside of our primary banking markets represents 19% of the total exposure, with no individual state representing more than 6%.
Applications are underwritten utilizing an automated underwriting system that applies consistent policies and processes across the portfolio.
Home equity – Home equity lending includes both home equity loans and lines-of-credit.
This type of lending, which is secured by a first-lien or junior-lien on the borrower’s residence, allows customers to borrow against the equity in their home or refinance existing mortgage debt.
Products include closed-end loans which are generally fixed-rate with principal and interest payments, and variable-rate, interest-only lines-of-credit which do not require payment of principal during the 10-year revolving period.
The home equity line of credit may convert to a 20-year amortizing structure at the end of the revolving period.
Applications are underwritten centrally in conjunction with an automated underwriting system.
The home equity underwriting criteria is based on minimum credit scores, debt-to-income ratios, and LTV ratios, with current collateral valuations.
Residential mortgage – Residential mortgage loans represent loans to consumers for the purchase or refinance of a residence.
These loans are generally financed over a 15-year to 30-year term, and in most cases, are extended to borrowers to finance their primary residence.
Applications are underwritten centrally using consistent credit policies and processes.
All residential mortgage loan decisions utilize a full appraisal for collateral valuation.
Huntington has not originated or acquired residential mortgages that allow negative amortization or allow the borrower multiple payment options.
Other consumer – Primarily consists of consumer loans not secured by real estate, including personal unsecured loans, overdraft balances, and credit cards.
We introduced a consumer credit card product during 2013, utilizing a centralized underwriting system and focusing on existing Huntington customers.
The table below provides the composition of our total loan and lease portfolio: Table 9 - Loan and Lease Portfolio Composition
## Table 1 ##
(1) As defined by regulatory guidance, there were no commercial loans outstanding that would be considered a concentration of lending to a particular industry or group of industries.
(2) 2011 included a decrease of $1.3 billion resulting from the transfer of automobile loans to loans held for a sale reflecting an automobile securitization transaction completed in 2012.2010 included an increase of $0.5 billion resulting from the adoption of a new accounting standard to consolidate a previously off-balance sheet automobile loan securitization transaction.
HEWLETT PACKARD ENTERPRISE COMPANY AND SUBSIDIARIES Notes to Consolidated Financial Statements (Continued) Note 6: Retirement and Post-Retirement Benefit Plans (Continued) strategy and provides a recommended list of investment managers for each country plan, with final decisions on asset allocation and investment managers made by the board of trustees or investment committees for the specific plan.
Basis for Expected Long-Term Rate of Return on Plan Assets The expected long-term rate of return on plan assets reflects the expected returns for each major asset class in which the plan invests and the weight of each asset class in the target mix.
Expected asset returns reflect the current yield on government bonds, risk premiums for each asset class and expected real returns, which considers each country’s specific inflation outlook.
Because the Company’s investment policy is to employ primarily active investment managers who seek to outperform the broader market, the expected returns are adjusted to reflect the expected additional returns, net of fees.
Employer Contributions and Funding Policy During fiscal 2019, the Company contributed approximately $166 million to its non-U.
S.  pension plans and paid $5 million to cover benefit claims under the Company’s post-retirement benefit plans.
During fiscal 2020, the Company expects to contribute approximately $182 million to its non-U.
S.  pension plans.
In addition, the Company expects to contribute approximately $2 million to cover benefit payments to U. S.  non-qualified plan participants.
The Company expects to pay approximately $6 million to cover benefit claims for its post-retirement benefit plans.
The Company’s policy is to fund its pension plans so that it makes at least the minimum contribution required by local government, funding and taxing authorities.
Estimated Future Benefits Payments As of October 31, 2019, estimated future benefits payments for the Company’s retirement plans were as follows:
## Table 2 ##
Note 7: Stock-Based Compensation Prior to the Separation, certain of the Company’s employees participated in stock-based compensation plans sponsored by former Parent (‘‘former Parent’s Plans’’).
In conjunction with the Separation, the Company adopted the Hewlett Packard Enterprise Company 2015 Stock Incentive Plan (the ‘‘Plan’’).
The Plan became effective on November 1, 2015.
The total number of shares of the Company’s common stock authorized under the Plan was 260 million.
On January 25, 2017, the Company amended the Plan and reduced the authorized shares of common stock to 210 million shares.
In connection with the Everett and Seattle Transactions, the number of shares of the Company’s common stock authorized for issuance under the Plan increased by 67 million.
The Plan provides for the grant of various types of awards including restricted stock awards, stock options, and performance-based awards.
These awards generally vest over three years from the grant date.
The Company’s stock-based incentive compensation program also includes various equity plans assumed through acquisitions under which stock-based awards are outstanding

Tables referenced above, in order (Table 0 first):
<table><tr><td> </td><td colspan="3"> Restructuring</td><td></td></tr><tr><td> (In millions)</td><td> Net Sales</td><td> Cost of Sales</td><td> Operating Expenses</td><td>Total</td></tr><tr><td>Internet</td><td>$—</td><td>$—</td><td>$44.0</td><td>$44.0</td></tr><tr><td>Supply chain</td><td>—</td><td>—</td><td>23.7</td><td>23.7</td></tr><tr><td>Globalization of organization</td><td>—</td><td>—</td><td>27.1</td><td>27.1</td></tr><tr><td>Distribution</td><td>6.2</td><td>0.8</td><td>15.6</td><td>22.6</td></tr><tr><td> Total charge</td><td>$6.2</td><td>$0.8</td><td>$110.4</td><td>117.4</td></tr><tr><td>Tax effect</td><td></td><td></td><td></td><td>-40.5</td></tr><tr><td> Net charge</td><td></td><td></td><td></td><td>$76.9</td></tr></table>
<table><tr><td></td><td colspan="10">At December 31,</td></tr><tr><td><i>(dollar amounts in millions)</i></td><td colspan="2">2014</td><td colspan="2">2013</td><td colspan="2">2012</td><td colspan="2">2011</td><td colspan="2">2010</td></tr><tr><td>Commercial:<sup>-1</sup></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Commercial and industrial</td><td>$19,033</td><td>40%</td><td>$17,594</td><td>41%</td><td>$16,971</td><td>42%</td><td>$14,699</td><td>38%</td><td>$13,063</td><td>34%</td></tr><tr><td>Commercial real estate:</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Construction</td><td>875</td><td>2</td><td>557</td><td>1</td><td>648</td><td>2</td><td>580</td><td>1</td><td>650</td><td>2</td></tr><tr><td>Commercial</td><td>4,322</td><td>9</td><td>4,293</td><td>10</td><td>4,751</td><td>12</td><td>5,246</td><td>13</td><td>6,001</td><td>16</td></tr><tr><td>Total commercial real estate</td><td>5,197</td><td>11</td><td>4,850</td><td>11</td><td>5,399</td><td>14</td><td>5,826</td><td>14</td><td>6,651</td><td>18</td></tr><tr><td>Total commercial</td><td>24,230</td><td>51</td><td>22,444</td><td>52</td><td>22,370</td><td>56</td><td>20,525</td><td>52</td><td>19,714</td><td>52</td></tr><tr><td>Consumer:</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Automobile<sup>-2</sup></td><td>8,690</td><td>18</td><td>6,639</td><td>15</td><td>4,634</td><td>11</td><td>4,458</td><td>11</td><td>5,614</td><td>15</td></tr><tr><td>Home equity</td><td>8,491</td><td>18</td><td>8,336</td><td>19</td><td>8,335</td><td>20</td><td>8,215</td><td>21</td><td>7,713</td><td>20</td></tr><tr><td>Residential mortgage</td><td>5,831</td><td>12</td><td>5,321</td><td>12</td><td>4,970</td><td>12</td><td>5,228</td><td>13</td><td>4,500</td><td>12</td></tr><tr><td>Other consumer</td><td>414</td><td>1</td><td>380</td><td>2</td><td>419</td><td>1</td><td>498</td><td>3</td><td>566</td><td>1</td></tr><tr><td>Total consumer</td><td>23,426</td><td>49</td><td>20,676</td><td>48</td><td>18,358</td><td>44</td><td>18,399</td><td>48</td><td>18,393</td><td>48</td></tr><tr><td>Total loans and leases</td><td>$47,656</td><td>100%</td><td>$43,120</td><td>100%</td><td>$40,728</td><td>100%</td><td>$38,924</td><td>100%</td><td>$38,107</td><td>100%</td></tr></table>
<table><tr><td>Fiscal year</td><td>DefinedBenefit Plans</td><td>Post-RetirementBenefit Plans</td></tr><tr><td></td><td colspan="2">In millions</td></tr><tr><td>2020</td><td>$471</td><td>$10</td></tr><tr><td>2021</td><td>445</td><td>10</td></tr><tr><td>2022</td><td>467</td><td>10</td></tr><tr><td>2023</td><td>486</td><td>10</td></tr><tr><td>2024</td><td>503</td><td>11</td></tr><tr><td>Next five fiscal years to October 31, 2029</td><td>2,740</td><td>58</td></tr></table>

Question: What is the average value of Total commercial in 2011, 2013, and 2012? (in million)
Answer: 21779.7
Reasoning program: add(22444,22370), add(#0,20525), divide(#1,const_3)