?
$1.4 billion, or 8%, decrease in average total consumer loans.
This primarily reflected a $1.2 billion, or 27%, decline in average automobile loans and leases due to the 2009 first quarter securitization of $1.0 billion of automobile loans, as well as the continued runoff of the automobile lease portfolio.
The $0.3 billion, or 7%, decline in average residential mortgages reflected the impact of loan sales, as well as the continued refinance of portfolio loans and the related increased sale of fixed-rate originations, partially offset by additions related to the 2009 first quarter Franklin restructuring.
Average home equity loans were little changed as lower origination volume was offset by slower runoff experience and slightly higher line utilization.
The increased line usage continued to be associated with higher quality customers taking advantage of the low interest rate environment.
Average total investment securities increased $4.4 billion, or 97%, reflecting the deployment of the cash from core deposit growth and the proceeds from capital actions.
(See “Capital / Capital Adequacy” section).
Average trading account securities declined $0.8 billion, or 88%, from the year-ago quarter, due to the reduction in the use of securities to hedge MSRs.
The following table details the $2.6 billion, or 7%, increase in average total deposits.
Table 62 — Average Deposits — 2009 Fourth Quarter vs.  2008 Fourth Quarter
## Table 0 ##
The increase in average total deposits from the year-ago quarter reflected: ?
$4.5 billion, or 14%, growth in average total core deposits, primarily reflecting increased sales efforts and initiatives for deposit accounts.
Partially offset by: ?
A $0.7 billion, or 51%, decrease in average other domestic deposits of $250,000 or more and a $0.7 billion, or 23%, decline in brokered deposits and negotiable CDs, primarily reflecting the reduction of noncore funding sources.
Provision for Credit Losses The provision for credit losses in the 2009 fourth quarter was $894.0 million, up $171.4 million from the year-ago quarter.
The current quarter’s provision for credit losses exceeded NCOs by $449.2 million.
(See “Franklin Relationship” located within the “Credit Risk” section and “Significant Items” located within the “Discussion of Results of Operations” section for additional details).
the maximum salary contribution for eligible associates and increased our matching contribution.
Additionally, an annual company-funded contribution regardless of associate participation was implemented, as well as an additional company-funded contribution to those associates meeting certain age and service requirements.
The total cost for company contributions was $20.9 million in fiscal 2012, $20.5 million in fiscal 2011 and $20.1 million in fiscal 2010.
(C) Retirement Restoration Plan Effective January 1, 2009, we replaced the frozen restoration plan with a new non-qualified retirement plan for certain senior executives who are affected by Internal Revenue Code limitations on benefits provided under the Retirement Savings 401(k) Plan.
Under this plan, these associates may continue to defer portions of their compensation for retirement savings.
We match the associates’ contributions at the same rate provided under the 401(k) plan, and also provide the annual company-funded contribution made regardless of associate participation, as well as the additional company-funded contribution to the associates meeting the same age and service requirements.
This plan is unfunded with lump sum payments to be made upon the associate’s retirement.
The total cost for this plan was $0.5 million in fiscal 2012 and $1.0 million in fiscal 2011.
The total cost for this plan was not material in fiscal 2010.
(D) Executive Deferred Compensation Plan Effective January 1, 2011, we established an unfunded nonqualified deferred compensation plan to permit certain eligible key associates to defer receipt of a portion of their compensation to a future date.
This plan also includes a restorative company contribution designed to compensate the plan participants for any loss of company contributions under the Retirement Savings 401(k) Plan and the Retirement Restoration Plan due to a reduction in their eligible compensation resulting from deferrals into the Executive Deferred Compensation Plan.
The total cost for this plan was not material in fiscal 2012 and fiscal 2011.11.
DEBT
## Table 1 ##
(1) As discussed in Note 2(K), fiscal 2011 reflects the revisions to correct our accounting for sale-leaseback transactions.
Revolving Credit Facility.
During the second quarter of fiscal 2012, we entered into a new 5-year, $700 million unsecured revolving credit facility (the “credit facility”) with various financial institutions.
This credit facility replaced our existing $700 million inventory-secured credit facility that was scheduled to expire in December 2011.
The credit facility contains representations and warranties, conditions and covenants.
Borrowings under this credit facility are available for working capital and general corporate purposes.
Borrowings accrue interest at variable rates based on LIBOR, the federal funds rate, or the prime rate, depending on the type of borrowing.
We pay a commitment fee on the unused portions of the available funds.
As of February 29, 2012, $0.9 million of short-term debt was outstanding under the credit facility and the remaining capacity was fully available to us.
The weighted average interest rate on outstanding short-term and long-term debt was 1.6% in fiscal 2012, fiscal 2011 and fiscal 2010.
We capitalize interest in connection with the construction of certain facilities.
Capitalized interest totaled $0.1 million in fiscal 2011 and $0.3 million in fiscal 2010.
There was no capitalized interest in fiscal 2012.
FABRIC & HOME CARE
## Table 2 ##
Fiscal year 2017 compared with fiscal year 2016 Fabric & Home Care net sales were unchanged in 2017 at $20.7 billion on a 1% increase in unit volume.
Unfavorable foreign exchange reduced net sales by 2%.
Favorable geographic mix increased net sales 1%, primarily driven by increased volume in developed regions, which have higher than segment-average selling prices.
Organic sales increased 3% on organic volume thatincreased 2%.
Global market share of the Fabric & Home Care segment decreased 0.1 points.
Volume increased low single digits in developed regions and decreased low single digits in developing regions.
Excluding minor brand divestitures, organic volume increased mid-single digits in developed regions and decreased low single digits in developing regions.  ?
Fabric Care volume increased low single digits as a midsingle digit volume increase in developed regions, due primarily to product innovation, was partially offset by a low single-digit decrease in developing regions, driven by competitive activity and reduced distribution of less profitable brands.
Global market share of the fabric care category was unchanged.  ?
Home Care volume increased low single digits driven by a low single-digit increase in both developed and developing regions due to market growth and product innovation.
Global market share of the home care category was unchanged.
Net earnings decreased 2% to $2.7 billion due to a 30 basispoint decrease in net earnings margin.
Net earnings margin decreased due to an increase in the effective tax rate driven by the geographic mix of earnings.
Gross margin expanded slightly, driven by manufacturing cost savings, partially offset by unfavorable foreign exchange impacts and increased commodity costs.
SG&Aas a percentage of net sales increased slightly due to increased overhead spending.
Fiscal year 2016 compared with fiscal year 2015 Fabric & Home Care net sales in 2016 were down 7% to $20.7 billion on unit volume that declined 1%.
Unfavorable foreign exchange reduced net sales by 6%.
Organic sales increased 1% on a 1% increase in organic volume, which excludes minor brand divestitures and the Venezuela deconsolidation.
Global market share of the Fabric & Home Care segment decreased 0.2 points.
Volume increased mid-single digits in developed regions and was down high single digits in developing regions.  ?
Fabric Care volume declined low single digits due to a double-digit decrease in developing regions driven by increased pricing, reduced distribution of less profitable brands, minor brand divestitures and the Venezuela deconsolidation.
Organic volume in developing regions decreased high single digits.
Volume in developed markets increased mid-single digits due to innovation and increased marketing.
Global market share of the fabric care category was flat.  ?
Home Care volume increased low single digits.
Developed market volume increased low single digits as benefits from product innovation more than offset impacts from competitive activity.
This was partially offset by a low single-digit decrease in developing regions following increased pricing.
Global market share of the home care category was down slightly.
Net earnings increased 5% to $2.8 billion in 2016 behind a 160 basis-point increase in net earnings margin, which more than offset the reduction in net sales.
Net earnings margin increased due to gross margin expansion, partially offset by increased SG&A as a percentage of net sales.
Increased gross margin was driven by manufacturing cost savings and lower commodity costs.
SG&Aas a percentage of net sales increased due to an increase in marketing spending and the negative scale impacts from the reduction in net sales.
BABY, FEMININE & FAMILY CARE
Fiscal year 2017 compared with fiscal year 2016 Baby, Feminine & Family Care net sales decreased 1% to $18.3 billion in 2017 on a 2% increase in unit volume.
Unfavorable foreign exchange reduced net sales by 2%.
Lower pricing had a negative 1% impact on net sales.
Organic sales increased 1% on organic volume that increased 2%.
Global market share of the Baby, Feminine & Family Care segment decreased 0.1 points.
Volume increased low single digits in developed regions and was unchanged in developing regions.  ?
Volume in Baby Care was unchanged.
Volume in developed regions decreased low single digits, primarily due to competitive activity, and volume in developing regions increased low single digits, due to market growth and product innovation.
Global market share of the baby care category decreased more than half a point.  ?
Volume in Feminine Care increased low single digits.
Volume in developed regions increased low single digits, driven by product innovation, and volume in developing regions decreased low single digits due to competitive activity and reduced exports to our Venezuelan subsidiaries.
Global market share of the feminine care category was unchanged.  ?
Volume in Family Care, which is predominantly a North American business, increased mid-single digits driven by product innovation and increased merchandising.
In the U. S. , all-outlet share of the family care category increased less than a point.
Qorvo, Inc.  and Subsidiaries Annual Report on Form 10-K 2018 Notes to Consolidated Financial Statements $0.7 million as of March 31, 2018 and April 1, 2017, respectively, and are included in “Other current assets” and “Accrued liabilities” in the Consolidated Balance Sheets.
The non-current portion of the deferred compensation obligation and fair value of the assets held in the rabbi trust were $13.3 million and $9.5 million as of March 31, 2018 and April 1, 2017, respectively, and are included in “Other non-current assets” and “Other long-term liabilities” in the Consolidated Balance Sheets.10.
COMMITMENTS AND CONTINGENT LIABILITIES The Company leases certain of its corporate, wafer fabrication and other facilities from multiple third-party real estate developers.
The operating leases expire at various dates through 2034, and some of these leases have renewal options, with the longest ranging up to two, ten-year periods.
Several of these leases also include market rate rent escalations, rent holidays, and leasehold improvement incentives, all of which are recognized to expense on a straight-line basis.
The amortization period of leasehold improvements made either at the inception of the lease or during the lease term is amortized over the lesser of the remaining life of the lease term (including renewals that are reasonably assured) or the useful life of the asset.
The Company also leases various machinery and equipment and office equipment under non-cancelable operating leases.
The remaining terms of these operating leases range from less than one year to approximately four years.
As of March 31, 2018, the total future minimum lease payments related to facility and equipment operating leases was approximately $68.6 million.
In the fourth quarter of fiscal 2018, the Company entered into a capital lease for a facility in Beijing, China that will allow the Company to consolidate several leased facilities as well as provide additional manufacturing space.
The lease term is expected to commence in fiscal 2020 and therefore is not recorded on the Consolidated Balance Sheet as of March 31, 2018.
The initial term of the lease is five years.
The lease includes multiple renewal options, and the maximum lease term cannot exceed 30 years.
Minimum future lease payments under non-cancelable operating and capital leases as of March 31, 2018, are as follows (in thousands):

Tables referenced above, in order (Table 0 first):
<table><tr><td></td><td colspan="2"> Fourth Quarter</td><td colspan="2">Change</td></tr><tr><td></td><td> 2009</td><td> 2008</td><td>Amount</td><td>Percent</td></tr><tr><td colspan="5">(In millions)</td></tr><tr><td> Average Deposits</td><td></td><td></td><td></td><td></td></tr><tr><td>Demand deposits — noninterest-bearing</td><td>$6,466</td><td>$5,205</td><td>$1,261</td><td>24%</td></tr><tr><td>Demand deposits — interest-bearing</td><td>5,482</td><td>3,988</td><td>1,494</td><td>37</td></tr><tr><td>Money market deposits</td><td>9,271</td><td>5,500</td><td>3,771</td><td>69</td></tr><tr><td>Savings and other domestic time deposits</td><td>4,686</td><td>5,034</td><td>-348</td><td>-7</td></tr><tr><td>Core certificates of deposit</td><td>10,867</td><td>12,588</td><td>-1,721</td><td>-14</td></tr><tr><td>Total core deposits</td><td>36,772</td><td>32,315</td><td>4,457</td><td>14</td></tr><tr><td>Other deposits</td><td>3,442</td><td>5,268</td><td>-1,826</td><td>-35</td></tr><tr><td>Total deposits</td><td>$40,214</td><td>$37,583</td><td>$2,631</td><td>7%</td></tr></table>
<table><tr><td></td><td colspan="2"> As of February 29 or 28</td></tr><tr><td> <i>(In thousands)</i> </td><td> 2012</td><td> 2011<sup></sup> <i><sup>-1</sup></i> <sup></sup></td></tr><tr><td>Revolving credit facility</td><td>$943</td><td>$1,002</td></tr><tr><td>Finance and capital lease obligations</td><td>367,674</td><td>380,234</td></tr><tr><td>Non-recourse notes payable</td><td>4,684,089</td><td>4,013,661</td></tr><tr><td>Total debt</td><td>5,052,706</td><td>4,394,897</td></tr><tr><td>Less short-term debt and current portion:</td><td></td><td></td></tr><tr><td>Revolving credit facility</td><td>943</td><td>1,002</td></tr><tr><td>Finance and capital lease obligations</td><td>14,108</td><td>12,617</td></tr><tr><td>Non-recourse notes payable</td><td>174,337</td><td>132,519</td></tr><tr><td>Total debt, excluding current portion</td><td>$4,863,318</td><td>$4,248,759</td></tr></table>
<table><tr><td>($ millions)</td><td rowspan="2">2017 N/A</td><td rowspan="2">Change vs. 2016 1%</td><td rowspan="2">2016 N/A</td><td rowspan="2">Change vs. 2015 -1%</td></tr><tr><td>Volume</td></tr><tr><td>Net sales</td><td>$20,717</td><td>—%</td><td>$20,730</td><td>-7%</td></tr><tr><td>Net earnings</td><td>$2,713</td><td>-2%</td><td>$2,778</td><td>5%</td></tr><tr><td>% of net sales</td><td>13.1%</td><td>-30 bps</td><td>13.4%</td><td>160 bps</td></tr></table>

Question: What is the ratio of Demand deposits — noninterest-bearing to the total in 2009?
Answer: 0.16079
Reasoning program: divide(6466,40214)