The following discussion of nonoperating income and expense excludes the results of US Airways in order to provide a more meaningful year-over-year comparison.
Interest expense, net of capitalized interest decreased $129 million in 2014 from 2013 primarily due to a $63 million decrease in special charges recognized year-over-year as further described below, as well as refinancing activities that resulted in $65 million less interest expense recognized in 2014.
(1) In 2014, American recognized $29 million of special charges relating to non-cash interest accretion on bankruptcy settlement obligations.
In 2013, American recognized $48 million of special charges relating to post-petition interest expense on unsecured obligations pursuant to the Plan and penalty interest related to American’s 10.5% secured notes and 7.50% senior secured notes.
In addition, in 2013 American recorded special charges of $44 million for debt extinguishment costs incurred as a result of the repayment of certain aircraft secured indebtedness, including cash interest charges and non-cash write offs of unamortized debt issuance costs.
(2) As a result of the 2013 refinancing activities and the early extinguishment of American’s 7.50% senior secured notes in 2014, American incurred $65 million less interest expense in 2014 as compared to 2013.
Other nonoperating expense, net in 2014 consisted of $92 million of net foreign currency losses, including a $43 million special charge for Venezuelan foreign currency losses, and $48 million of early debt extinguishment costs related to the prepayment of American’s 7.50% senior secured notes and other indebtedness.
The foreign currency losses were driven primarily by the strengthening of the U. S.  dollar relative to other currencies during 2014, principally in the Latin American market, including a 48% decrease in the value of the Venezuelan bolivar and a 14% decrease in the value of the Brazilian real.
Other nonoperating expense, net in 2013 consisted principally of net foreign currency losses of $55 million and early debt extinguishment charges of $29 million.
Reorganization Items, Net Reorganization items refer to revenues, expenses (including professional fees), realized gains and losses and provisions for losses that are realized or incurred as a direct result of the Chapter 11 Cases.
The following table summarizes the components included in reorganization items, net on American’s consolidated statement of operations for the year ended December 31, 2013 (in millions):
## Table 0 ##
(1) In exchange for employees’ contributions to the successful reorganization, including agreeing to reductions in pay and benefits, American agreed in the Plan to provide each employee group a deemed claim, which was used to provide a distribution of a portion of the equity of the reorganized entity to those employees.
Each employee group received a deemed claim amount based upon a portion of the value of cost savings provided by that group through reductions to pay and benefits as well as through certain work rule changes.
The total value of this deemed claim was approximately $1.7 billion.
(2) Amounts include allowed claims (claims approved by the Bankruptcy Court) and estimated allowed claims relating to (i) the rejection or modification of financings related to aircraft and (ii) entry of orders treated as unsecured claims with respect to facility agreements supporting certain issuances of special facility revenue
The following table details the change in our reported loans and deposits: Table 7 — Average Loans/Leases and Deposits — 2009 vs.  2008
## Table 1 ##
The $2.3 billion, or 6%, decrease in average total loans and leases primarily reflected: ?
$1.0 billion, or 4%, decline in average total commercial loans.
The decline in average CRE loans reflected our planned efforts to shrink this portfolio through payoffs and paydowns, as well as the impact of charge-offs and the 2009 reclassifications of CRE loans to C&I loans (see “Commercial Credit” section).
The decline in average C&I loans reflected paydowns, the Franklin restructuring, and a reduction in the line-of-credit utilization in our automobile dealer floorplan exposure; partially offset by the 2009 reclassifications.  ?
$1.0 billion, or 22%, decline in average automobile loans and leases due to the 2009 securitization of $1.0 billion of automobile loans, as well as the continued runoff of the automobile lease portfolio.  ?
$0.5 billion, or 9%, decline in residential mortgages reflecting the impact of loan sales, as well as the continued refinance of portfolio loans.
The majority of this refinance activity was fixed-rate loans, which we typically sell in the secondary market.
Partially offset by: ?
$0.2 billion, or 3%, increase in average home equity loans reflecting higher utilization of existing lines resulting from higher quality borrowers taking advantage of the current relatively lower interest rate environment, as well as a slowdown in runoff.
Total average investment securities increased $1.7 billion, or 38%, as the cash proceeds from core deposit growth and the capital actions initiated during 2009 were deployed.
This increase was partially offset by a
materially affected.
Our floorplan exposure is centered in large, multi-dealership entities, and we have focused on client selection and conservative underwriting standards.
We anticipate that the economic environment will affect our dealerships in the near-term, but we believe the majority of our portfolio will perform favorably relative to the industry in the increasingly stressed environment.
The decline in floorplan loans outstanding at December 31, 2009, compared with December 31, 2008, reflected reduced dealership inventory, in part as a result of the successful 2009 “Cash for Clunkers” program.
While the specific impacts associated with the ongoing changes in the industry are unknown, we believe that we have taken appropriate steps to limit our exposure.
When we have chosen to extend credit, our client selection process has focused us on the most diversified and strongest dealership groups.
We do not anticipate any material dealer-related losses in the portfolio despite numerous dealership closings during 2009.
Our dealer selection criteria, with a focus on multi-dealership groups has proven itself in this environment.
FRANKLIN RELATIONSHIP (This section should be read in conjunction with Significant Item 3 and the “Franklin Loans Restructuring Transaction” discussion located within the “Critical Accounting Policies and Use of Significant Estimates” section. )
As a result of the March 31, 2009, restructuring, on a consolidated basis, the $650.2 million nonaccrual commercial loan to Franklin at December 31, 2008, was no longer reported.
Instead, we reported the loans secured by first- and second- mortgages on residential properties and OREO properties, both of which had previously been assets of Franklin or its subsidiaries, and were pledged to secure our commercial loan to Franklin.
At the time of the restructuring, the loans had a fair value of $493.6 million and the OREO properties had a fair value of $79.6 million.
As of December 31, 2009, the balances had reduced to $443.9 million and $23.8 million, respectively.
There is not a specific ALLL for the Franklin portfolio.
The following table summarizes the Franklin-related balances for accruing loans, NALs, and OREO since the restructuring: Table 25 — Franklin-related Loan and OREO Balances
## Table 2 ##
The changes in the Franklin-related balances since the restructuring have been consistent with our expectations based on the restructuring agreement.
Collection strategies were designed to generate cash flow with the intention of reducing our exposure associated with these loans.
Consumer Credit Consumer credit approvals are based on, among other factors, the financial strength and payment history of the borrower, type of exposure, and the transaction structure.
Consumer credit decisions are generally made in a centralized environment utilizing decision models.
However, certain individuals who understand each local region have the authority to make credit extension decisions to preserve our local decision-making focus.
Each credit extension is assigned a specific probability-of-default and loss-given-default.
The probability-of-default is generally based on the borrower’s most recent credit bureau score (FICO), which we update quarterly, while the loss-given-default is related to the type of collateral and the LTV ratio associated with the credit extension.

Tables referenced above, in order (Table 0 first):
<table><tr><td></td><td>2013</td></tr><tr><td>Labor-related deemed claim -1</td><td>$1,733</td></tr><tr><td>Aircraft and facility financing renegotiations and rejections -2, -3</td><td>320</td></tr><tr><td>Fair value of conversion discount -4</td><td>218</td></tr><tr><td>Professional fees</td><td>199</td></tr><tr><td>Other</td><td>170</td></tr><tr><td>Total reorganization items, net</td><td>$2,640</td></tr></table>
<table><tr><td></td><td colspan="2"> Twelve Months Ended   December 31,</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> Loans/Leases</td><td></td><td></td><td></td><td></td></tr><tr><td>Commercial and industrial</td><td>$13,136</td><td>$13,588</td><td>$-452</td><td>-3%</td></tr><tr><td>Commercial real estate</td><td>9,156</td><td>9,732</td><td>-576</td><td>-6</td></tr><tr><td>Total commercial</td><td>22,292</td><td>23,320</td><td>-1,028</td><td>-4</td></tr><tr><td>Automobile loans and leases</td><td>3,546</td><td>4,527</td><td>-981</td><td>-22</td></tr><tr><td>Home equity</td><td>7,590</td><td>7,404</td><td>186</td><td>3</td></tr><tr><td>Residential mortgage</td><td>4,542</td><td>5,018</td><td>-476</td><td>-9</td></tr><tr><td>Other consumer</td><td>722</td><td>691</td><td>31</td><td>4</td></tr><tr><td>Total consumer</td><td>16,400</td><td>17,640</td><td>-1,240</td><td>-7</td></tr><tr><td>Total loans</td><td>$38,692</td><td>$40,960</td><td>$-2,268</td><td>-6%</td></tr><tr><td> Deposits</td><td></td><td></td><td></td><td></td></tr><tr><td>Demand deposits — noninterest-bearing</td><td>$6,057</td><td>$5,095</td><td>$962</td><td>19%</td></tr><tr><td>Demand deposits — interest-bearing</td><td>4,816</td><td>4,003</td><td>813</td><td>20</td></tr><tr><td>Money market deposits</td><td>7,216</td><td>6,093</td><td>1,123</td><td>18</td></tr><tr><td>Savings and other domestic time deposits</td><td>4,881</td><td>5,147</td><td>-266</td><td>-5</td></tr><tr><td>Core certificates of deposit</td><td>11,944</td><td>11,637</td><td>307</td><td>3</td></tr><tr><td>Total core deposits</td><td>34,914</td><td>31,975</td><td>2,939</td><td>9</td></tr><tr><td>Other deposits</td><td>4,475</td><td>5,861</td><td>-1,386</td><td>-24</td></tr><tr><td>Total deposits</td><td>$39,389</td><td>$37,836</td><td>$1,553</td><td>4%</td></tr></table>
<table><tr><td></td><td colspan="4"> 2009</td></tr><tr><td></td><td> December 31,</td><td> September 30,</td><td> June 30,</td><td> March 31,</td></tr><tr><td colspan="5"> (In millions)</td></tr><tr><td>Total accruing loans</td><td>$129.2</td><td>$126.7</td><td>$127.4</td><td>$127.5</td></tr><tr><td>Total nonaccrual loans</td><td>314.7</td><td>338.5</td><td>344.6</td><td>366.1</td></tr><tr><td>Total Loans</td><td>443.9</td><td>465.2</td><td>472.0</td><td>493.6</td></tr><tr><td>OREO</td><td>23.8</td><td>31.0</td><td>43.6</td><td>79.6</td></tr><tr><td>Total Franklin loans and OREO</td><td>$467.7</td><td>$496.2</td><td>$515.6</td><td>$573.2</td></tr></table>

Question: what was the ratio of the 2014 non operating expense related to early debt extinguishment charges to 2013
Answer: 1.65517
Reasoning program: divide(48,29)