me mantianresults summary for the rugerty DIVISIUITUr CER united is provided UElow. CCR Limited Fogerty Division Income Statement data 2021 2020 2019 in millions in millions in millions Revenue 11890 9980 8500 Cost and expenses Cost of revenue 2854 2495 2210 Research and development 2140 2195.6 2040 Marketing and sales 1784 1796.4 1360 General and administrative * 1189 1297.4 1105 Total costs and expenses 7966 7784.4 6715 Income from operations 3924 2196 1785 Interest expense 8 6 Income before tax 3916 2190 1781 Provision for income taxes 587 328 267 Net income 3328 1861 1514 Balance Sheet data Assets Current assets 14100 9600 7100 Property plant & equipment 7050 4800 3550 Intangibles 2820 1920 1420 Other 4230 2880 2130 Total assets 28200 19200 14200 Liabilities and Shareholders' Equity Current liabilities 2256 1536 1704 Capital lease obligations 564 384 284 Long-term debt 3384 2304 1704 Other liabilities 1410 960 142 Total Laibilities 7614 5184 3834 Total shareholders' equity 20586 14016 10366 Total liabilities and shareholders' equity 28200 19200 14200 *30% of the general and administrative expenses are deemed not controllable by the divisional manager. Under its standard performance management policy, CCR deems that divisional managers cannot control 30% of G&A expenses. This policy, given a hurdle rate of 9%, produces controllable ROI and RI of 15.18% and $1742, respectively. However, Fogerty Division's manager, Gram Parsons, contests this allocation of G&A expenses. Under Parson's preferred treatment of non-controllable expenses, Fogerty's controllable ROI and RI would be 16.02% and $1981, respectively. What percentage of G&A expenses does Parsons argue that CCR should deem non-controllable by division managers? 20% 40% O 50% 10%