INTERNATIONAL NETWORKS International Networks generated revenues of $1,637 million during 2012, which represented 37% of our total consolidated revenues.
Our International Networks segment principally consists of national and pan-regional television networks.
This segment generates revenue from operations in virtually every pay-television market in the world through an infrastructure that includes operational centers in London, Singapore and Miami.
Discovery Channel, Animal Planet and TLC lead the International Networks’ portfolio of television networks.
International Networks has one of the largest international distribution platforms of networks with as many as fourteen networks in more than 200 countries and territories around the world.
At December 31, 2012, International Networks operated over 180 unique distribution feeds in over 40 languages with channel feeds customized according to language needs and advertising sales opportunities.
International Networks also has free-to-air networks in the U. K. , Germany, Italy and Spain and continues to pursue international expansion.
Our International Networks segment owns and operates the following television networks which reached the following number of subscribers as of December 31, 2012:
## Table 0 ##
On December 21, 2012, our International Networks segment acquired 20% equity ownership interests in Eurosport, a European sports satellite and cable network, and a portfolio of pay television networks from TF1, a French media company, for $264 million, including transaction costs.
We have a call right that enables us to purchase a controlling interest in Eurosport starting December 2014 and for one year thereafter.
If we exercise our call right, TF1 will have the right to put its remaining interest to us for one year thereafter.
The arrangement is intended to increase the growth of Eurosport, which focuses on niche but regionally popular sports such as tennis, skiing, cycling and skating, and enhance our pay television offerings in France.
On December 28, 2012, we acquired Switchover Media, a group of five Italian television channels with children's and entertainment programming.
(See Note 3 to the accompanying consolidated financial statements. )
EDUCATION Education generated revenues of $105 million during 2012, which represented 2% of our total consolidated revenues.
Education is comprised of curriculum-based product and service offerings.
This segment generates revenues primarily from subscriptions charged to K-12 schools for access to an online suite of curriculum-based VOD tools, professional development services, digital textbooks and, to a lesser extent, student assessments and publication of hardcopy curriculum-based content.
Our education business also participates in global brand and content licensing and engages in partnerships with leading non-profits, corporations, foundations and trade associations.
CONTENT DEVELOPMENT Our content development strategy is designed to increase viewership, maintain innovation and quality leadership, and provide value for our network distributors and advertising customers.
Our content is sourced from a wide range of third-party producers, which include some of the world’s leading nonfiction production companies as well as independent producers.
Our production arrangements fall into three categories: produced, coproduced and licensed.
Substantially all produced content includes content that we engage third parties to develop and produce, while we retain editorial control and own most or all of the rights, in exchange for paying all development and production costs.
Coproduced content refers to program rights that we have collaborated with third parties to finance and develop because at times world-wide rights are not available for acquisition or we save costs by collaborating with third parties.
Licensed content is comprised of films or series that have been previously produced by third parties.
to film loans, which were charged-off in 2000.
The 2002 net charge-off amount was composed of $27.9 million in gross charge-offs and $22.2 million in gross recoveries.
The 2001 gross charge-offs included one entertainment credit totaling $3.8 million.
Of the total 2001 gross charge-offs, $4.9 million were classified as nonperforming loans at the end of 2000.
The 2001 gross recoveries included three credits, one from our technology industry sector and two from our discontinued entertainment and healthcare niches, totaling $12.0 million.
The unallocated component of the allowance for loan losses at December 31, 2001 decreased $14.3 million from 2000.
The decrease in the unallocated allowance between 2000 and 2001, principally reflects our management’s decision to provide an additional allocation of the allowance for loan losses for our early-stage product loan portfolio.
No such specific allocation existed at December 31, 2000.
Early-stage product loans represent approximately 20% of our total loan portfolio and are defined by us as loans made to nonpublic, emerging growth, technology and life science companies that have not yet attained profitability.
We determined that an additional allocation of the allowance for loan losses was necessary as our early-stage product loan portfolio experienced higher than normal annualized gross loan losses that ranged from approximately 7% to 10% during each of the last three fiscal quarters of 2001.
Therefore, our management established an additional allocation to specifically address potential loan losses from this portfolio.
The 2000 gross charge-offs included three entertainment credits totaling $23.1 million and two commercial credits totaling $12 million in our healthcare services industry sector.
Of the total 2000 gross charge-offs, $13.4 million were classified as nonperforming loans at the end of 1999.
Nonperforming Assets Nonperforming assets consist of loans that are past due 90 days or more that are still accruing interest, loans on nonaccrual status, other real estate owned (OREO), and other foreclosed assets.
The table below sets forth certain data and ratios between nonperforming loans, nonperforming assets, and the allowance for loan losses.
During 2003, 2002 and 2001, our nonaccrual loans represented all impaired loans.
We measure all loans placed on nonaccrual status for impairment based on the fair value of the underlying collateral or the net present value of the expected cash flows in accordance with SFAS No.114, “Accounting by Creditors for Impairment of a Loan.
” For all periods presented, nonperforming loans equaled nonperforming assets.
## Table 1 ##
The following table sets forth information regarding the Company’s investments.
See note 6 of notes to the Company’s consolidated financial statements for additional information regarding the Company’s investment portfolio.
## Table 2 ##
(a) Reduced by payables for securities lending and repurchase agreements, and adjusted for the impact of unrealized investment gains and losses, receivables for investment sales and payables on investment purchases.
(b) Excluding net realized and unrealized investment gains and losses.
DERIVATIVES See note 16 of notes to the Company’s consolidated financial statements for a discussion of the policies and transactions related to the Company’s derivative financial instruments.
COMPETITION The property and casualty insurance industry is highly competitive in the areas of price, service, product offerings, agent relationships and method of distribution, i. e. , use of independent agents, exclusive agents and/or salaried employees.
According to A. M.  Best, there are approximately 975 property casualty organizations in the United States, comprising approximately 2,400 property casualty companies.
Of those organizations, the top 150 accounted for approximately 92% of the consolidated industry’s total net written premiums in 2004.
Several property and casualty insurers writing commercial lines of business, including the Company, offer products for alternative forms of risk protection in addition to traditional insurance products.
These products, including large deductible programs and various forms of self-insurance that utilize captive insurance companies and risk retention groups, have been instituted in reaction to the escalating cost of insurance caused in part by increased costs from workers’ compensation cases and jury awards in third-party liability cases.
Commercial.
The insurance industry is represented in the commercial marketplace by many insurance companies of varying size as well as other entities offering risk alternatives such as self-insured retentions or captive programs.
Market competition works within the insurance regulatory framework to set the price charged for insurance products and the level of service provided.
Growth is driven by a company’s ability to provide insurance and services at a price that is reasonable and acceptable to the customer.
In addition, the marketplace is affected by available capacity of the insurance industry, as measured by policyholders’ surplus, and the availability of reinsurance.
Surplus expands and contracts primarily in conjunction with profit levels generated by the industry.
Growth in premium and service business is also measured by a company’s ability to retain existing customers and to attract new customers.
Additionally, many large commercial customers self-insure their risks or utilize large deductibles on purchased insurance.
Commercial Accounts business has historically been written through independent agents and brokers, although some companies use direct writing.
Competitors in this market are primarily national property casualty insurance companies willing to write most classes of business using traditional products and pricing and, to a lesser extent, regional insurance companies and companies that have developed niche programs for specific industry segments.
Companies compete on price, product offerings, response time in

<table><tr><td>Global Networks</td><td>InternationalSubscribers(millions)</td><td>Regional Networks</td><td>InternationalSubscribers(millions)</td></tr><tr><td>Discovery Channel</td><td>246</td><td>DMAX</td><td>90</td></tr><tr><td>Animal Planet</td><td>183</td><td>Discovery Kids</td><td>61</td></tr><tr><td>TLC, Real Time and Travel & Living</td><td>174</td><td>Quest</td><td>26</td></tr><tr><td>Discovery Science</td><td>75</td><td>Discovery History</td><td>13</td></tr><tr><td>Investigation Discovery</td><td>63</td><td>Shed</td><td>12</td></tr><tr><td>Discovery Home & Health</td><td>57</td><td>Discovery en Espanol (U.S.)</td><td>5</td></tr><tr><td>Turbo</td><td>42</td><td>Discovery Familia (U.S)</td><td>4</td></tr><tr><td>Discovery World</td><td>27</td><td></td><td></td></tr></table>
<table><tr><td> </td><td colspan="5"> December 31,</td></tr><tr><td> </td><td>2003</td><td>2002</td><td>2001</td><td>2000</td><td> 1999</td></tr><tr><td> </td><td colspan="5"> (Dollars in thousands)</td></tr><tr><td>Nonperforming assets:</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Loans past due 90 days or more</td><td>$—</td><td>$—</td><td>$1,000</td><td>$98</td><td>$911</td></tr><tr><td>Nonaccrual loans</td><td>12,350</td><td>20,411</td><td>17,307</td><td>18,287</td><td>27,552</td></tr><tr><td>Total nonperforming assets</td><td>$12,350</td><td>$20,411</td><td>$18,307</td><td>$18,385</td><td>$28,463</td></tr><tr><td>Nonperforming loans as a percent of total gross loans</td><td>0.6%</td><td>1.0%</td><td>1.0%</td><td>1.1%</td><td>1.7%</td></tr><tr><td>Nonperforming assets as a percent of total assets</td><td>0.3%</td><td>0.5%</td><td>0.4%</td><td>0.3%</td><td>0.6%</td></tr><tr><td>Allowance for loan losses</td><td>$64,500</td><td>$70,500</td><td>$72,375</td><td>$73,800</td><td>$71,800</td></tr><tr><td>As a percent of total gross loans</td><td>3.2%</td><td>3.4%</td><td>4.1%</td><td>4.3%</td><td>4.4%</td></tr><tr><td>As a percent of nonaccrual loans</td><td>522.3%</td><td>345.4%</td><td>418.2%</td><td>403.6%</td><td>260.6%</td></tr><tr><td>As a percent of nonperforming loans</td><td>522.3%</td><td>345.4%</td><td>395.3%</td><td>401.4%</td><td>252.3%</td></tr></table>
<table><tr><td> (for the year ended December 31, in millions)</td><td>2005</td><td>2004</td><td> 2003</td></tr><tr><td>Average investments (a)</td><td>$66,695</td><td>$55,139</td><td>$35,306</td></tr><tr><td>Net investment income</td><td>$3,165</td><td>$2,663</td><td>$1,869</td></tr><tr><td>Average pretax yield (b)</td><td>4.7%</td><td>4.8%</td><td>5.3%</td></tr><tr><td>Average pretax equivalent yield (b)</td><td>5.6%</td><td>5.6%</td><td>6.2%</td></tr><tr><td>Average aftertax yield (b)</td><td>3.7%</td><td>3.7%</td><td>4.0%</td></tr></table>

Question: what were 2012 total consolidated revenues in millions?