Other revenues increased $18 million, or 5%, to $410 million for the year ended December 31, 2013 compared to $392 million for the prior year primarily due to an $18 million unfavorable impact from unlocking for the year ended December 31, 2013 compared to a $41 million unfavorable impact in the prior year.
The primary driver of the unlocking impact to other revenues in both periods was lower projected gains on reinsurance contracts resulting from favorable mortality experience.
Expenses Total expenses, which exclude the market impact on indexed universal life benefits (net of hedges and the related DAC amortization), increased $135 million, or 8%, to $1.8 billion for the year ended December 31, 2013 compared to $1.7 billion for the prior year primarily due to an increase in benefits, claims, losses and settlement expenses.
Distribution expenses increased $10 million, or 15%, to $77 million for the year ended December 31, 2013 compared to $67 million for the prior year driven by higher compensation related to higher sales.
Benefits, claims, losses and settlement expenses, which exclude the market impact on indexed universal life benefits (net of hedges), increased $106 million, or 9%, to $1.3 billion for the year ended December 31, 2013 compared to $1.1 billion for the prior year due to the impact of unlocking, higher expenses related to our auto and home business, an $8 million increase in disability income reserves in the second quarter of 2013 related to prior periods and a $9 million benefit from a life insurance reserve release in the prior year.
The increase in expenses related to our auto and home business was driven by higher claim and claim adjustment expense reflecting the impact of growth in exposures due to a 29% increase in gross new policies and higher loss cost trends, partially offset by lower catastrophe losses.
Auto and home catastrophe losses were $42 million in 2013 compared to $51 million in the prior year, including $20 million from Superstorm Sandy.
Benefits, claims, losses and settlement expenses for the year ended December 31, 2013 included a $4 million benefit from unlocking compared to a $14 million benefit in the prior year.
The primary driver of the unlocking impact in both periods was favorable mortality experience.
Amortization of DAC increased $8 million, or 7%, to $118 million for the year ended December 31, 2013 compared to $110 million for the prior year due to the impact of unlocking.
The impact of unlocking was a $3 million benefit for the year ended December 31, 2013 compared to a $14 million benefit in the prior year.
The primary driver of the unlocking impact in both periods was a lower mortality assumption.
Corporate & Other Our Corporate & Other segment consists of net investment income or loss on corporate level assets, including excess capital held in our subsidiaries and other unallocated equity and other revenues as well as unallocated corporate expenses.
The Corporate & Other segment also includes revenues and expenses of CIEs, which are excluded on an operating basis.
The following table presents the results of operations of our Corporate & Other segment on an operating basis:
## Table 0 ##
United Launch Alliance See the discussion of Indemnifications to ULA and Financing Commitments in Notes 6, 11, and 12 to our Consolidated Financial Statements.
F/A-18 See the discussion of the F/A-18 program in Note 11 to our Consolidated Financial Statements.
Sea Launch See the discussion of the Sea Launch receivables in Note 7 to our Consolidated Financial Statements.
Commercial Crew See the discussion of Fixed-Price Development Contracts in Note 11 to our Consolidated Financial Statements.
Global Services Business Environment and Trends The aerospace markets we serve include parts distribution, logistics, and other inventory services; maintenance, engineering, and upgrades; training and professional services; and information services.
We expect the market to grow by around 3.5% annually.
As the size of the worldwide commercial airline fleet continues to grow, so does demand for aftermarket services designed to increase efficiency and extend the economic lives of airplanes.
Airlines are using data analytics to plan flight operations and predictive maintenance to improve their productivity and efficiency.
Airlines continue to look for opportunities to reduce the size and cost of their spare parts inventory, frequently outsourcing spares management to third parties.
Government services market segments are growing on pace with related fleets, but vary based on the utilization and age of the aircraft.
The U. S.  government services market is the single largest individual market, comprising over 50 percent of the government services markets served.
Over the next decade, we expect U. S.  growth to remain flat and non-U.
S.  fleets, led by Middle East and Asia Pacific customers, to add rotorcraft and commercial derivative aircraft at the fastest rates.
We expect less than 20 percent of the worldwide fleet of military aircraft to be retired and replaced over the next ten years, driving increased demand for services to maintain aging aircraft and enhance aircraft capability.
BGS’ major customer, the U. S.  government, remains subject to the spending limits and uncertainty described on page 29, which could restrict the execution of certain program activities and delay new programs or competitions.
Industry Competitiveness Aviation services is a competitive market with many domestic and international competitors.
This market environment has resulted in intense pressures on pricing and we expect these pressures to continue or intensify in the coming years.
Continued access to global markets remains vital to our ability to fully realize our sales growth potential and long-term investment returns.
Results of Operations
## Table 1 ##
potentially responsible parties, and existing technology, laws, and regulations.
The ultimate liability for remediation is difficult to determine because of the number of potentially responsible parties involved, sitespecific cost sharing arrangements with other potentially responsible parties, the degree of contamination by various wastes, the scarcity and quality of volumetric data related to many of the sites, and the speculative nature of remediation costs.
Current obligations are not expected to have a material adverse effect on our consolidated results of operations, financial condition, or liquidity.
Personal Injury – The cost of personal injuries to employees and others related to our activities is charged to expense based on estimates of the ultimate cost and number of incidents each year.
We use third-party actuaries to assist us with measuring the expense and liability, including unasserted claims.
The Federal Employers’ Liability Act (FELA) governs compensation for work-related accidents.
Under FELA, damages are assessed based on a finding of fault through litigation or out-of-court settlements.
We offer a comprehensive variety of services and rehabilitation programs for employees who are injured at work.
Annual expenses for personal injury-related events were $240 million in 2006, $247 million in 2005, and $288 million in 2004.
As of December 31, 2006 and 2005, we had accrued liabilities of $631 million and $619 million for future personal injury costs, respectively, of which $233 million and $274 million was recorded in current liabilities as accrued casualty costs, respectively.
Our personal injury liability is discounted to present value using applicable U. S.  Treasury rates.
Approximately 87% of the recorded liability related to asserted claims, and approximately 13% related to unasserted claims.
Estimates can vary over time due to evolving trends in litigation.
Our personal injury claims activity was as follows:
## Table 2 ##
Depreciation – The railroad industry is capital intensive.
Properties are carried at cost.
Provisions for depreciation are computed principally on the straight-line method based on estimated service lives of depreciable property.
The lives are calculated using a separate composite annual percentage rate for each depreciable property group, based on the results of internal depreciation studies.
We are required to submit a report on depreciation studies and proposed depreciation rates to the STB for review and approval every three years for equipment property and every six years for road property.
The cost (net of salvage) of depreciable railroad property retired or replaced in the ordinary course of business is charged to accumulated depreciation, and no gain or loss is recognized.
A gain or loss is recognized in other income for all other property upon disposition because the gain or loss is not part of rail operations.
The cost of internally developed software is capitalized and amortized over a five-year period.
Significant capital spending in recent years increased the total value of our depreciable assets.
Cash capital spending totaled $2.2 billion for the year ended December 31, 2006.
For the year ended December 31, 2006, depreciation expense was $1.2 billion.
We use various methods to estimate useful lives for each group of depreciable property.
Due to the capital intensive nature of the business and the large base of depreciable assets, variances to those estimates could have a material effect on our Consolidated Financial Statements.
If the estimated useful lives of all depreciable assets were increased by one year, annual depreciation expense would decrease by approximately $43 million.
If the estimated useful lives of all assets to be depreciated were decreased by one year, annual depreciation expense would increase by approximately $45 million.
Income Taxes – As required under FASB Statement No.109, Accounting for Income Taxes, we account for income taxes by recording taxes payable or refundable for the current year and deferred tax assets and liabilities for the future tax consequences of events that have been recognized in our financial statements or tax returns.
These

<table><tr><td></td><td colspan="2">Years Ended December 31,</td><td></td><td></td></tr><tr><td></td><td>2013</td><td>2012</td><td colspan="2">Change</td></tr><tr><td></td><td colspan="3">(in millions)</td><td></td></tr><tr><td>Revenues</td><td></td><td></td><td></td><td></td></tr><tr><td>Management and financial advice fees</td><td>$—</td><td>$-1</td><td>$1</td><td>NM</td></tr><tr><td>Distribution fees</td><td>1</td><td>1</td><td>—</td><td>—%</td></tr><tr><td>Net investment income (loss)</td><td>-18</td><td>9</td><td>-27</td><td>NM</td></tr><tr><td>Other revenues</td><td>6</td><td>10</td><td>-4</td><td>-40</td></tr><tr><td>Total revenues</td><td>-11</td><td>19</td><td>-30</td><td>NM</td></tr><tr><td>Banking and deposit interest expense</td><td>—</td><td>-1</td><td>1</td><td>NM</td></tr><tr><td>Total net revenues</td><td>-11</td><td>20</td><td>-31</td><td>NM</td></tr><tr><td>Expenses</td><td></td><td></td><td></td><td></td></tr><tr><td>Distribution expenses</td><td>1</td><td>—</td><td>1</td><td>NM</td></tr><tr><td>Interest and debt expense</td><td>123</td><td>94</td><td>29</td><td>31</td></tr><tr><td>General and administrative expense</td><td>210</td><td>196</td><td>14</td><td>7</td></tr><tr><td>Total expenses</td><td>334</td><td>290</td><td>44</td><td>15</td></tr><tr><td>Operating loss</td><td>$-345</td><td>$-270</td><td>$-75</td><td>-28%</td></tr></table>
<table><tr><td>Years ended December 31,</td><td>2017</td><td>2016</td><td>2015</td></tr><tr><td>Revenues</td><td>$14,639</td><td>$13,925</td><td>$13,293</td></tr><tr><td>% of total company revenues</td><td>16%</td><td>15%</td><td>14%</td></tr><tr><td>Earnings from operations</td><td>$2,256</td><td>$2,177</td><td>$1,835</td></tr><tr><td>Operating margins</td><td>15.4%</td><td>15.6%</td><td>13.8%</td></tr></table>
<table><tr><td><i>Claims Activity</i></td><td>2006</td><td>2005</td><td>2004</td></tr><tr><td>Open claims, beginning balance</td><td>4,197</td><td>4,028</td><td>4,085</td></tr><tr><td>New claims</td><td>4,190</td><td>4,584</td><td>4,366</td></tr><tr><td>Settled or dismissed claims</td><td>-4,261</td><td>-4,415</td><td>-4,423</td></tr><tr><td>Open claims, ending balance at December 31</td><td>4,126</td><td>4,197</td><td>4,028</td></tr></table>

Question: If Interest and debt expense develops with the same growth rate in 2013, what will it reach in 2014? (in million)
Answer: 160.94681