lion and $41.8 million, respectively.
We expect to make contributions under these plans during fiscal 2011 of approximately $21 million.
Commitments and Contingencies Certain of our business acquisition agreements include “earn-out” provisions.
These provisions generally require that we pay to the seller or sellers of the business addi tional amounts based on the performance of the acquired business.
Since the size of each payment depends upon performance of the acquired business, we do not expect that such payments will have a material adverse impact on our future results of operations or financial condition.
For additional contingencies refer to Legal Proceedings in “Note 14 — Commitments and Contingencies” of Notes to Consolidated Financial Statements.
Contractual Obligations The following table summarizes scheduled maturities of our contractual obligations for which cash flows are fixed and determinable as of June 30, 2010:
## Table 0 ##
(1) Includes long-term and short-term debt and the related projected interest costs, and to a lesser extent, capital lease commitments.
Interest costs on long-term and short-term debt are projected to be $60.6 million in fiscal 2011, $60.8 million in fiscal 2012, $53.6 million in fiscal 2013, $44.0 million in fiscal 2014, $35.0 million in fiscal 2015 and $619.8 million thereafter.
Projected interest costs on variable rate instruments were calculated using market rates at June 30, 2010.
Refer to “Note 10 — Debt” of Notes to Consolidated Financial Statements.
(2) Minimum operating lease commitments only include base rent.
Certain leases provide for contingent rents that are not measurable at inception and primarily include rents based on a percentage of sales in excess of stipulated levels, as well as common area maintenance.
These amounts are excluded from minimum operating lease commitments and are included in the determination of total rent expense when it is probable that the expense has been incurred and the amount is reasonably measurable.
(3) Unconditional purchase obligations primarily include inventory commitments, estimated future earn-out payments, estimated royalty payments pursuant to license agreements, advertising commitments, capital improvement commitments, planned funding of pension and other postretirement benefit obligations, commitments pursuant to executive compensation arrangements, obligations related to our cost savings initiatives and acquisitions.
In July 2010, we acquired Smashbox Beauty Cosmetics for a purchase price of approximately $250 million, which was funded by cash provided by operations.
Future earn-out payments and future royalty and advertising commitments were estimated based on planned future sales for the term that was in effect at June 30, 2010, without consideration for potential renewal periods.
(4) Refer to “Note 8 — Income Taxes” of Notes to Consolidated Financial Statements for information regarding unrecognized tax benefits.
During the fourth quarter of fiscal 2010, we made a cash payment of $20.5 million to the U. S.  Treasury as an advance deposit, which is not reflected as a reduction to the $41.3 million.
As of June 30, 2010, the noncurrent portion of our unrecognized tax benefits, including related accrued interest and penalties was $152.7 million.
At this time, the settlement period for the noncurrent portion of the unrecognized tax benefits, including related accrued interest and penalties, cannot be determined and therefore was not included.
Derivative Financial Instruments and hedging Activities We address certain financial exposures through a controlled program of risk management that includes the use of derivative financial instruments.
We primarily enter into foreign currency forward and option contracts to reduce the effects of fluctuating foreign currency exchange rates and interest rate derivatives to manage the effects of interest rate movements on our aggregate liability portfolio.
We also enter into foreign currency forward and option contracts, not designated as hedging instruments, to mitigate the change in fair value of specific assets and liabilities on the balance sheet.
We do not utilize derivative financial instruments for trading or speculative purposes.
Costs associated with entering into these derivative financial instruments have not been material to our consolidated financial results.
long-range forecast for operating margin reflects these anticipated savings, net of strategic investments.
The Program focuses on a redesign of our organizational structure in order to integrate the Company in a more cohesive way and operate more globally across brands and functions.
A principal aspect of the Program is the reduction of the workforce by approximately 2,000 employees.
Specific actions taken during the year ended June 30, 2010 included: ??
Resize and Reorganize the Organization— We continued the realignment and optimization of our organization to better leverage scale, improve productivity and reduce complexity in each region and across various functions.
This included reduction of the workforce which occurred through the consolidation of certain functions through a combination of normal attrition and job eliminations.
??
Turnaround or Exit Unprofitable Operations — To improve the profitability in certain of our brands and regions, we have selectively exited certain channels of distribution, categories and markets.
During the first quarter of fiscal 2010, we approved the exit from the global wholesale distribution of our Prescriptives brand, which was completed during the fiscal year.
In connection with these activities, we recorded a reserve for product returns, wrote off inventory and incurred costs to reduce workforce and other exit costs.
Also during fiscal 2010, we approved a restructuring initiative that included the reformulation of Ojon brand products.
??
Outsourcing— In order to balance the growing need for information technology support with our efforts to provide the most efficient and cost effective solutions, we continued the outsourcing of certain information technology processes.
We incurred costs to transition services to an outsource provider.
## Table 1 ##
The total amount of restructuring charges expected to be incurred (including those recorded as set forth in the table above), plus other initiatives approved through August 17, 2010, include approximately $112 million to $113 million for employee-related costs, approximately $18 million in asset write-offs, which includes $8.8 million related to the impairment of other intangible assets, and approximately $23 million of contract terminations and other exit costs.
The following table presents accrued restructuring and the related activity under the Program:
## Table 2 ##
Accrued restructuring charges at June 30, 2010 are expected to result in cash expenditures funded from cash provided by operations of approximately $25 million and $6 million in fiscal 2011 and 2012, respectively.
We recorded other special charges in connection with the implementation of the Program for the years ended June 30, 2010 and 2009 of $12.3 million and $10.1 million, respectively, related to consulting, other professional services, and accelerated depreciation.
The total amount
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS Non-Financial Assets and Liabilities Measured at Fair Value on a Non-Recurring Basis During 2009, we classified the Atlantic Star as held for sale and recognized a charge of $7.1 million to reduce the carrying value of the ship to its fair value less cost to sell based on a firm offer received during 2009.
This amount was recorded within other operating expenses in our consolidated statement of operations.
We determined the fair market value of the Atlantic Star as of December 31, 2010 based on comparable ship sales adjusted for the condition, age and size of the ship.
We have categorized these inputs as Level 3 because they are largely based on our own assumptions.
As of December 31, 2010, the carrying amount of the Atlantic Star which we still believe represents its fair value was $46.4 million.
The following table presents a reconciliation of the Company’s fuel call options’ beginning and ending balances as follows (in thousands):

<table><tr><td> </td><td> </td><td colspan="5"> Payments Due in Fiscal</td><td> </td></tr><tr><td> </td><td> Total</td><td> 2011</td><td> 2012</td><td> 2013</td><td> 2014</td><td> 2015</td><td> Thereafter</td></tr><tr><td> </td><td colspan="7"> (In millions)</td></tr><tr><td>Debt service-1</td><td>$2,072.6</td><td>$84.1</td><td>$188.7</td><td>$67.2</td><td>$277.5</td><td>$35.1</td><td>$1,420.0</td></tr><tr><td>Operating lease commitments-2</td><td>1,203.3</td><td>200.2</td><td>175.7</td><td>152.3</td><td>131.9</td><td>115.8</td><td>427.4</td></tr><tr><td>Unconditional purchase obligations-3</td><td>2,212.9</td><td>1,302.3</td><td>214.6</td><td>204.1</td><td>94.8</td><td>96.2</td><td>300.9</td></tr><tr><td>Gross unrecognized tax benefits and interest — current-4</td><td>41.3</td><td>41.3</td><td>—</td><td>—</td><td>—</td><td>—</td><td>—</td></tr><tr><td>Total contractual obligations</td><td>$5,530.1</td><td>$1,627.9</td><td>$579.0</td><td>$423.6</td><td>$504.2</td><td>$247.1</td><td>$2,148.3</td></tr></table>
<table><tr><td> ( In millions)</td><td> Employee- Related   Costs</td><td> Asset   Write-offs</td><td> Contract Terminations</td><td> Other Exit Costs</td><td> Total</td></tr><tr><td>Fiscal 2009</td><td>$60.9</td><td>$4.2</td><td>$3.4</td><td>$1.8</td><td>$70.3</td></tr><tr><td>Fiscal 2010</td><td>29.3</td><td>11.0</td><td>2.3</td><td>6.2</td><td>48.8</td></tr><tr><td>Charges recorded through June 30, 2010</td><td>$90.2</td><td>$15.2</td><td>$5.7</td><td>$8.0</td><td>$119.1</td></tr></table>
<table><tr><td> ( In millions)</td><td>Employee- Related Costs</td><td>Asset Write-offs</td><td>Contract Terminations</td><td>Other Exit Costs</td><td>Total</td></tr><tr><td>Charges</td><td>$60.9</td><td>$4.2</td><td>$3.4</td><td>$1.8</td><td>$70.3</td></tr><tr><td>Cash payments</td><td>-7.5</td><td>—</td><td>-0.5</td><td>-1.6</td><td>-9.6</td></tr><tr><td>Non-cash write-offs</td><td>—</td><td>-4.2</td><td>—</td><td>—</td><td>-4.2</td></tr><tr><td>Translation adjustments</td><td>0.6</td><td>—</td><td>—</td><td>—</td><td>0.6</td></tr><tr><td>Other adjustments</td><td>-2.4</td><td>—</td><td>—</td><td>—</td><td>-2.4</td></tr><tr><td>Balance at June 30, 2009</td><td>51.6</td><td>—</td><td>2.9</td><td>0.2</td><td>54.7</td></tr><tr><td>Charges</td><td>29.3</td><td>11.0</td><td>2.3</td><td>6.2</td><td>48.8</td></tr><tr><td>Cash payments</td><td>-49.5</td><td>—</td><td>-5.1</td><td>-6.0</td><td>-60.6</td></tr><tr><td>Non-cash write-offs</td><td>—</td><td>-11.0</td><td>—</td><td>—</td><td>-11.0</td></tr><tr><td>Translation adjustments</td><td>-0.8</td><td>—</td><td>—</td><td>—</td><td>-0.8</td></tr><tr><td>Balance at June 30, 2010</td><td>$30.6</td><td>$—</td><td>$0.1</td><td>$0.4</td><td>$31.1</td></tr></table>

Question: If Contract Terminations develops with the same increasing rate in 2010, what will it reach in 2011? (in million)
Answer: 1.55588