Key Operating and Financial Activities Significant operating and financial activities during 2012 include: ?
Net proved reserve additions for the E&P and OSM segments combined of 389 mmboe, for a 226 percent reserve replacement ratio ?
Increased proved liquid hydrocarbon and synthetic crude oil reserves by 316 mmbbls, for a reserve replacement of 268 percent for these commodities ?
Recorded more than 95 percent average operational availability for operated E&P assets ?
Increased E&P net sales volumes, excluding Libya, by 8 percent ?
Eagle Ford shale average net sales volumes of 65 mboed for December 2012, a fourfold increase over December 2011 ?
Bakken shale average net sales volumes of 29 mboed, a 71 percent increase over last year ?
Resumed sales from Libya and reached pre-conflict production levels ?
International liquid hydrocarbon sales volumes, for which average realizations have exceeded WTI, were 62 percent of net E&P liquid hydrocarbon sales ?
Closed $1 billion of acquisitions in the core of the Eagle Ford shale ?
Assumed operatorship of the Vilje field located offshore Norway ?
Signed agreements for new exploration positions in E. G. , Gabon, Kenya and Ethiopia ?
Issued $1 billion of 3-year senior notes at 0.9 percent interest and $1 billion of 10-year senior notes at 2.8 percent interest Some significant 2013 activities through February 22, 2013 include: ?
Closed sale of our Alaska assets in January 2013 ?
Closed sale of our interest in the Neptune gas plant in February 2013 Consolidated Results of Operations: 2012 compared to 2011 Consolidated income before income taxes was 38 percent higher in 2012 than consolidated income from continuing operations before income taxes were in 2011, largely due to higher liquid hydrocarbon sales volumes in our E&P segment, partially offset by lower earnings from our OSM and IG segments.
The 7 percent decrease in income from continuing operations included lower earnings in the U. K.  and E. G. , partially offset by higher earnings in Libya.
Also, in 2011 we were not in an excess foreign tax credit position for the entire year as we were in 2012.
The effective income tax rate for continuing operations was 74 percent in 2012 compared to 61 percent in 2011.
Revenues are summarized in the following table:
## Table 0 ##
E&P segment revenues increased $1,055 million from 2011 to 2012, primarily due to higher average liquid hydrocarbon sales volumes.
E&P segment revenues included a net realized gain on crude oil derivative instruments of $15 million in 2012 while the impact of derivatives was not significant in 2011.
See Item 8.
Financial Statements and Supplementary Data – Note 16 to the consolidated financial statement for more information about our crude oil derivative instruments.
Included in our E&P segment are supply optimization activities which include the purchase of commodities from third parties for resale.
See the Cost of revenues discussion as revenues from supply optimization approximate the related costs.
Supply optimization serves to aggregate volumes in order to satisfy transportation commitments and to achieve flexibility within product
## Table 1 ##
(1) "Unit Count" includes retail stores, wholesale clubs and other.
Walmart International unit counts, with the exception of Canada, are as of December 31, to correspond with the fiscal year end of the related geographic market.
Canada unit counts and square footage are as of January 31.
(2) "Square Feet" columns are reported in thousands.
(4) All periods presented exclude units and square feet for the Vips restaurant business.
The Company completed the sale of the Vips restaurant business in fiscal 2015.
Unit counts(1) as of January?31, 2019 for Walmart International are summarized by major category for each geographic market as follows:
## Table 2 ##
(1) Walmart International unit counts, with the exception of Canada, are as of December?31, 2018, to correspond with the balance sheet date of the related geographic market.
Canada unit counts are as of January?31, 2019.
(2) Other includes stand-alone gas stations.
(3) Africa unit counts by country are Botswana (11), Ghana (4), Kenya (2), Lesotho (3), Malawi (2), Mozambique (6), Namibia (4), Nigeria (5), South Africa (389), Swaziland (1), Tanzania (1), Uganda (1) and Zambia (7).
(4) Central America unit counts by country are Costa Rica (256), El Salvador (97), Guatemala (250), Honduras (105) and Nicaragua (103).
Merchandise.
The merchandising strategy for Walmart International is similar to that of our operations in the U. S.  in terms of the breadth and scope of merchandise offered for sale.
While brand name merchandise accounts for a majority of our sales, we have both leveraged U. S.  private brands and developed market specific private brands to serve our customers with high quality, low priced items.
Along with the private brands we market globally, such as "Equate," "George," "Great Value," "Holiday Time," "Mainstays," "Marketside," and "Parent's Choice," our international markets have developed market specific brands including "Aurrera," "Cambridge," "Lider," "Myntra," "Jabong," "PhonePe," and "Extra Special. "
In addition, we have developed relationships with regional and local suppliers in each market to ensure reliable sources of quality merchandise that is equal to national brands at low prices.
Operations.
The hours of operation for operating units in Walmart International vary by country and by individual markets within countries, depending upon local and national ordinances governing hours of operation.
Operating units in each country accept a variety of payment methods.
Seasonal Aspects of Operations.
Walmart International's business is seasonal to a certain extent.
Historically, the segment's highest sales volume and operating income have occurred in the fourth quarter of our fiscal year.
The seasonality of the business varies by country due to different national and religious holidays, festivals and customs, as well as different weather patterns.
Competition.
Walmart International competes with omni-channel retailers who operate department, drug, discount, variety and specialty stores, supermarkets, hypermarkets and supercenter-type stores, wholesale clubs, home-improvement stores, specialty electronics stores, cash & carry operations and convenience stores, and eCommerce retailers, as well as catalog businesses.
Our ability to develop, open and operate units at the right locations and to deliver a customer-centric omni-channel experience largely determines our competitive position within the retail industry.
We believe price leadership is a critical part of our business model and we continue to focus on moving our markets towards an EDLP approach.
Additionally, our ability to operate food departments effectively has a significant impact on our competitive position in the markets where we operate.
Distribution.
We utilize a total of 226 distribution facilities located in Argentina, Canada, Central America, Chile, China, Japan, Mexico, South Africa, India and the United Kingdom.
Through these facilities, we process and distribute both imported and domestic products to the operating units of the Walmart International segment.
During fiscal 2019, approximately 83% of Walmart International's purchases passed through these distribution facilities.
Suppliers ship the balance of Walmart International's purchases directly to our stores in the various markets in which we operate.
We ship merchandise purchased by customers on our eCommerce platforms by a number of methods from multiple locations including from our 90 dedicated eCommerce fulfillment centers, as well as more than 1,900 eCommerce sort centers in India.12 Sam's Club Segment Sam's Club operates in 44 states in the U. S.  and in Puerto Rico.
Sam's Club is a membership-only warehouse club that also operates samsclub.
com.
Sam's Club had net sales of $57.8 billion for fiscal 2019, representing 11% of our consolidated fiscal 2019 net sales, and had net sales of $59.2 billion and $57.4 billion for fiscal 2018 and 2017, respectively.
As a membershiponly warehouse club, membership income is a significant component of the segment's operating income.
Sam's Club operates with a lower gross profit rate and lower operating expenses as a percentage of net sales than our other segments.
Membership.
The following two options are available to members:
## Table 3 ##
All memberships include a spouse/household card at no additional cost.
Plus Members are eligible for Cash Rewards, which is a benefit that provides $10 for every $500 in qualifying Sam's Club purchases up to a $500 cash reward annually.
The amount earned can be used for purchases, membership fees or redeemed for cash.
Plus Members are also eligible for Free Shipping on the majority of merchandise, with no minimum order size, and receive discounts on prescriptions, glasses and contacts.
Omni-channel.
While Sam's Club is a membership-only warehouse club, it provides an omni-channel experience to customers, integrating retail stores and eCommerce.
The warehouse facility sizes generally range between 34,000 and 168,000 square feet, with an average size of approximately 134,000 square feet.
The following table provides the retail unit count and retail square feet for the fiscal years shown:
## Table 4 ##
(1) "Total" and "Square Feet" columns are as of January?31 for the fiscal years shown.
"Square Feet" column is reported in thousands.
Members have access to a broad assortment of merchandise, including products not found in our clubs, and services online at samsclub.
com and through our mobile commerce applications, providing the option of delivery direct-to-home or to the club through services such as "Club Pickup. "
Sam's Club omni-channel capabilities also include "Scan and Go," a mobile checkout and payment solution, which allows members to bypass the checkout line.
Merchandise.
Sam's Club offers merchandise in the following five merchandise categories: ?
Grocery and consumables includes dairy, meat, bakery, deli, produce, dry, chilled or frozen packaged foods, alcoholic and nonalcoholic beverages, floral, snack foods, candy, other grocery items, health and beauty aids, paper goods, laundry and home care, baby care, pet supplies and other consumable items; ?
Fuel and other categories consists of gasoline stations, tobacco, tools and power equipment, and tire and battery centers; ?
Home and apparel includes home improvement, outdoor living, grills, gardening, furniture, apparel, jewelry, housewares, toys, seasonal items, mattresses and small appliances; ?
Technology, office and entertainment includes electronics, wireless, software, video games, movies, books, music, office supplies, office furniture, photo processing and third-party gift cards; and ?
Health and wellness includes pharmacy, optical and hearing services and over-the-counter drugs.
The Retail Industry We operate in the highly competitive omni-channel retail industry in all of the markets we serve.
We face strong sales competition from other discount, department, drug, dollar, variety and specialty stores, warehouse clubs and supermarkets, as well as eCommerce businesses.
Many of these competitors are national, regional or international chains or have a national or international omni-channel or eCommerce presence.
We also compete with a number of companies for attracting and retaining quality employees ("associates").
We, along with other retail companies, are influenced by a number of factors including, but not limited to: catastrophic events, weather, competitive pressures, consumer disposable income, consumer debt levels and buying patterns, consumer credit availability, cost of goods, currency exchange rate fluctuations, customer preferences, deflation, inflation, fuel and energy prices, general economic conditions, insurance costs, interest rates, labor costs, tax rates, the imposition of tariffs, cybersecurity attacks and unemployment.
Further information on the factors that can affect our operating results and on certain risks to our Company and an investment in its securities can be found herein under "Item 1A.
Risk Factors," and under "Cautionary Statement Regarding Forward-Looking Statements. "32 Company Performance Metrics We are committed to helping customers save money and live better through everyday low prices, supported by everyday low costs. ?
At times, we adjust our business strategies to maintain and strengthen our competitive positions in the countries in which we operate. ?
We define our financial framework as: ?
strong, efficient growth; ?
consistent operating discipline; and ?
strategic capital allocation.
As we execute on this financial framework, we believe our returns on capital will improve over time.
Strong, Efficient Growth Our objective of prioritizing strong, efficient growth means we will focus on the most productive growth opportunities, increasing comparable store and club sales, accelerating eCommerce sales growth and expansion of omni-channel initiatives while slowing the rate of growth of new stores and clubs.
At times, we make strategic investments which are focused on the long-term growth of the Company.
Comparable sales is a metric that indicates the performance of our existing stores and clubs by measuring the change in sales for such stores and clubs, including eCommerce sales, for a particular period over the corresponding period in the previous year.
The retail industry generally reports comparable sales using the retail calendar (also known as the 4-5-4 calendar).
To be consistent with the retail industry, we provide comparable sales using the retail calendar in our quarterly earnings releases.
However, when we discuss our comparable sales below, we are referring to our calendar comparable sales calculated using our fiscal calendar, which may result in differences when compared to comparable sales using the retail calendar.
Calendar comparable sales, as well as the impact of fuel, for fiscal 2019 and 2018, were as follows:

<table><tr><td>(In millions)</td><td>2012</td><td>2011</td></tr><tr><td>E&P</td><td>$14,084</td><td>$13,029</td></tr><tr><td>OSM</td><td>1,552</td><td>1,588</td></tr><tr><td>IG</td><td>—</td><td>93</td></tr><tr><td>Segment revenues</td><td>15,636</td><td>14,710</td></tr><tr><td>Elimination of intersegment revenues</td><td>—</td><td>-47</td></tr><tr><td>Unrealized gain on crude oil derivative instruments</td><td>52</td><td>—</td></tr><tr><td>Total revenues</td><td>$15,688</td><td>$14,663</td></tr></table>
<table><tr><td></td><td colspan="2">China</td><td colspan="2">India</td><td colspan="2">Japan</td><td colspan="2">Mexico<sup>-4</sup></td><td colspan="2">UnitedKingdom</td><td colspan="2">Total Segment</td></tr><tr><td>Fiscal Year</td><td>UnitCount</td><td>SquareFeet</td><td>UnitCount</td><td>SquareFeet</td><td>UnitCount</td><td>SquareFeet</td><td>UnitCount</td><td>SquareFeet</td><td>UnitCount</td><td>SquareFeet</td><td>UnitCount</td><td>SquareFeet</td></tr><tr><td>Balance forward</td><td>405</td><td>67,205</td><td>20</td><td>1,083</td><td>438</td><td>24,489</td><td>2,199</td><td>94,900</td><td>576</td><td>35,416</td><td>6,107</td><td>358,207</td></tr><tr><td>2015</td><td>411</td><td>68,269</td><td>20</td><td>1,083</td><td>431</td><td>24,429</td><td>2,290</td><td>98,419</td><td>592</td><td>36,277</td><td>6,290</td><td>367,630</td></tr><tr><td>2016</td><td>432</td><td>71,724</td><td>21</td><td>1,146</td><td>346</td><td>22,551</td><td>2,360</td><td>100,308</td><td>621</td><td>37,044</td><td>6,299</td><td>372,198</td></tr><tr><td>2017</td><td>439</td><td>73,172</td><td>20</td><td>1,091</td><td>341</td><td>21,921</td><td>2,411</td><td>101,681</td><td>631</td><td>37,338</td><td>6,363</td><td>376,769</td></tr><tr><td>2018</td><td>443</td><td>73,615</td><td>20</td><td>1,091</td><td>336</td><td>21,181</td><td>2,358</td><td>97,024</td><td>642</td><td>37,587</td><td>6,360</td><td>373,281</td></tr><tr><td>2019</td><td>443</td><td>71,543</td><td>22</td><td>1,204</td><td>332</td><td>20,290</td><td>2,442</td><td>98,623</td><td>633</td><td>37,582</td><td>5,993</td><td>344,210</td></tr></table>
<table><tr><td>Geographic Market</td><td>Retail</td><td>Wholesale</td><td>Other<sup>-2</sup></td><td>Total</td></tr><tr><td>Africa<sup>-3</sup></td><td>346</td><td>90</td><td>—</td><td>436</td></tr><tr><td>Argentina</td><td>92</td><td>—</td><td>—</td><td>92</td></tr><tr><td>Canada</td><td>411</td><td>—</td><td>—</td><td>411</td></tr><tr><td>Central America<sup>-4</sup></td><td>811</td><td>—</td><td>—</td><td>811</td></tr><tr><td>Chile</td><td>363</td><td>8</td><td>—</td><td>371</td></tr><tr><td>China</td><td>420</td><td>23</td><td>—</td><td>443</td></tr><tr><td>India</td><td>—</td><td>22</td><td>—</td><td>22</td></tr><tr><td>Japan</td><td>332</td><td>—</td><td>—</td><td>332</td></tr><tr><td>Mexico</td><td>2,279</td><td>163</td><td>—</td><td>2,442</td></tr><tr><td>United Kingdom</td><td>615</td><td>—</td><td>18</td><td>633</td></tr><tr><td>International total</td><td>5,669</td><td>306</td><td>18</td><td>5,993</td></tr></table>
<table><tr><td></td><td>Plus Membership</td><td>Club Membership</td></tr><tr><td>Annual Membership Fee</td><td>$100</td><td>$45</td></tr><tr><td>Number of Add-on Memberships ($40 each)</td><td>Up to 16</td><td>Up to 8</td></tr><tr><td>Eligible for Cash Rewards</td><td>Yes</td><td>No</td></tr></table>
<table><tr><td>Fiscal Year</td><td>Opened</td><td>Closed</td><td>Total<sup>-1</sup></td><td>SquareFeet<sup>-1</sup></td></tr><tr><td>Balance forward</td><td></td><td></td><td>632</td><td>84,382</td></tr><tr><td>2015</td><td>16</td><td>-1</td><td>647</td><td>86,510</td></tr><tr><td>2016</td><td>8</td><td>—</td><td>655</td><td>87,552</td></tr><tr><td>2017</td><td>9</td><td>-4</td><td>660</td><td>88,376</td></tr><tr><td>2018</td><td>4</td><td>-67</td><td>597</td><td>80,068</td></tr><tr><td>2019</td><td>2</td><td></td><td>599</td><td>80,240</td></tr></table>

Question: by how much did total revenue increase from 2011 to 2012?
Answer: 0.0699