Aircraft Fuel Our operations and financial results are significantly affected by the availability and price of jet fuel.
Based on our 2014 forecasted mainline and regional fuel consumption, we estimate that as of December 31, 2013, a $1 per barrel increase in the price of crude oil would increase our 2014 annual fuel expense by $104 million (excluding the effect of our hedges), and by $87 million (taking into account such hedges).
The following table shows annual aircraft fuel consumption and costs, including taxes, for American, it's third-party regional carriers and American Eagle, for 2011 through 2013.
AAG's consolidated fuel requirements in 2014 are expected to increase significantly to approximately 4.4 billion gallons as a result of a full year of US Airways operations.
## Table 0 ##
Total fuel expenses for American Eagle and American's third-party regional carriers operating under capacity purchase agreements for the years ended December 31, 2013, 2012 and 2011 were $1.1 billion, $1.0 billion and $946 million, respectively.
In order to provide a measure of control over price and supply, we trade and ship fuel and maintain fuel storage facilities to support our flight operations.
Prior to the Effective Date, we from time to time entered into hedging contracts, which consist primarily of call options, collars (consisting of a purchased call option and a sold put option) and call spreads (consisting of a purchased call option and a sold call option).
Heating oil, jet fuel and crude oil are the primary underlying commodities in the hedge portfolio.
Depending on movements in the price of fuel, our fuel hedging can result in gains or losses on its fuel hedges.
For more discussion see Part I, Item 1A.
Risk Factors - " Our business is dependent on the price and availability of aircraft fuel.
Continued periods of high volatility in fuel costs, increased fuel prices and significant disruptions in the supply of aircraft fuel could have a significant negative impact on our operating results and liquidity. "
As of January 2014, we had hedges covering approximately 19% of estimated consolidated AAG (including the estimated fuel requirements of US Airways) 2014 fuel requirements.
The consumption hedged for 2014 is capped at an average price of approximately $2.91 per gallon of jet fuel.
One percent of our estimated 2014 fuel requirement is hedged using call spreads with protection capped at an average price of approximately $3.18 per gallon of jet fuel.
Eighteen percent of our estimated 2014 fuel requirement is hedged using collars with an average floor price of approximately $2.62 per gallon of jet fuel.
The cap and floor prices exclude taxes and transportation costs.
We have not entered into any fuel hedges since the Effective Date and our current policy is not to do so.
See Part II, Item 7.
Management’s Discussion and Analysis of Financial Condition and Results of Operations, Item 7(A).
Quantitative and Qualitative Disclosures about Market Risk, Note 10 to AAG's Consolidated Financial Statements in Item 8A and Note 9 to American's Consolidated Financial Statements in Item 8B.
Fuel prices have fluctuated substantially over the past several years.
We cannot predict the future availability, price volatility or cost of aircraft fuel.
Natural disasters, political disruptions or wars involving oil-producing countries, changes in fuel-related governmental policy, the strength of the U. S.  dollar against foreign currencies, changes in access to petroleum product pipelines and terminals, speculation in the energy futures markets, changes in aircraft fuel production capacity, environmental concerns and other unpredictable events may result in fuel supply shortages, additional fuel price volatility and cost increases in the future.
See Part I, Item 1A.
Risk Factors - " Our business is dependent on the price and availability of aircraft fuel.
Continued periods of high volatility in fuel costs, increased fuel prices and significant disruptions in the supply of aircraft fuel could have a significant negative impact on our operating results and liquidity. "
Insurance We maintain insurance of the types that we believe are customary in the airline industry, including insurance for public liability, passenger liability, property damage, and all-risk coverage for damage to its aircraft.
Principal coverage includes liability for injury to members of the public, including passengers, damage to property of AAG, its subsidiaries and others, and loss of or damage to flight equipment, whether on the ground or in flight.
We also maintain other types of insurance such as workers’ compensation and employer’s liability, with limits and deductibles that we believe are standard within the industry.
Since September 11, 2001, we and other airlines have been unable to obtain coverage for liability to persons other than employees and passengers for claims resulting from acts of terrorism, war or similar events, which is called war risk coverage, at reasonable rates from the commercial insurance market.
We, therefore, purchased our war risk coverage through a special program administered by the FAA, as have most other U. S.  airlines.
This program, which currently expires September 30, 2014,
has been extended numerous times in the past.
If this program were not to be extended, we would likely face a material increase in the cost of war risk coverage, and because of competitive pressures in the industry, our ability to pass this additional cost to passengers may be limited.
In addition, we have obtained third-party war risk (terrorism) insurance through a special program administered by the FAA, resulting in lower premiums than if we had obtained this insurance in the commercial insurance market.
If the federal insurance program terminates, we would likely face a material increase in the cost of war risk insurance.
See Part I, Item 1A.
Risk Factors - " Increases in insurance costs or reductions in insurance coverage may adversely impact our operations and financial results. "
In addition, insurers significantly increased the premiums for aviation insurance in general following September 11, 2001.
While the price of commercial insurance has declined since the period immediately after the terrorist attacks of September 11, 2001, if commercial insurance carriers further reduce the amount of insurance coverage available to the Company or significantly increase its cost, the Company would be materially adversely affected.
Customer Service We are committed to consistently deliver safe, reliable and convenient service to our customers in every aspect of our operation.
Our 2013 operating performance was negatively impacted by more severe summer weather conditions as compared to 2012.
We reported the following operating statistics to the DOT for American's mainline operations for the years ended December 31, 2013 and 2012:
## Table 1 ##
(a) Percentage of reported flight operations arriving on time as defined by the DOT.
(b) Percentage of scheduled flight operations completed.
(c) Rate of mishandled baggage reports per 1,000 passengers.
(d) Rate of customer complaints filed with the DOT per 100,000 enplanements.
Frequent Flyer Programs American established AAdvantage ?
to develop passenger loyalty by offering awards to travelers for their continued patronage.
We believe that the AAdvantage program is one of our competitive strengths.
AAdvantage benefits from a growing base of approximately 74 million members with desirable demographics who have demonstrated a strong willingness to collect AAdvantage miles over other loyalty program incentives and are generally disposed to adjusting their purchasing behavior in order to earn additional AAdvantage miles.
AAdvantage members earn mileage credits by flying on American, the American Eagle carriers, the third-party regional carriers and other participating airlines or by using services of other participants in the AAdvantage program.
Mileage credits can be redeemed for free, discounted or upgraded travel on American, the American Eagle carriers or other participating airlines, or for other awards.
Once a member accrues sufficient mileage for an award, the member may book award travel.
Most travel awards are subject to capacity-controlled seating.
A member's mileage credit does not expire as long as that member has any type of qualifying activity at least once every 18 months.
American sells mileage credits and related services to other participants in the AAdvantage program.
There are over 1,000 program participants, including a leading credit card issuer (Citibank), hotels, car rental companies and other products and services companies in the AAdvantage program.
We believe that program participants benefit from the sustained purchasing behavior of AAdvantage members, which translates into a recurring stream of revenues for AAdvantage.
Under our agreements with AAdvantage members and program participants, we reserve the right to change the AAdvantage program at any time without notice, and may end the program with six months notice.
As of December 31, 2013, AAdvantage had approximately 74 million total members, and 622.3 billion outstanding award miles.
During 2013, AAdvantage issued approximately 202.8 billion miles, of which approximately 64% were sold to program participants.
See Part II, Item 7.
Management’s Discussion and Analysis of Financial Condition and Results of Operations - " Critical Accounting Policies and Estimates" for more information on AAdvantage.
US Airways offers a similar frequent flyer program under the Dividend Miles brand that allows participants to earn mileage credits for each paid flight segment on US Airways and certain other airlines that participate in the program.
Participants flying in first class or US Airways' international business class (Envoy class) may receive additional mileage credits.
Participants can also receive mileage credits through special promotions that US Airways periodically offers and may also earn mileage credits by utilizing certain credit cards and purchasing services from non-airline partners such as hotels and rental car agencies.
US
(4) The Plan allows unsecured creditors receiving Preferred Stock a conversion discount of 3.5%.
Accordingly, the Company recorded the fair value of such discount upon the confirmation of the Plan by the Bankruptcy Court.
Income Tax Benefit During 2013, the Company generated a pre-tax loss of approximately $2.2 billion and other comprehensive income before tax of approximately $1.5 billion.
In accordance with accounting standards, the Company must record a net zero tax provision which is required to be allocated between operating loss and Accumulated other comprehensive income.
Application of this guidance required the recognition of a non-cash income tax benefit of $538 million in operating results, offset by a $538 million charge to other comprehensive income for the year.
See Note 11 to AAG’s Consolidated Financial Statements in Part II, Item 8A for additional information regarding the allocation of income tax benefit to Operating income and Accumulated other comprehensive income.
The Company recorded a similar non-cash income tax benefit of $569 million in operating results in 2012, offset by a $569 million charge to other comprehensive income for the year, as discussed in Note 11 to AAG’s Consolidated Financial Statements in Part II, Item 8A.
The Company has evaluated the realization of its deferred tax assets in accordance with the principles provided in ASC 740.
In connection with AMR’s fourth quarter 2013 emergence from bankruptcy and related accounting for the acquisition of US Airways, the Company determined that an additional valuation allowance of approximately $214 million is required to reduce the Company’s deferred tax assets to the amount that the Company believes to be more likely than not to be realized.
This $214 million results in a charge to tax expense in continuing operations for the period.
The Company’s assessment of the realization of its deferred tax assets is based primarily on the future reversal of its existing taxable temporary differences.
The Company is not relying on projections of future income for the realization of deferred tax assets.
See Note 11 to AAG’s Consolidated Financial Statements in Part II, Item 8A for additional information regarding deferred taxes.
The Company has also recorded an income tax expense credit of approximately $22 million in 2013 resulting from the Company’s anticipated election under Section 3081 of the Housing and Economic Recovery Act of 2008 (as extended by the American Taxpayer Relief Act of 2012), allowing corporations a refund of certain research and alternative minimum tax (AMT) credit carryforwards in lieu of applicable bonus depreciation on certain qualifying capital investments.2012 Compared to 2011 Operating Revenues
## Table 2 ##
Total operating revenues in 2012 were $24.9 billion as compared to $24.0 billion in 2011, an increase of $876 million or 3.7%, driven by the strong revenue demand environment.
Significant changes in the components of operating revenues are as follows: ?
Mainline passenger revenues increased 4.4% to $18.7 billion in 2012 as compared to $17.9 billion in 2011.
The benefits of the strong demand environment were offset in part by labor related operational disruptions and disruptions associated with Hurricane Sandy and the early November snowstorm in the Northeast United States, which had an estimated impact on the Company's 2012 passenger revenues of $120 million and $65 million, respectively.
Mainline RPMs decreased 0.1%, as mainline capacity, as measured by ASMs, decreased 1.1% resulting in a 0.9 point increase in load factor to 82.8%.
Mainline passenger yield increased 4.5% to 14.83 cents in 2012 from 14.19 cents in 2011.
Mainline PRASM increased 5.6% to 12.28 cents in 2012 from 11.63 cents in 2011.  ?
Regional passenger revenues were $2.9 billion as compared to $2.7 billion in 2011, an increase of $190 million or 7.0%.
Regional RPMs increased 3.2%, as regional capacity, as measured by ASMs increased 0.7% resulting in a 1.9 point increase in load factor.
Regional passenger yield increased 3.6% to 28.53 cents in 2012 from 27.53 cents in 2011.
Regional PRASM increased 6.1% to $21.43 cents in 2012 from $20.19 cents in 2011.
(1) Reorganization items refer to revenues, expenses (including professional fees), realized gains and losses and provisions for losses that were realized or incurred as a direct result of the Chapter 11 Cases.
See Note 2 in Part II, Item 8Ato AAG’s Consolidated Financial Statements for further information on reorganization items.
(2) Substantially all defined benefit pension plans were frozen effective November 1, 2012.
Further, we significantly modified our retiree medical plans in 2012 resulting in the recognition of a negative plan amendment.
See Note 13 in Part II, Item 8A to AAG’s Consolidated Financial Statements for further information on retirement benefits, including the financial impact of these plan changes.
(3) See reconciliation of GAAP to non-GAAP financial measures below.
A number of factors render AAG’s historical consolidated financial information not directly comparable to its financial information for prior or future periods.
See Part I, Item 1A.
Risk Factors – “The historical consolidated financial information contained in this report is not directly comparable to our financial information for prior or future periods,” and Part II, Item 7.
Management’s Discussion and Analysis of Financial Condition and Results of Operations and the notes to AAG’s Consolidated Financial Statements in Part II, Item 8A.
Reconciliation of GAAP to Non-GAAP Financial Measures We are providing disclosure of the reconciliation of reported non-GAAP financial measures to their comparable financial measures on a GAAP basis.
We believe that the non-GAAP financial measures provide investors the ability to measure financial performance excluding special items, which is more indicative of our ongoing performance and is more comparable to measures reported by other major airlines.
## Table 3 ##
(1) Includes the following operating special items, net: ?
In 2015, special items principally included $1.1 billion of merger integration expenses related to information technology, alignment of labor union contracts, professional fees, severance, share-based compensation, fleet restructuring, re-branding of aircraft and airport facilities, relocation and training.  ?
In 2014, special items principally included $818 million of merger integration expenses related to information technology, alignment of labor union contracts, professional fees, severance and retention, share-based compensation, divestiture of London Heathrow slots, fleet restructuring, re- branding of aircraft and airport facilities, relocation and training.
In addition, we recorded a net charge of $81 million for bankruptcy related items principally consisting of fair value adjustments for bankruptcy settlement obligations and an $81 million charge to revise prior estimates of certain aircraft residual values and other spare parts asset impairments.
These charges were offset in part by a $309 million gain on the sale of slots at DCA.

Tables referenced above, in order (Table 0 first):
<table><tr><td>Year</td><td>Gallons Consumed(in millions)</td><td>Average CostPer Gallon</td><td>Total Cost(in millions)</td><td>Percent of Total Operating Expenses</td></tr><tr><td>2011</td><td>2,756</td><td>$3.01</td><td>$8,304</td><td>33.2%</td></tr><tr><td>2012</td><td>2,723</td><td>$3.20</td><td>$8,717</td><td>35.3%</td></tr><tr><td>2013</td><td>2,806</td><td>$3.09</td><td>$8,959</td><td>35.3%</td></tr></table>
<table><tr><td></td><td>2013</td><td>2012</td><td colspan="2">Better (Worse)</td></tr><tr><td>On-time performance (a)</td><td>77.6%</td><td>76.9%</td><td>0.7</td><td>pts</td></tr><tr><td>Completion factor (b)</td><td>98.2%</td><td>98.2%</td><td>—</td><td></td></tr><tr><td>Mishandled baggage (c)</td><td>3.02</td><td>2.92</td><td>-3.4%</td><td></td></tr><tr><td>Customer complaints (d)</td><td>1.99</td><td>1.80</td><td>-10.6%</td><td></td></tr></table>
<table><tr><td></td><td>2012</td><td></td><td>2011</td><td>Percent Increase (Decrease)</td></tr><tr><td></td><td colspan="3">(In millions)</td><td></td></tr><tr><td>Mainline passenger</td><td>$18,743</td><td></td><td>$17,947</td><td>4.4</td></tr><tr><td>Regional passenger</td><td>2,914</td><td></td><td>2,724</td><td>7.0</td></tr><tr><td>Cargo</td><td>675</td><td></td><td>709</td><td>-4.8</td></tr><tr><td>Other</td><td>2,523</td><td></td><td>2,599</td><td>-2.9</td></tr><tr><td>Total operating revenues</td><td>$24,855</td><td>—</td><td>$23,979</td><td>3.7</td></tr></table>
<table><tr><td></td><td colspan="5">Year Ended December 31,</td></tr><tr><td></td><td>2015</td><td> 2014</td><td>2013</td><td>2012</td><td>2011</td></tr><tr><td></td><td colspan="5">(In millions)</td></tr><tr><td>Operating income (loss) – GAAP</td><td>$6,204</td><td>$4,249</td><td>$1,399</td><td>$148</td><td>$-1,037</td></tr><tr><td>Operating special items, net -1</td><td>1,080</td><td>824</td><td>536</td><td>387</td><td>799</td></tr><tr><td>Operating income (loss) excluding special items</td><td>$7,284</td><td>$5,073</td><td>$1,935</td><td>$535</td><td>$-238</td></tr><tr><td>Net income (loss) – GAAP</td><td>$7,610</td><td>$2,882</td><td>$-1,834</td><td>$-1,876</td><td>$-1,979</td></tr><tr><td>Operating special items, net -1</td><td>1,080</td><td>824</td><td>536</td><td>387</td><td>799</td></tr><tr><td>Nonoperating special items, net -2</td><td>594</td><td>132</td><td>211</td><td>-280</td><td>—</td></tr><tr><td>Reorganization items, net -3</td><td>—</td><td>—</td><td>2,655</td><td>2,208</td><td>118</td></tr><tr><td>Income tax special items -4</td><td>-3,015</td><td>346</td><td>-324</td><td>-569</td><td>—</td></tr><tr><td>Net income (loss) excluding special items</td><td>$6,269</td><td>$4,184</td><td>$1,244</td><td>$-130</td><td>$-1,062</td></tr></table>

Question: What's the growth rate of Operating income (loss) – GAAP in 2015?
Answer: 0.46011
Reasoning program: subtract(6204,4249), divide(#0,4249)