Business Segments The following table sets forth the dollar amounts of the Company’s net trade sales by business segment and geographic area.
For a discussion of factors affecting changes in sales by business segment and additional financial data by business segment and geographic area, see “Management’s Discussion and Analysis of Financial Condition and Results of Operations” and Note 13 to the Consolidated Financial Statements included in Part II, Item 8 herein.
## Table 0 ##
(1) Based on customer location to which product is shipped.
Interconnect Products and Assemblies.
The Company produces a broad range of interconnect products and assemblies primarily for information technology, voice, video and data communication systems, wireless communication systems and devices, military systems and commercial aerospace, and automotive and industrial applications.
Interconnect products include connectors, which when attached to an electric, electronic or fiber optic cable, a printed circuit board or other device, facilitate electronic or fiber optic transmission.
Interconnect assemblies generally consist of a system of cable and connectors for linking electronic and fiber optic equipment.
The Company designs and produces a broad range of connector and cable assembly products used in communication applications, such as: engineered cable assemblies used in base stations for wireless communication systems and internet networking equipment; smart card acceptor and other interconnect products used in mobile devices; set top boxes and other applications to facilitate reading data from smart cards; fiber optic connectors used in fiber optic signal transmission; backplane and input/output connectors and assemblies used for servers and data storage devices and linking personal computers and peripheral equipment; sculptured flexible circuits used for integrating printed circuit boards in communication applications and hinge products used in mobile phone and other wireless communication devices.
The Company also designs and produces a broad range of radio frequency interconnect products and antennas used in wireless communication applications including wireless communication devices, base stations and other components of cellular and personal communication networks, information technology, instrumentation equipment, local area networks and automotive electronics.
The Company believes that it is the largest supplier of high performance, military-specification, circular environmental connectors.
Such connectors require superior performance and reliability under conditions of stress and in hostile environments.
High performance environmental connectors and interconnect systems are generally used to connect electric, electronic and fiber optic systems in sophisticated aerospace, military, commercial and industrial equipment.
These applications present demanding technological requirements in that the connectors are subject to rapid and severe temperature changes, vibration, pressure, humidity and nuclear radiation.
Frequent applications of these connectors and interconnect systems include aircraft, guided missiles, radar, military vehicles, equipment for spacecraft, energy, medical instrumentation, geophysical applications and off-road construction equipment.
The Company also designs and produces industrial interconnect products used in a variety of applications such as factory automation equipment, mass transportation applications including railroads and marine transportation; and automotive safety systems and a diverse range of on-board electronics.
The Company also designs and produces highly-engineered cable and backplane assemblies.
Such assemblies are specially designed by the Company in conjunction with OEM customers for specific applications, primarily for computer, wired and wireless communication systems, office equipment, industrial and aerospace applications.
The cable assemblies utilize the Company’s connector and cable products as well as components purchased from others.
Steam Operations Steam Facilities CECONY’s capitalized costs for utility plant, net of accumulated depreciation for steam facilities were $1,617 million and $1,555 million at December 31, 2010 and 2009, respectivel Steam Sales and Deliveries CECONY’s steam sales and deliveries for the last five years were CECONY generates steam at one steam-electric generating station and five steam-only generating stations and distributes steam to its customers through approximately 106 miles of transmission, distribution, and service pipin
## Table 1 ##
For further discussion of the company’s steam operating revenues and its steam results, see “Results of Operations” in Item 7.
For additional segment information, see Note N to the financial statements in Item 8.
Steam Peak Demand and Capacity Demand for steam in CECONY’s service area peaks during the winter heating season.
The one-hour peak demand during the winter of 2010/2011 (through January 25, 2011) occurred on January 24, 2011 when the demand reached 8,924 MMlbs per hour.
The company’s estimate for the winter of 2011/2012 peak demand of its steam customers is 9,780 MMlbs per hour under design criteria, which assumes severe weather.
On December 31, 2010, the steam system had the capability of delivering approximately 13.3 MMlbs of steam per hour, and CECONY estimates that the system will have the capability to deliver 11.8 MMlbs of steam per hour in the 2011/2012 winter.
Steam Supply Forty-four percent of the steam produced by CECONY in 2010 was supplied by the company’s steam-only generating assets; 41 percent was produced by the company’s steam-electr generating assets, where steam and electricity are primarily cogenerated; and 15 percent was purchased under an agreement with Brooklyn Navy Yard Cogeneration Partners L. P.  O&R Electric Operations Electric Facilities O&R’s capitalized costs for utility plant, net of accumulated depreciation, for distribution facilities were $642 million and $618 million at December 31, 2010 and 2009, respectively.
For its transmission facilities, the costs for utility plant, net of accumulated depreciation, were $134 million and $137 million at December 31, 2010 and 2009, respectively.
O&R, RECO and Pike, own, in whole or in part, transmission and distribution facilities which include 554 circuit miles of transmission lines, 13 transmission substations, 61 distribution substations, 84,809 in-service line transformers, 3,774 pole miles of overhead distribution lines and 1,727 miles of underground distribution lines.
O&R’s transmission system is part of the NYISO system except that portions of RECO’s system are located within the transmission area controlled by the PJM
THE GOLDMAN SACHS GROUP, INC.  AND SUBSIDIARIES Management’s Discussion and Analysis The Risk Committee of the Board and the Risk Governance Committee (through delegated authority from the Firmwide Risk Committee) approve market risk limits and sub-limits at firmwide, business and product levels, consistent with our risk appetite statement.
In addition, Market Risk Management (through delegated authority from the Risk Governance Committee) sets market risk limits and sub-limits at certain product and desk levels.
The purpose of the firmwide limits is to assist senior management in controlling our overall risk profile.
Sub-limits are set below the approved level of risk limits.
Sub-limits set the desired maximum amount of exposure that may be managed by any particular business on a day-to-day basis without additional levels of senior management approval, effectively leaving day-to-day decisions to individual desk managers and traders.
Accordingly, sub-limits are a management tool designed to ensure appropriate escalation rather than to establish maximum risk tolerance.
Sub-limits also distribute risk among various businesses in a manner that is consistent with their level of activity and client demand, taking into account the relative performance of each area.
Our market risk limits are monitored daily by Market Risk Management, which is responsible for identifying and escalating, on a timely basis, instances where limits have been exceeded.
When a risk limit has been exceeded (e. g. , due to positional changes or changes in market conditions, such as increased volatilities or changes in correlations), it is escalated to senior managers in Market Risk Management and/or the appropriate risk committee.
Such instances are remediated by an inventory reduction and/or a temporary or permanent increase to the risk limit.
Model Review and Validation Our VaR and stress testing models are regularly reviewed by Market Risk Management and enhanced in order to incorporate changes in the composition of positions included in our market risk measures, as well as variations in market conditions.
Prior to implementing significant changes to our assumptions and/or models, Model Risk Management performs model validations.
Significant changes to our VaR and stress testing models are reviewed with our chief risk officer and chief financial officer, and approved by the Firmwide Risk Committee.
See “Model Risk Management” for further information about the review and validation of these models.
Systems We have made a significant investment in technology to monitor market risk including: ‰ An independent calculation of VaR and stress measures; ‰ Risk measures calculated at individual position levels; ‰ Attribution of risk measures to individual risk factors of each position; ‰ The ability to report many different views of the risk measures (e. g. , by desk, business, product type or entity); and ‰ The ability to produce ad hoc analyses in a timely manner.
Metrics We analyze VaR at the firmwide level and a variety of more detailed levels, including by risk category, business, and region.
The tables below present average daily VaR and period-end VaR, as well as the high and low VaR for the period.
Diversification effect in the tables below represents the difference between total VaR and the sum of the VaRs for the four risk categories.
This effect arises because the four market risk categories are not perfectly correlated.
The table below presents average daily VaR by risk category.
## Table 2 ##
Our average daily VaR decreased to $54 million in 2017 from $63 million in 2016, due to reductions across all risk categories, partially offset by a decrease in the diversification effect.
The overall decrease was primarily due to lower levels of volatility.
Our average daily VaR decreased to $63 million in 2016 from $76 million in 2015, due to reductions across all risk categories, partially offset by a decrease in the diversification effect.
The overall decrease was primarily due to reduced exposures.

Tables referenced above, in order (Table 0 first):
<table><tr><td> </td><td> 2012</td><td> 2011</td><td> 2010</td></tr><tr><td> </td><td colspan="3"> (dollars in thousands)</td></tr><tr><td>Net trade sales by business segment:</td><td></td><td></td><td></td></tr><tr><td>Interconnect Products and Assemblies</td><td>$3,987,286</td><td>$3,666,042</td><td>$3,293,119</td></tr><tr><td>Cable Products</td><td>304,779</td><td>273,744</td><td>260,982</td></tr><tr><td></td><td>$4,292,065</td><td>$3,939,786</td><td>$3,554,101</td></tr><tr><td>Net trade sales by geographic area -1:</td><td></td><td></td><td></td></tr><tr><td>United States</td><td>$1,379,684</td><td>$1,268,936</td><td>$1,258,167</td></tr><tr><td>China</td><td>1,065,058</td><td>980,239</td><td>851,626</td></tr><tr><td>Other International Locations</td><td>1,847,323</td><td>1,690,611</td><td>1,444,308</td></tr><tr><td></td><td>$4,292,065</td><td>$3,939,786</td><td>$3,554,101</td></tr></table>
<table><tr><td></td><td colspan="5"> Year Ended December 31,</td></tr><tr><td></td><td> 2006</td><td> 2007</td><td> 2008</td><td> 2009</td><td> 2010</td></tr><tr><td> Steam Sold (MMlbs)</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>General</td><td>515</td><td>589</td><td>785</td><td>786</td><td>257</td></tr><tr><td>Apartment house</td><td>6,774</td><td>7,519</td><td>6,614</td><td>5,962</td><td>5,870</td></tr><tr><td>Annual power</td><td>15,961</td><td>17,696</td><td>16,577</td><td>16,269</td><td>16,903</td></tr><tr><td> Total Steam Delivered to CECONY Customers</td><td>23,250</td><td>25,804</td><td>23,976</td><td>23,017</td><td>23,030</td></tr><tr><td> Steam Sold ($ in millions)</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>General</td><td>$21</td><td>$23</td><td>$23</td><td>$28</td><td>$21</td></tr><tr><td>Apartment house</td><td>174</td><td>188</td><td>186</td><td>165</td><td>160</td></tr><tr><td>Annual power</td><td>405</td><td>443</td><td>468</td><td>446</td><td>459</td></tr><tr><td>Other operating revenues</td><td>23</td><td>32</td><td>30</td><td>22</td><td>16</td></tr><tr><td> Total Steam Delivered to CECONY Customers</td><td>$623</td><td>$686</td><td>$707</td><td>$661</td><td>$656</td></tr><tr><td> Average Revenue per Mlb Sold</td><td>$25.81</td><td>$25.34</td><td>$28.24</td><td>$27.76</td><td>$27.79</td></tr></table>
<table><tr><td></td><td>Year Ended December</td></tr><tr><td><i>$ in millions</i></td><td>2017</td><td>2016</td><td>2015</td></tr><tr><td>Interest rates</td><td>$ 40</td><td>$ 45</td><td>$ 47</td></tr><tr><td>Equity prices</td><td>24</td><td>25</td><td>26</td></tr><tr><td>Currency rates</td><td>12</td><td>21</td><td>30</td></tr><tr><td>Commodity prices</td><td>13</td><td>17</td><td>20</td></tr><tr><td>Diversification effect</td><td>-35</td><td>-45</td><td>-47</td></tr><tr><td>Total</td><td>$ 54</td><td>$ 63</td><td>$ 76</td></tr></table>

Question: Does Apartment house keeps increasing each year between 2007 and 2008?
Answer: No