As noted above, as a result of these sales, these regulated subsidiaries are presented as discontinued operations for all periods presented.
Therefore, the amounts, statistics and tables presented in this section refer only to on-going operations, unless otherwise noted.
The following table sets forth our Regulated Businesses operating revenue for 2012 and number of customers from continuing operations as well as an estimate of population served as of December 31, 2012:
## Table 0 ##
(a) Includes Illinois-American Water Company, which we refer to as ILAWC and American Lake Water Company, also a regulated subsidiary in Illinois.
(b) West Virginia-American Water Company, which we refer to as WVAWC, and its subsidiary Bluefield Valley Water Works Company.
(c) Includes data from our operating subsidiaries in the following states: Georgia, Hawaii, Iowa, Kentucky, Maryland, Michigan, New York, Tennessee, and Virginia.
Approximately 87.7% of operating revenue from our Regulated Businesses in 2012 was generated from approximately 2.7 million customers in our seven largest states, as measured by operating revenues.
In fiscal year 2012, no single customer accounted for more than 10% of our annual operating revenue.
Overview of Networks, Facilities and Water Supply Our Regulated Businesses operate in approximately 1,500 communities in 16 states in the United States.
Our primary operating assets include approximately 80 surface water treatment plants, 500 groundwater treatment plants, 1,000 groundwater wells, 100 wastewater treatment facilities, 1,200 treated water storage facilities, 1,300 pumping stations, 90 dams and 46,000 miles of mains and collection pipes.
Our regulated utilities own substantially all of the assets used by our Regulated Businesses.
We generally own the land and physical assets used to store, extract and treat source water.
Typically, we do not own the water itself, which is held in public trust and is allocated to us through contracts and allocation rights granted by federal and state agencies or through the ownership of water rights pursuant to local law.
Maintaining the reliability of our networks is a key activity of our Regulated Businesses.
We have ongoing infrastructure renewal programs in all states in which our Regulated Businesses operate.
These programs consist of both rehabilitation of existing mains and replacement of mains that have reached the end of their useful service lives.
Our ability to meet the existing and future water demands of our customers depends on an adequate supply of water.
Drought, governmental restrictions, overuse of sources of water, the protection of threatened species or habitats or other factors may limit the availability of ground and surface water.
We employ a variety of measures to ensure that we have adequate sources of water supply, both in the short-term and over the long-term.
The geographic diversity of our service areas tends to mitigate some of the economic effect of weather extremes we
All Other Net Income increased $623 million, or 103 percent, to $1.2 billion in 2004.
This increase was driven by a $1.1 billion increase in Gains on Sales of Debt Securities.
In addition, Total Revenue increased $318 million, or 43 percent, to $1.1 billion due to improvements in both Latin America and Equity Investments.
Partially offsetting these increases was a $607 million increase in Noninterest Expense, driven by $618 million of Merger and Restructuring Charges.
For more information on All Other, see page 49.
Financial Highlights Net Interest Income Net Interest Income on a FTE basis increased $7.4 billion to $29.5 billion in 2004.
This increase was driven by the impact of the Merger, higher asset and liability management (ALM) portfolio levels (primarily consisting of securities and whole loan mortgages), the impact of higher rates, growth in consumer loan levels (primarily credit card and home equity) and higher core deposit funding levels.
Partially offsetting these increases were reductions in the large corporate and foreign loan balances, lower trading-related contributions, lower mortgage warehouse levels and the continued runoff of previously exited consumer businesses.
The net interest yield on a FTE basis declined 14 basis points (bps) to 3.26 percent due to the negative impact of increased trading-related balances, which have a lower yield than other earning assets.
For more information on Net Interest Income on a FTE basis, see Table I on page 84.
Noninterest Income Noninterest Income
## Table 1 ##
Noninterest Income increased $3.6 billion to $20.1 billion in 2004, due primarily to the addition of FleetBoston, which contributed $3.8 billion of Noninterest Income.  ?
Service Charges grew $1.4 billion driven by organic account growth and approximately $960 million from the addition of FleetBoston customers.  ?
Investment and Brokerage Services increased $1.3 billion due to approximately $1.1 billion related to the addition of the FleetBoston business as well as market appreciation.  ?
Mortgage Banking Income decreased $1.5 billion caused by lower production levels, a decrease in the gains on sales of loans to the secondary market and writedowns of the value of Mortgage Servicing Rights (MSRs).  ?
Investment Banking Income increased $150 million on increased market share in a variety of products.  ?
Equity Investment Gains increased $646 million due to a $576 million increase in Principal Investing gains.  ?
Card Income increased $1.5 billion due to increased fees and interchange income, including the $832 million impact from the addition of the FleetBoston card portfolio.  ?
Trading Account Profits increased $460 million due to increased customer activity.  ?
Other Income decreased $264 million due to the absence of whole mortgage loan sale gains in 2004, partially offset by the addition of FleetBoston.
For more information on Noninterest Income, see Business Segment Operations beginning on page 40.
Gains on Sales of Debt Securities Gains on Sales of Debt Securities in 2004 were $2.1 billion compared to $941 million in 2003, as we continued to reposition the ALM portfolio in response to interest rate fluctuations and to manage mortgage prepayment risk.
For more information on Gains on Sales of Debt Securities, see Market Risk Management beginning on page 72.
Provision for Credit Losses The Provision for Credit Losses decreased $70 million to $2.8 billion in 2004 driven by lower commercial net charge-offs of $748 million and continued improvements in credit quality in the commercial loan portfolio.
Offsetting these decreases were increases in the Provision for Credit Losses in our consumer credit card portfolio.
These increases included higher credit card net charge-offs of $791 million, of which $320 million was attributed to the addition of the FleetBoston credit card portfolio.
Organic growth, overall seasoning of credit card accounts, the return of securitized loans to the balance sheet, and increases in minimum payment requirements drove higher net charge-offs and Provision for Credit Losses.
For more information on credit quality, see Credit Risk Management beginning on page 58.
Table IV Allowance for Credit Losses
## Table 2 ##
(1) Represents net charge-offs related to the non-U.
S.  credit card loan portfolio, which was included in assets of business held for sale on the Consolidated Balance Sheet at December 31, 2016.
In 2017, the Corporation sold its non-U.
S.  consumer credit card business.
(2) Includes U. S.  small business commercial charge-offs of $258 million, $253 million, $282 million, $345 million and $457 million in 2017, 2016, 2015, 2014 and 2013, respectively.
(3) Includes U. S.  small business commercial recoveries of $43 million, $45 million, $57 million, $63 million and $98 million in 2017, 2016, 2015, 2014 and 2013, respectively.
(4) Primarily represents the net impact of portfolio sales, consolidations and deconsolidations, foreign currency translation adjustments, transfers to held-for-sale and certain other reclassifications.
(5) Represents allowance related to the non-U.
S.  credit card loan portfolio, which was sold in 2017.

Tables referenced above, in order (Table 0 first):
<table><tr><td></td><td>Operating Revenues (in millions)</td><td>% of Total</td><td>Number of Customers</td><td>% of Total</td><td>Estimated Population Served (in millions)</td><td>% of Total</td></tr><tr><td>New Jersey</td><td>$639.0</td><td>24.9%</td><td>639,838</td><td>20.3%</td><td>2.5</td><td>21.9%</td></tr><tr><td>Pennsylvania</td><td>557.7</td><td>21.7%</td><td>658,153</td><td>20.8%</td><td>2.2</td><td>19.3%</td></tr><tr><td>Missouri</td><td>279.5</td><td>10.9%</td><td>455,730</td><td>14.4%</td><td>1.5</td><td>13.2%</td></tr><tr><td>Illinois(a)</td><td>256.4</td><td>10.0%</td><td>308,014</td><td>9.8%</td><td>1.2</td><td>10.5%</td></tr><tr><td>Indiana</td><td>198.7</td><td>7.8%</td><td>289,068</td><td>9.2%</td><td>1.2</td><td>10.5%</td></tr><tr><td>California</td><td>193.3</td><td>7.5%</td><td>174,188</td><td>5.5%</td><td>0.6</td><td>5.3%</td></tr><tr><td>West Virginia(b)</td><td>125.0</td><td>4.9%</td><td>172,159</td><td>5.4%</td><td>0.6</td><td>5.3%</td></tr><tr><td>Subtotal (Top Seven States)</td><td>2,249.6</td><td>87.7%</td><td>2,697,150</td><td>85.4%</td><td>9.8</td><td>86.0%</td></tr><tr><td>Other(c)</td><td>314.8</td><td>12.3%</td><td>461,076</td><td>14.6%</td><td>1.6</td><td>14.0%</td></tr><tr><td>Total Regulated Businesses</td><td>$2,564.4</td><td>100.0%</td><td>3,158,226</td><td>100.0%</td><td>11.4</td><td>100.0%</td></tr></table>
<table><tr><td> (Dollars in millions)</td><td> 2004 </td><td>2003 </td></tr><tr><td>Service charges</td><td>$6,989</td><td>$5,618</td></tr><tr><td>Investment and brokerage services</td><td>3,627</td><td>2,371</td></tr><tr><td>Mortgage banking income</td><td>414</td><td>1,922</td></tr><tr><td>Investment banking income</td><td>1,886</td><td>1,736</td></tr><tr><td>Equity investment gains</td><td>861</td><td>215</td></tr><tr><td>Card income</td><td>4,588</td><td>3,052</td></tr><tr><td>Trading account profits</td><td>869</td><td>409</td></tr><tr><td>Other income</td><td>863</td><td>1,127</td></tr><tr><td> Total noninterest income</td><td>$20,097</td><td>$16,450</td></tr></table>
<table><tr><td>(Dollars in millions)</td><td>2017</td><td>2016</td><td>2015</td><td>2014</td><td>2013</td></tr><tr><td>Allowance for loan and lease losses, January 1</td><td>$11,237</td><td>$12,234</td><td>$14,419</td><td>$17,428</td><td>$24,179</td></tr><tr><td>Loans and leases charged off</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Residential mortgage</td><td>-188</td><td>-403</td><td>-866</td><td>-855</td><td>-1,508</td></tr><tr><td>Home equity</td><td>-582</td><td>-752</td><td>-975</td><td>-1,364</td><td>-2,258</td></tr><tr><td>U.S. credit card</td><td>-2,968</td><td>-2,691</td><td>-2,738</td><td>-3,068</td><td>-4,004</td></tr><tr><td>Non-U.S. credit card<sup>-1</sup></td><td>-103</td><td>-238</td><td>-275</td><td>-357</td><td>-508</td></tr><tr><td>Direct/Indirect consumer</td><td>-487</td><td>-392</td><td>-383</td><td>-456</td><td>-710</td></tr><tr><td>Other consumer</td><td>-216</td><td>-232</td><td>-224</td><td>-268</td><td>-273</td></tr><tr><td>Total consumer charge-offs</td><td>-4,544</td><td>-4,708</td><td>-5,461</td><td>-6,368</td><td>-9,261</td></tr><tr><td>U.S. commercial<sup>-2</sup></td><td>-589</td><td>-567</td><td>-536</td><td>-584</td><td>-774</td></tr><tr><td>Non-U.S. commercial</td><td>-446</td><td>-133</td><td>-59</td><td>-35</td><td>-79</td></tr><tr><td>Commercial real estate</td><td>-24</td><td>-10</td><td>-30</td><td>-29</td><td>-251</td></tr><tr><td>Commercial lease financing</td><td>-16</td><td>-30</td><td>-19</td><td>-10</td><td>-4</td></tr><tr><td>Total commercial charge-offs</td><td>-1,075</td><td>-740</td><td>-644</td><td>-658</td><td>-1,108</td></tr><tr><td>Total loans and leases charged off</td><td>-5,619</td><td>-5,448</td><td>-6,105</td><td>-7,026</td><td>-10,369</td></tr><tr><td>Recoveries of loans and leases previously charged off</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Residential mortgage</td><td>288</td><td>272</td><td>393</td><td>969</td><td>424</td></tr><tr><td>Home equity</td><td>369</td><td>347</td><td>339</td><td>457</td><td>455</td></tr><tr><td>U.S. credit card</td><td>455</td><td>422</td><td>424</td><td>430</td><td>628</td></tr><tr><td>Non-U.S. credit card</td><td>28</td><td>63</td><td>87</td><td>115</td><td>109</td></tr><tr><td>Direct/Indirect consumer</td><td>276</td><td>258</td><td>271</td><td>287</td><td>365</td></tr><tr><td>Other consumer</td><td>50</td><td>27</td><td>31</td><td>39</td><td>39</td></tr><tr><td>Total consumer recoveries</td><td>1,466</td><td>1,389</td><td>1,545</td><td>2,297</td><td>2,020</td></tr><tr><td>U.S. commercial<sup>-3</sup></td><td>142</td><td>175</td><td>172</td><td>214</td><td>287</td></tr><tr><td>Non-U.S. commercial</td><td>6</td><td>13</td><td>5</td><td>1</td><td>34</td></tr><tr><td>Commercial real estate</td><td>15</td><td>41</td><td>35</td><td>112</td><td>102</td></tr><tr><td>Commercial lease financing</td><td>11</td><td>9</td><td>10</td><td>19</td><td>29</td></tr><tr><td>Total commercial recoveries</td><td>174</td><td>238</td><td>222</td><td>346</td><td>452</td></tr><tr><td>Total recoveries of loans and leases previously charged off</td><td>1,640</td><td>1,627</td><td>1,767</td><td>2,643</td><td>2,472</td></tr><tr><td>Net charge-offs</td><td>-3,979</td><td>-3,821</td><td>-4,338</td><td>-4,383</td><td>-7,897</td></tr><tr><td>Write-offs of PCI loans</td><td>-207</td><td>-340</td><td>-808</td><td>-810</td><td>-2,336</td></tr><tr><td>Provision for loan and lease losses</td><td>3,381</td><td>3,581</td><td>3,043</td><td>2,231</td><td>3,574</td></tr><tr><td>Other<sup>-4</sup></td><td>-39</td><td>-174</td><td>-82</td><td>-47</td><td>-92</td></tr><tr><td>Total allowance for loan and lease losses, December 31</td><td>10,393</td><td>11,480</td><td>12,234</td><td>14,419</td><td>17,428</td></tr><tr><td>Less: Allowance included in assets of business held for sale<sup>-5</sup></td><td>—</td><td>-243</td><td>—</td><td>—</td><td>—</td></tr><tr><td>Allowance for loan and lease losses, December 31</td><td>10,393</td><td>11,237</td><td>12,234</td><td>14,419</td><td>17,428</td></tr><tr><td>Reserve for unfunded lending commitments, January 1</td><td>762</td><td>646</td><td>528</td><td>484</td><td>513</td></tr><tr><td>Provision for unfunded lending commitments</td><td>15</td><td>16</td><td>118</td><td>44</td><td>-18</td></tr><tr><td>Other<sup>-4</sup></td><td>—</td><td>100</td><td>—</td><td>—</td><td>-11</td></tr><tr><td>Reserve for unfunded lending commitments, December 31</td><td>777</td><td>762</td><td>646</td><td>528</td><td>484</td></tr><tr><td>Allowance for credit losses, December 31</td><td>$11,170</td><td>$11,999</td><td>$12,880</td><td>$14,947</td><td>$17,912</td></tr></table>

Question: Which year is Provision for loan and lease losses the highest?
Answer: 2016