and $19 million of these expenses in 2011 and 2010, respectively, with the remaining expense unallocated.
The Company financed the Acquisition with the proceeds from a $1.0 billion three-year Term Loan Credit Facility, $1.5 billion in unsecured notes, and the issuance of 61 million shares of Aon common stock.
In addition, as part of the consideration, certain outstanding Hewitt stock options were converted into options to purchase 4.5 million shares of Aon common stock.
These items are detailed further in Note 8 ‘‘Debt’’ and Note 11 ‘‘Stockholders’ Equity’’.
The transaction has been accounted for using the acquisition method of accounting which requires, among other things, that most assets acquired and liabilities assumed be recognized at their fair values as of the acquisition date.
The following table summarizes the amounts recognized for assets acquired and liabilities assumed as of the acquisition date (in millions):
## Table 0 ##
(1) Includes cash and cash equivalents, short-term investments, client receivables, other current assets, accounts payable and other current liabilities.
(2) Includes primarily deferred contract costs and long-term investments.
(3) Includes primarily unfavorable lease obligations and deferred contract revenues.
(4) Included in Other current assets ($31 million), Deferred tax assets ($30 million), Other current liabilities ($7 million) and Deferred tax liabilities ($1.1 billion) in the Company’s Consolidated Statements of Financial Position.
The acquired customer relationships are being amortized over a weighted average life of 12 years.
The technology asset is being amortized over 7 years and trademarks have been determined to have indefinite useful lives.
Goodwill is calculated as the excess of the acquisition cost over the fair value of the net assets acquired and represents the synergies and other benefits that are expected to arise from combining the operations of Hewitt with the operations of Aon, and the future economic benefits arising from other assets acquired that could not be individually identified and separately recognized.
Goodwill is not amortized and is not deductible for tax purposes.
A single estimate of fair value results from a complex series of the Company’s judgments about future events and uncertainties and relies heavily on estimates and assumptions.
The Company’s
NEWMONT MINING CORPORATION NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) NOTE 31 SEGMENT AND RELATED INFORMATION Newmont predominantly operates in a single industry, namely exploration for and production of gold.
The Company’s reportable segments are based upon the Company’s management organization structure that is focused on the geographic region for the company’s operations and include North America, South America, Asia Pacific, Africa and Corporate and Other.
Newmont’s major operations include Nevada, Yanacocha, Boddington, Other Australia/New Zealand, Batu Hijau and Ahafo.
The Company identifies its reportable segments as those consolidated mining operations or functional groups that represent more than 10% of the combined revenue, profit or loss or total assets of all reported operating segments.
Consolidated mining operations or functional groups not meeting this threshold are aggregated at the applicable geographic region or corporate level for segment reporting purposes.
Earnings from operations do not reflect general corporate expenses, interest (except project-specific interest) or income taxes (except for equity investments).
Intercompany revenue and expense amounts have been eliminated within each segment in order to report on the basis that management uses internally for evaluating segment performance.
Segment results for 2009, 2008 and 2007 reflect an organizational change, effective in the first quarter of 2009, that (i) moved the results of the La Herradura operation in Mexico to North America from Other and (ii) combined the management of exploration and advanced projects, research and development activities under one executive and assigned the legacy exploration segment to the regional reportable segments.
As a result of management’s decision to dispose of the Kori Kollo operation in Bolivia, Kori Kollo has been reclassified to discontinued operations.
## Table 1 ##
(1) Accrual basis includes an increase in accrued capital expenditures of $4.
Consolidated capital expenditures on a cash basis are $1,769.
exchange rate, which increased Costs applicable to sales by approximately $23 per ounce, partially offset by lower milling and administrative costs.
Tanami, Australia.
Gold ounces sold decreased 17% due to a 15% decrease in mill ore grade.
Costs applicable to sales per ounce increased 46%, due to lower production, higher contracted services costs, higher milling costs and movements in the Australian dollar exchange rate, which increased Costs applicable to sales by approximately $20 per ounce.
Waihi, New Zealand.
Gold ounces sold increased 52% due to significantly higher mill throughput as mill maintenance was completed in the first quarter of 2007, and milling more Favona underground ore partially offset by 12% lower mill ore grade.
Costs applicable to sales per ounce were 14% lower due to higher production and higher by-product credits.
Batu Hijau, Indonesia.
Consolidated copper pounds and gold ounces sold decreased 32% and 39% respectively, due to lower throughput, ore grade and recovery.
Batu Hijau experienced heavy rainfall during the first quarter of 2008 causing minor damage to pit infrastructure, as well as adding significant amounts of water to the pit, delaying planned access to higher grade Phase 4 ore in the bottom of the pit until late in the third quarter of 2008.
Mill throughput was 19% lower in 2008 compared to 2007 due to processing harder ores and blending limitations as a majority of 2008 ore was sourced from stockpiles and Phase 5 ore.
Ore processed during 2008 was lower in grade and contributed to lower recovery than ores processed in 2007.
Costs applicable to sales per pound of copper and per ounce of gold increased 31% and 78%, respectively, as a result of higher mining costs due to increased diesel, labor and milling costs, partially offset by lower waste tons mined.
Costs applicable to sales per ounce of gold also increased as a higher co-product allocation of costs was made to gold as a result of higher gold prices and lower copper prices.
Amortization per pound of copper and ounce of gold increased 27% and 70%, respectively, due to lower production.
Consolidated gold production for Asia Pacific is expected to increase in 2010 to approximately 2.6 to 2.8 million ounces, primarily as a result of the Boddington ramp-up.
Costs applicable to sales are expected to decrease to approximately $400 to $440 per ounce in 2010, primarily driven by the ramp-up of Boddington production, partially offset by higher diesel price and less favorable Australian dollar exchange rate assumptions.
We expect consolidated copper production for the Asia Pacific operations of approximately 540 to 600 million pounds at Costs applicable to sales of approximately $0.85 to $0.95 per pound in 2010.
Based on current mine plans, assumptions and conditions, consolidated gold production for 2011 through 2012 is expected to remain at the 2010 levels primarily due to the new production at Boddington and extended mine-life at Jundee and Waihi offsetting declining production at Tanami and Batu Hijau.
Over the same time period, Costs applicable to sales are anticipated to increase slightly as lower cost production from Boddington will be offset by higher operating costs at Batu Hijau as the Company begins waste stripping Phase 6.
For information on the Batu Hijau Contract of Work and divestiture requirements, see the discussion under Item 2 Properties, above and Note 33 to the Consolidated Financial Statements.
Africa Operations
## Table 2 ##
(1) Includes incremental start-up ounces of 19 in 2008.
(2) Excludes Amortization, Accretion and the 2007 Loss on settlement of price-capped forward sales contracts.

<table><tr><td></td><td>Amountsrecorded as ofthe acquisitiondate</td></tr><tr><td>Working capital -1</td><td>$348</td></tr><tr><td>Property, equipment, and capitalized software</td><td>297</td></tr><tr><td>Identifiable intangible assets:</td><td></td></tr><tr><td>Customer relationships</td><td>1,800</td></tr><tr><td>Trademarks</td><td>890</td></tr><tr><td>Technology</td><td>215</td></tr><tr><td>Other noncurrent assets -2</td><td>344</td></tr><tr><td>Long-term debt</td><td>346</td></tr><tr><td>Other noncurrent liabilities -3</td><td>360</td></tr><tr><td>Net deferred tax liability -4</td><td>1,021</td></tr><tr><td>Net assets acquired</td><td>2,167</td></tr><tr><td>Goodwill</td><td>2,765</td></tr><tr><td>Total consideration transferred</td><td>$4,932</td></tr></table>
<table><tr><td></td><td> Sales</td><td> Costs   Applicable to   Sales</td><td> Amortization</td><td> Advanced   Projects and   Exploration</td><td>Pre-Tax Income</td><td> Total   Assets<sup>-1</sup></td><td> Capital   Expenditures<sup>-1</sup></td></tr><tr><td> Year Ended December 31, 2009</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Nevada</td><td>$1,943</td><td>$1,045</td><td>$261</td><td>$54</td><td>$557</td><td>$3,236</td><td>$205</td></tr><tr><td>La Herradura</td><td>113</td><td>42</td><td>11</td><td>3</td><td>57</td><td>137</td><td>54</td></tr><tr><td>Hope Bay</td><td>—</td><td>—</td><td>12</td><td>66</td><td>-77</td><td>1,862</td><td>5</td></tr><tr><td>Other North America</td><td>—</td><td>—</td><td>—</td><td>2</td><td>-7</td><td>55</td><td>—</td></tr><tr><td>North America</td><td>2,056</td><td>1,087</td><td>284</td><td>125</td><td>530</td><td>5,290</td><td>264</td></tr><tr><td>Yanacocha</td><td>2,013</td><td>642</td><td>168</td><td>23</td><td>1,089</td><td>2,472</td><td>146</td></tr><tr><td>Other South America</td><td>—</td><td>—</td><td>—</td><td>23</td><td>1</td><td>32</td><td>—</td></tr><tr><td>South America</td><td>2,013</td><td>642</td><td>168</td><td>46</td><td>1,090</td><td>2,504</td><td>146</td></tr><tr><td>Boddington:</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Gold</td><td>101</td><td>45</td><td>15</td><td></td><td></td><td></td><td></td></tr><tr><td>Copper</td><td>27</td><td>16</td><td>4</td><td></td><td></td><td></td><td></td></tr><tr><td>Total Boddington</td><td>128</td><td>61</td><td>19</td><td>32</td><td>-59</td><td>3,975</td><td>1,093</td></tr><tr><td>Other Australia/New Zealand</td><td>1,138</td><td>592</td><td>136</td><td>21</td><td>359</td><td>870</td><td>122</td></tr><tr><td>Batu Hijau:</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Gold</td><td>550</td><td>118</td><td>30</td><td></td><td></td><td></td><td></td></tr><tr><td>Copper</td><td>1,292</td><td>307</td><td>78</td><td></td><td></td><td></td><td></td></tr><tr><td>Total Batu Hijau</td><td>1,842</td><td>425</td><td>108</td><td>—</td><td>1,242</td><td>3,129</td><td>44</td></tr><tr><td>Other Asia Pacific</td><td>—</td><td>—</td><td>3</td><td>12</td><td>-50</td><td>256</td><td>3</td></tr><tr><td>Asia Pacific</td><td>3,108</td><td>1,078</td><td>266</td><td>65</td><td>1,492</td><td>8,230</td><td>1,262</td></tr><tr><td>Africa</td><td>528</td><td>242</td><td>68</td><td>23</td><td>171</td><td>1,187</td><td>85</td></tr><tr><td>Corporate and Other</td><td>—</td><td>—</td><td>20</td><td>63</td><td>-370</td><td>5,088</td><td>16</td></tr><tr><td>Consolidated</td><td>$7,705</td><td>$3,049</td><td>$806</td><td>$322</td><td>$2,913</td><td>$22,299</td><td>$1,773</td></tr></table>
<table><tr><td></td><td colspan="3"> Gold Ounces Sold<sup>-1</sup></td><td colspan="3"> Costs Applicable to Sales<sup>-2</sup></td><td colspan="3"> Amortization</td></tr><tr><td></td><td> 2009</td><td> 2008</td><td> 2007</td><td> 2009</td><td> 2008</td><td> 2007</td><td> 2009</td><td> 2008</td><td> 2007</td></tr><tr><td></td><td colspan="3"> (in thousands)</td><td colspan="3"> ($ per ounce)</td><td colspan="3"> ($ per ounce)</td></tr><tr><td>Ahafo, Ghana</td><td>546</td><td>521</td><td>446</td><td>$444</td><td>$408</td><td>$376</td><td>$125</td><td>$126</td><td>$96</td></tr></table>

Question: How many element exceed the average of La Herradura and Nevada in Sales?