Rent expense under all operating leases, including both cancelable and noncancelable leases, was $97 million, $92 million, and $80 million in 2003, 2002, and 2001, respectively.
Future minimum lease payments under noncancelable operating leases having remaining terms in excess of one year as of September 27, 2003, are as follows (in millions):
## Table 0 ##
Accrued Warranty and Indemnifications The Company offers a basic limited parts and labor warranty on its hardware products.
The basic warranty period for hardware products is typically one year from the date of purchase by the end-user.
The Company also offers a 90-day basic warranty for Apple software and for Apple service parts used to repair Apple hardware products.
The Company provides currently for the estimated cost that may be incurred under its basic limited product warranties at the time related revenue is recognized.
Factors considered in determining appropriate accruals for product warranty obligations include the size of the installed base of products subject to warranty protection, historical warranty claim rates, historical and projected cost-per-claim, and knowledge of specific product failures that are outside of the Company’s typical experience.
The Company assesses the adequacy of its preexisting warranty liabilities and adjusts the amounts as necessary based on actual experience and changes in future expectations.
The following table reconciles changes in the Company’s accrued warranties and related costs (in millions):
## Table 1 ##
The Company generally does not indemnify end-users of its operating system and application software against legal claims that the software infringes third-party intellectual property rights.
Other licensing agreements entered into by the Company sometimes include indemnification provisions under which the Company could be subject to costs and/or damages in the event of an infringement claim against the Company or an indemnified third-party.
However, the Company has not been required to make any significant payments resulting from such an infringement claim asserted against itself or an indemnified third-party and, in the opinion of management, does not have a potential liability related to unresolved infringement claims that would have a material adverse effect on its financial condition, liquidity or results of operations.
Therefore, the Company did not record a liability for infringement costs as of either September 27, 2003 or September 28, 2002.
Concentrations in the Available Sources of Supply of Materials and Product Although certain components essential to the Company's business are generally available from multiple sources, other key components (including microprocessors and application-specific integrated circuits, or ("ASICs")) are currently obtained by the Company from single or limited sources.
Some other key components, while currently available to the Company from multiple sources, are at times subject to industry-wide availability and pricing pressures.
In addition, the Company uses some components that are not common to the rest of the personal computer industry, and new products introduced by the Company often initially utilize custom components obtained from only one source until the Company has evaluated whether there is a need for and subsequently qualifies additional suppliers.
If the supply of a key single-sourced component to the Company were to be delayed or curtailed or in the event a key manufacturing vendor delays shipments of completed products to the Company, the Company's ability to ship related products in desired quantities and in a timely manner could be adversely affected.
The Company’s business and financial performance could also be adversely affected depending on the time required to obtain sufficient quantities from the original source, or to identify and obtain sufficient quantities from an alternative source.
Continued availability of these components may be affected if producers were to decide to concentrate on the production of common components instead of components customized to meet the Company's requirements.
Finally, significant portions of the Company's CPUs, logic boards, and assembled products are now manufactured by outsourcing partners, the majority of which occurs in various parts of Asia.
Although the Company works closely with its outsourcing partners on manufacturing schedules, the Company's operating results could be adversely affected if its outsourcing partners were unable to meet their production obligations.
point changes, timing of price increases and new product introductions can create differences between gallon sales and unit case volume.
Although most of our Company’s revenues are not based directly on unit case volume, we believe unit case volume is one of the measures of the underlying strength of the Coca-Cola system because it measures trends at the consumer level.
The Coca-Cola system sold approximately 19.8 billion unit cases of our products in 2004 and approximately 19.4 billion unit cases in 2003.
Approximate 2004 and 2003 unit case volume growth results are as follows:
## Table 2 ##
In the North America operating segment, unit case volume for 2004 was even compared to 2003.
The Retail Division had a 1 percent decrease in unit case volume in 2004 versus 2003, primarily due to poor weather in the third quarter, higher retail pricing and lower than expected results from Coca-Cola C2.
The Foodservice and Hospitality Division’s unit case volume increased 2 percent as a result of effective customer programs and improved restaurant traffic.
In the Africa operating segment, unit case volume increased by 3 percent in 2004 compared to 2003, primarily as a result of the growth in South Africa, where unit case volume increased by 7 percent and Morocco and Kenya.
This increase was partially offset by volume declines in Nigeria due to de-emphasis on less-profitable water packages and weakness in noncore brands and Egypt.
In the Asia operating segment, unit case volume increased by 5 percent in 2004 versus 2003, primarily led by a 22 percent growth in China as a result of a new advertising campaign, innovative packaging and promotion in the cities, and affordable 200ml packaging in the towns.
Japan growth of 4 percent was driven by Trademark Coca-Cola unit case volume growth of 3 percent and trademark Fanta growth of 17 percent.
These increases were offset by an 8 percent decline in the Philippines due to affordability and availability issues.
Unit case volume in the Europe, Eurasia and Middle East operating segment was even in 2004 versus 2003, primarily due to limited brand and package availability in the discount retail channel in Germany and poor weather conditions in northern Europe, partially offset by successful promotions and continued positive economic trends in Turkey, Russia and the Middle East.
Unit case volume for the Latin America operating segment increased by 3 percent in 2004 versus 2003, primarily reflecting strong growth in Brazil, Argentina and Venezuela resulting from the execution of the Company’s long-term investment strategy with an emphasis on brand building, new package alternatives and close coordination with bottling partners to drive superior local marketplace execution offset by de-emphasis on large format water and powdered drinks in Mexico.
In the North America operating segment, unit case volume increased by 2 percent in 2003 compared to 2002 driven by strong contributions from the Diet Coke brands and the national rollout of the Fridge Pack.
In addition, performance in the Foodservice and Hospitality Division steadily improved throughout the year as economic conditions and restaurant traffic improved.
Further, unit case volume for trademark Sprite increased by 7 percent, POWERade by 21 percent and Dasani by 16 percent during 2003.
ÿþNet income from AMPCO and affiliates decreased in 2009 as compared with 2008 due to the significant decrease in   the average realized price for methanol.
 The price decrease was the result of an oversupply of methanol and the   impact of the economic slowdown.
 Methanol sales volumes increased as there was minimal down time for repairs as   compared with 2008.
   Alba Plant Net income from Alba Plant increased in 2010 as compared with 2009 due to an increase in average   realized condensate and LPG prices from increased demand due to the global economic recovery.
   Net income from Alba Plant decreased in 2009 as compared with 2008 due to significant decreases in average   realized prices for condensate and LPG.
 The price decrease was the result of decreases in liquids prices and the   impact of the economic slowdown.
   Other Revenues Other revenues were as follows:  @T@  Other revenues include electricity sales, a refund of deepwater Gulf of Mexico royalties and other revenue items.
 See   Item 8.
 Financial Statements and Supplementary Data   Note 2.
 Additional Financial Statement Information.
  Costs and Expenses   Production Expense Components of production expense were as follows:  @T@  (1) Other international includes China and Argentina (through February 2008).
  (2) Lease operating expense includes oil and gas operating costs (labor, fuel, repairs, replacements, saltwater disposal and other  related lifting costs) and workover and repair expense.
   (3) Consolidated unit rates exclude sales volumes and costs attributable to equity method investees.
   Lease Operating Expense Lease operating expense was flat in 2010 as compared with 2009.
 Changes included   following:   .
an increase in US production volumes due to ongoing development activity in Central DJ Basin, including   horizontal drilling in the Niobrara formation;   .
an increase in US production volumes due to the Central DJ Basin asset acquisition; and   .
an increase in North Sea lease operating expense due to higher sales volumes;   offset by   .
a decrease in Equatorial Guinea lease operating expense due to the planned shut-down of the Alba field for   facilities maintenance and repair ; and   .
the sale of non-core, non-strategic assets in the Mid-Continent and Illinois Basin areas, which had higher   lease operating costs.

## Table 3 ##
## Table 4 ##
ZIMMER HOLDINGS, INC.  AND SUBSIDIARIES 2004 FORM 10-K CONTRACTUAL OBLIGATIONS The Company has entered into contracts with various third parties in the normal course of business which will require future payments.
The following table illustrates the Company’s contractual obligations:

Tables referenced above, in order (Table 0 first):
<table><tr><td>2004</td><td>$100</td></tr><tr><td>2005</td><td>100</td></tr><tr><td>2006</td><td>83</td></tr><tr><td>2007</td><td>64</td></tr><tr><td>2008</td><td>51</td></tr><tr><td>Later years</td><td>202</td></tr><tr><td>Total minimum lease payments</td><td>$600</td></tr></table>
<table><tr><td></td><td>2003</td><td>2002</td><td>2001</td></tr><tr><td>Beginning accrued warranty and related costs</td><td>$69</td><td>$87</td><td>$108</td></tr><tr><td>Cost of warranty claims</td><td>-71</td><td>-79</td><td>-92</td></tr><tr><td>Accruals for product warranties</td><td>69</td><td>61</td><td>71</td></tr><tr><td>Ending accrued warranty and related costs</td><td>$67</td><td>$69</td><td>$87</td></tr></table>
<table><tr><td></td><td colspan="2">Percentage Change</td></tr><tr><td></td><td>2004 vs. 2003</td><td>2003 vs. 2002</td></tr><tr><td>Worldwide</td><td>2</td><td>4</td></tr><tr><td>North America operations</td><td>0</td><td>2</td></tr><tr><td>International operations—total</td><td>3</td><td>5</td></tr><tr><td>Africa</td><td>3</td><td>5</td></tr><tr><td>Asia</td><td>5</td><td>4</td></tr><tr><td>Europe, Eurasia and Middle East</td><td>0</td><td>5</td></tr><tr><td>Latin America</td><td>3</td><td>4</td></tr></table>
<table><tr><td></td><td colspan="3">Year Ended December 31,</td></tr><tr><td></td><td>2010</td><td>2009</td><td>2008</td></tr><tr><td>(millions)</td><td></td><td></td><td></td></tr><tr><td>Other Revenues</td><td>$72</td><td>$169</td><td>$76</td></tr></table>
<table><tr><td></td><td>Total per BOE</td><td>Total</td><td>United States</td><td>Equatorial Guinea</td><td>Israel</td><td>North Sea</td><td>Other Int'l-1</td></tr><tr><td>(millions, except per unit)</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Year Ended December 31, 2010</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Lease Operating Expense-2</td><td>$4.93</td><td>$376</td><td>$258</td><td>$43</td><td>$9</td><td>$47</td><td>$19</td></tr><tr><td>Production and Ad Valorem Taxes</td><td>1.64</td><td>125</td><td>103</td><td>-</td><td>-</td><td>-</td><td>22</td></tr><tr><td>Transportation Expense</td><td>0.91</td><td>69</td><td>59</td><td>-</td><td>-</td><td>8</td><td>2</td></tr><tr><td>Total Production Expense-3</td><td>$7.48</td><td>$570</td><td>$420</td><td>$43</td><td>$9</td><td>$55</td><td>$43</td></tr><tr><td>Total Production Expense per BOE</td><td></td><td>$7.48</td><td>$9.69</td><td>$2.38</td><td>$1.15</td><td>$13.37</td><td>$14.51</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>Lease Operating Expense-2</td><td>$5.05</td><td>$372</td><td>$258</td><td>$45</td><td>$9</td><td>$43</td><td>$17</td></tr><tr><td>Production and Ad Valorem Taxes</td><td>1.28</td><td>94</td><td>81</td><td>-</td><td>-</td><td>-</td><td>13</td></tr><tr><td>Transportation Expense</td><td>0.80</td><td>59</td><td>52</td><td>-</td><td>-</td><td>4</td><td>3</td></tr><tr><td>Total Production Expense-3</td><td>$7.13</td><td>$525</td><td>$391</td><td>$45</td><td>$9</td><td>$47</td><td>$33</td></tr><tr><td>Total Production Expense per BOE</td><td></td><td>$7.13</td><td>$9.51</td><td>$2.30</td><td>$1.36</td><td>$17.50</td><td>$10.27</td></tr><tr><td>Year Ended December 31, 2008</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Lease Operating Expense-2</td><td>$4.90</td><td>$371</td><td>$257</td><td>$39</td><td>$9</td><td>$53</td><td>$13</td></tr><tr><td>Production and Ad Valorem Taxes</td><td>2.19</td><td>166</td><td>135</td><td>-</td><td>-</td><td>-</td><td>31</td></tr><tr><td>Transportation Expense</td><td>0.75</td><td>57</td><td>49</td><td>-</td><td>-</td><td>7</td><td>1</td></tr><tr><td>Total Production Expense-3</td><td>$7.84</td><td>$594</td><td>$441</td><td>$39</td><td>$9</td><td>$60</td><td>$45</td></tr><tr><td>Total Production Expense per BOE</td><td></td><td>$7.84</td><td>$10.43</td><td>$2.17</td><td>$1.07</td><td>$14.30</td><td>$15.94</td></tr></table>

Question: Which year has the greatest proportion of Lease Operating Expense-2 ?
Answer: 2009