obligations of non-consolidated affiliates, mainly CPW.
In addition, off-balance sheet arrangements are generally limited to the future payments under non-cancelable operating leases, which totaled $559 million as of May 27, 2018.
As of May 27, 2018, we had invested in five variable interest entities (VIEs).
None of our VIEs are material to our results of operations, financial condition, or liquidity as of and for the fiscal year ended May 27, 2018.
Our defined benefit plans in the United States are subject to the requirements of the Pension Protection Act (PPA).
In the future, the PPA may require us to make additional contributions to our domestic plans.
We do not expect to be required to make any contributions in fiscal 2019.
The following table summarizes our future estimated cash payments under existing contractual obligations, including payments due by period:
## Table 0 ##
(a) Amounts represent the expected cash payments of our long-term debt and do not include $0.5 million for capital leases or $85.7 million for net unamortized debt issuance costs, premiums and discounts, and fair value adjustments.
(b) Operating leases represents the minimum rental commitments under non-cancelable operating leases.
(c) The majority of the purchase obligations represent commitments for raw material and packaging to be utilized in the normal course of business and for consumer marketing spending commitments that support our brands.
For purposes of this table, arrangements are considered purchase obligations if a contract specifies all significant terms, including fixed or minimum quantities to be purchased, a pricing structure, and approximate timing of the transaction.
Most arrangements are cancelable without a significant penalty and with short notice (usually 30 days).
Any amounts reflected on the Consolidated Balance Sheets as accounts payable and accrued liabilities are excluded from the table above.
(d) The fair value of our foreign exchange, equity, commodity, and grain derivative contracts with a payable position to the counterparty was $16 million as of May 27, 2018, based on fair market values as of that date.
Future changes in market values will impact the amount of cash ultimately paid or received to settle those instruments in the future.
Other long-term obligations mainly consist of liabilities for accrued compensation and benefits, including the underfunded status of certain of our defined benefit pension, other postretirement benefit, and postemployment benefit plans, and miscellaneous liabilities.
We expect to pay $20 million of benefits from our unfunded postemployment benefit plans and $18 million of deferred compensation in fiscal 2019.
We are unable to reliably estimate the amount of these payments beyond fiscal 2019.
As of May 27, 2018, our total liability for uncertain tax positions and accrued interest and penalties was $223.6 million.
SIGNIFICANT ACCOUNTING ESTIMATES For a complete description of our significant accounting policies, please see Note 2 to the Consolidated Financial Statements in Item 8 of this report.
Our significant accounting estimates are those that have a meaningful impact
The following table details operating statistics related to Batu Hijau copper production, sales and production costs.
## Table 1 ##
Proven and Probable Equity Reserves We had proven and probable gold reserves of 85.0 million equity ounces as of December 31, 2008.
For 2008, reserves were calculated at a $725, A$850 or NZ$1,000 per ounce gold price assumption.
Our 2008 reserves would decline by approximately 10% (8.2 million ounces), if calculated at a $675 per ounce gold price.
An increase in the gold price to $775 per ounce would increase reserves by approximately 4% (3.3 million ounces), all other assumptions remaining constant.
For 2007, reserves were calculated at a $575, A$750 or NZ$850 per ounce gold price assumption.
As of December 31, 2008, our proven and probable gold reserves in Nevada were 28.1 million equity ounces.
Outside of Nevada, year-end proven and probable gold reserves were 56.9 million equity ounces, including 20.9 million equity ounces in Australia/New Zealand, 17.0 million equity ounces in Ghana, 12.8 million equity ounces in Peru, 4.1 million equity ounces in Indonesia and 2.1 million equity ounces at Other Operations.
Our proven and probable copper reserves as of December 31, 2008 were 7,780 million equity pounds.
For 2008, reserves were calculated at a price of $2.00 or A$2.40 per pound assumption.
For 2007, reserves were calculated at a price of $1.75 or A$2.00 per pound assumption.
Under our current mining plans, all of our reserves are located on fee property or mining claims or will be depleted during the terms of existing mining licenses or concessions, or where applicable, any assured renewal or extension periods for such licenses or concessions.
Proven and probable equity reserves are based on extensive drilling, sampling, mine modeling and metallurgical testing from which we determined economic feasibility.
The price sensitivity of reserves depends upon several factors including grade, metallurgical recovery, operating cost, wasteto-ore ratio and ore type.
Metallurgical recovery rates vary depending on the metallurgical properties of each deposit and the production process used.
The reserve tables below list the average metallurgical recovery rate for each deposit, which takes into account the several different processing methods that we use.
The cut-off grade, or lowest grade of mineralized material considered economic to process, varies with material type, metallurgical recoveries and operating costs.
The proven and probable equity reserve figures presented herein are estimates based on information available at the time of calculation.
No assurance can be given that the indicated levels of recovery of gold and copper will be realized.
Ounces of gold or pounds of copper included in the proven and probable reserves are calculated without regard to any losses during metallurgical treatment.
Reserve estimates may require revision based on actual production.
Market fluctuations in the price of gold and copper, as well as increased production costs or reduced metallurgical recovery
(5) In December 2017, Yanacocha repurchased a 5% interest held by the International Finance Corporation, increasing Newmont’s ownership in Yanacocha from 51.35% to 54.05% as of December 31, 2017.
In June 2018, Yanacocha sold a 5% ownership interest to a subsidiary of Sumitomo Corporation, reducing Newmont’s ownership to 51.35%.
See Note 12 to our Consolidated Financial Statements.2018 compared to 2017 Yanacocha, Peru.
Gold production decreased 4% primarily due to lower leach production.
Costs applicable to sales per ounce decreased 13% primarily due to lower stockpile and leach pad inventory adjustments and higher by-product credits from the sale of copper and silver concentrates, partially offset by higher oil prices.
Depreciation and amortization per ounce decreased 17% primarily due to lower stockpile and leach pad inventory adjustments and lower amortization rates.
All-in sustaining costs per ounce decreased 16% primarily due to the lower costs applicable to sales per ounce, lower sustaining capital and lower remediation costs.
Merian, Suriname.
Gold production increased 4% primarily due to a draw down of in-circuit inventory as compared to a build up in 2017 and higher throughput, partially offset by lower ore grade milled and lower recovery.
Cost applicable to sales per ounce increased 10% primarily due to lower ore grade mined and higher oil prices.
Depreciation and amortization per ounce decreased 7% primarily due to lower amortization rates.
All-in sustaining costs per ounce increased 15% primarily due to higher costs applicable to sales per ounce and higher sustaining capital spend.2017 compared to 2016 Yanacocha, Peru.
Gold production decreased 18% primarily due to lower mill grade, recovery and throughput as well as lower leach tons placed.
Costs applicable to sales per ounce increased 14% primarily due to lower ounces sold and higher processing costs, partially offset by lower leach pad inventory adjustments.
Depreciation and amortization per ounce decreased 41% due to a lower asset balance resulting from an impairment recorded in December 2016 and lower leach pad inventory adjustments, partially offset by lower ounces sold.
All-in sustaining costs per ounce increased 13% primarily due to higher costs applicable to sales per ounce.
Merian, Suriname.
Merian achieved commercial production in October 2016.
Australia Operations
## Table 2 ##
(1) Excludes Depreciation and amortization and Reclamation and remediation.
(2) All-In Sustaining Costs is a non-GAAP financial measure.
See Non-GAAP Financial Measures beginning on page 80.
(3) All-In Sustaining Costs include expenses related to other regional projects that are designed to sustain current production and exploration, and Depreciation and amortization include expenses for other regional projects.2018 compared to 2017 Boddington, Australia.
Gold production decreased 10% primarily due to lower ore grade milled, partially offset by higher mill throughput.
Copper production decreased 4% primarily due to lower ore grade milled, partially offset by higher mill throughput and recovery.
Costs applicable to sales per ounce increased 10% primarily due to lower ounces sold and higher oil prices, partially offset by a lower co-product allocation of costs to gold and a favorable Australian dollar foreign currency exchange rate.
Costs applicable to sales per pound increased 20% primarily due to lower production, higher oil prices and a higher co-product allocation of costs to copper, partially offset by a favorable Australian dollar foreign currency exchange rate.
Depreciation and amortization per ounce decreased 5% primarily due to a lower co-product allocation of depreciation and amortization to gold, partially offset by lower ounces sold.
Depreciation and amortization per pound increased 11% primarily due to higher co-product allocation of depreciation and

Tables referenced above, in order (Table 0 first):
<table><tr><td></td><td>Payments Due by Fiscal Year</td></tr><tr><td>In Millions</td><td>Total</td><td>2019</td><td>2020 -21</td><td>2022 -23</td><td>2024 and Thereafter</td></tr><tr><td>Long-term debt (a)</td><td>$14,354.0</td><td>$1,599.8</td><td>$3,122.6</td><td>$2,315.5</td><td>$7,316.1</td></tr><tr><td>Accrued interest</td><td>107.7</td><td>107.7</td><td>-</td><td>-</td><td>-</td></tr><tr><td>Operating leases (b)</td><td>559.3</td><td>137.4</td><td>208.0</td><td>122.7</td><td>91.2</td></tr><tr><td>Capital leases</td><td>0.5</td><td>0.3</td><td>0.2</td><td>-</td><td>-</td></tr><tr><td>Purchase obligations (c)</td><td>3,417.0</td><td>2,646.9</td><td>728.8</td><td>39.8</td><td>1.5</td></tr><tr><td>Total contractual obligations</td><td>18,438.5</td><td>4,492.1</td><td>4,059.6</td><td>2,478.0</td><td>7,408.8</td></tr><tr><td>Other long-term obligations (d)</td><td>1,199.0</td><td>-</td><td>-</td><td>-</td><td>-</td></tr><tr><td>Total long-term obligations</td><td>$19,637.5</td><td>$4,492.1</td><td>$4,059.6</td><td>$2,478.0</td><td>$7,408.8</td></tr></table>
<table><tr><td></td><td colspan="3"> Batu Hijau, Indonesia</td></tr><tr><td> Year Ended December 31,</td><td>2008</td><td>2007</td><td> 2006</td></tr><tr><td>Tons milled (000 dry short tons)</td><td>37,818</td><td>46,782</td><td>47,026</td></tr><tr><td>Average copper grade</td><td>0.47%</td><td>0.60%</td><td>0.55%</td></tr><tr><td>Average copper recovery rate</td><td>80.6%</td><td>86.1%</td><td>87.3%</td></tr><tr><td>Copper pounds produced (millions)</td><td>285</td><td>484</td><td>454</td></tr><tr><td>Copper pounds sold (millions)</td><td>290</td><td>428</td><td>435</td></tr><tr><td>Production costs per pound:</td><td></td><td></td><td></td></tr><tr><td>Costs applicable to sales</td><td>$1.38</td><td>$1.05</td><td>$0.67</td></tr><tr><td>Amortization</td><td>0.28</td><td>0.22</td><td>0.15</td></tr><tr><td>Reclamation/accretion expense</td><td>0.02</td><td>0.01</td><td>0.01</td></tr><tr><td>Total production costs</td><td>$1.68</td><td>$1.28</td><td>$0.83</td></tr></table>
<table><tr><td></td><td colspan="3">Gold or Copper Produced</td><td colspan="3">Costs Applicable to Sales-1</td><td colspan="3">Depreciation and Amortization</td><td colspan="3">All-In Sustaining Costs-2</td></tr><tr><td></td><td>2018</td><td>2017</td><td>2016</td><td>2018</td><td>2017</td><td>2016</td><td>2018</td><td>2017</td><td>2016</td><td>2018</td><td>2017</td><td>2016</td></tr><tr><td>GOLD</td><td colspan="3">(ounces in thousands)</td><td colspan="3">($ per ounce sold)</td><td colspan="3">($ per ounce sold)</td><td colspan="3">($ per ounce sold)</td></tr><tr><td>Boddington</td><td>709</td><td>787</td><td>800</td><td>$786</td><td>$714</td><td>$673</td><td>$140</td><td>$147</td><td>$139</td><td>$891</td><td>$838</td><td>$775</td></tr><tr><td>Tanami</td><td>496</td><td>419</td><td>459</td><td>589</td><td>616</td><td>518</td><td>149</td><td>165</td><td>179</td><td>763</td><td>786</td><td>722</td></tr><tr><td>Kalgoorlie</td><td>318</td><td>367</td><td>382</td><td>721</td><td>645</td><td>680</td><td>74</td><td>54</td><td>50</td><td>813</td><td>717</td><td>770</td></tr><tr><td>Total / Weighted Average-3</td><td>1,523</td><td>1,573</td><td>1,641</td><td>$709</td><td>$672</td><td>$630</td><td>$133</td><td>$134</td><td>$135</td><td>$845</td><td>$806</td><td>$777</td></tr><tr><td>COPPER</td><td colspan="3">(pounds in millions)</td><td colspan="3">($ per pound sold)</td><td colspan="3">($ per pound sold)</td><td colspan="3">($ per pound sold)</td></tr><tr><td>Boddington</td><td>77</td><td>80</td><td>77</td><td>$1.64</td><td>$1.37</td><td>$1.67</td><td>$0.30</td><td>$0.27</td><td>$0.32</td><td>$1.94</td><td>$1.69</td><td>$2.00</td></tr><tr><td>COPPER</td><td colspan="3">(tonnes in thousands)</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Boddington</td><td>35</td><td>36</td><td>35</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr></table>

Question: in 2019 what was the ratio of the anticipated future payments for the post-employment benefit plans and deferred compensation
Answer: 1.11111
Reasoning program: divide(20,18)