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RATIONALIZATION CHARGES | 12 Months Ended
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Dec. 31, 2011
RATIONALIZATION CHARGES | NOTE 3. RATIONALIZATION CHARGES 2011 RATIONALIZATION PLANS In the fourth quarter of 2011, we announced plans to consolidate various administrative positions in the U.S. and Canadian corporate offices of our plastic container business and in our corporate office through the termination of approximately 54 employees, with total estimated costs of $2.0 million for employee severance and benefits. We recognized $1.9 million of costs and made cash payments of $0.2 million in 2011. Remaining cash expenditures of $1.8 million are expected primarily in 2012. 2010 RATIONALIZATION PLANS In February 2010, we announced a plan to exit our Port Clinton, Ohio plastic container manufacturing facility. Our plan included the termination of approximately 150 employees and other related plant exit costs. The total estimated costs for the rationalization of this facility of $5.1 million consist of $1.5 million for employee severance and benefits, $1.8 million for plant exit costs and $1.8 million for the non-cash write-down in carrying value of assets. We recognized a total of $1.7 million of costs in 2011, which consisted of $0.1 million for employee severance and benefits, $1.3 million of plant exit costs and $0.3 million for the non-cash write-down in carrying value of assets. We recognized a total of $3.4 million of costs in 2010, which consisted of $1.4 million of employee severance and benefits, $0.5 million of plant exit costs and $1.5 million for the non-cash write-down in carrying value of assets. Cash payments of $1.7 million and $1.6 million were paid in 2011 and 2010, respectively. The plant has ceased operations, and all cash for this plan has been expended. In November 2010, we announced to employees plans to reduce costs in our closures manufacturing facility in Germany. Our plan included the termination of approximately 75 employees, with total estimated costs of $10.9 million for employee severance and benefits consisting of $11.3 million of cash costs net of a $0.4 million non-cash retirement benefit curtailment gain. We recognized $1.8 million and $9.1 million of these costs in 2011 and 2010, respectively, and made cash payments of $9.3 million and $0.3 million in 2011 and 2010, respectively. Remaining cash expenditures of $2.2 million are expected primarily in 2012. In November 2010, we announced to employees plans to consolidate various administrative positions in the U.S. and Canadian corporate offices of our plastic container business through the termination of approximately 30 employees, with total estimated costs of $2.0 million for employee severance and benefits. We recognized $0.2 million and $1.8 million of these costs in 2011 and 2010, respectively, and made cash payments of $1.7 million and $0.3 million in 2011 and 2010, respectively. All cash for these plans has been expended. In November 2010, we announced to employees a plan to exit one of our Woodstock, Illinois plastic container manufacturing facilities. Our plan included the termination of approximately 50 employees, the consolidation of certain operations into existing facilities and the elimination of the remaining operations and the exit of the facility. The total estimated costs for the rationalization of this facility of $14.4 million consist of $7.1 million for the non-cash write-down in carrying value of assets, $6.2 million of plant exit costs and $1.1 million for employee severance and benefits. We recognized a total of $0.7 million of costs in 2011, which consisted of $0.4 million for employee severance and benefits and $0.3 million for the non-cash write down in carrying value of assets. We recognized a total of $7.1 million of costs in 2010, which consisted of $6.8 million for the non-cash write-down in carrying value of assets and $0.3 million for employee severance and benefits. Cash payments of $0.3 million and $0.1 million were paid in 2011 and 2010, respectively. Remaining expenses and cash expenditures of $6.6 million and $6.9 million, respectively, are expected primarily in 2012 and thereafter. Activity in our 2010 rationalization plan reserves is summarized as follows:
|  | Employee Severance and Benefits |  |  | Non-Cash Retirement Benefit Curtailment |  |  | Plant Exit Costs |  |  | Non-Cash Asset Write-Down |  |  | Total |
Established in 2010 |  | $ | 12,641 |  |  | $ | — |  |  | $ | 542 |  |  | $ | 8,256 |  |  | $ | 21,439 |
Utilized in 2010 |  |  | (1,812 | ) |  |  | — |  |  |  | (542 | ) |  |  | (8,256 | ) |  |  | (10,610 | )
Balance at December 31, 2010 |  |  | 10,829 |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 10,829 |
Established in 2011 |  |  | 2,973 |  |  |  | (449 | ) |  |  | 1,267 |  |  |  | 613 |  |  |  | 4,404 |
Utilized in 2011 |  |  | (11,622 | ) |  |  | 449 |  |  |  | (1,267 | ) |  |  | (613 | ) |  |  | (13,053 | )
Currency translation |  |  | 447 |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 447 |
Balance at December 31, 2011 |  | $ | 2,627 |  |  | $ | — |  |  | $ | — |  |  | $ | — |  |  | $ | 2,627 |
The non-cash asset write-downs totaling $8.9 million related to our 2010 rationalization plans were the result of comparing the carrying value of certain production related equipment to their fair value using estimated future undiscounted cash flows, a level 3 fair value measurement (as defined in Note 9). SUMMARY Rationalization charges for the years ended December 31 are summarized as follows:
|  | 2011 |  |  | 2010 |  |  | 2009 |
|  | (Dollars in thousands) |
2011 rationalization plans |  | $ | 1,925 |  |  | $ | – |  |  | $ | – |
2010 rationalization plans |  |  | 4,404 |  |  |  | 21,439 |  |  |  | – |
2009 and prior years’ rationalization plans |  |  | 1,388 |  |  |  | 775 |  |  |  | 1,491 |
|  | $ | 7,717 |  |  | $ | 22,214 |  |  | $ | 1,491 |
Rationalization reserves as of December 31, 2011 and 2010 were included in our Consolidated Balance Sheets as accrued liabilities of $4.6 million and $11.3 million, respectively.

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- Definition The entire disclosure for restructuring and related activities. Description of restructuring activities such as exit and disposal activities, include facts and circumstances leading to the plan, the expected plan completion date, the major types of costs associated with the plan activities, total expected costs, the accrual balance at the end of the period, and the periods over which the remaining accrual will be settled. + References Reference 1: http://www.xbrl.org/2003/role/presentationRef -Publisher FASB -Name Accounting Standards Codification -Topic 420 -SubTopic 10 -Section S99 -Paragraph 2 -Subparagraph (SAB TOPIC 5.P.4) -URI http://asc.fasb.org/extlink&oid=6394695&loc=d3e140904-122747 Reference 2: http://www.xbrl.org/2003/role/presentationRef -Publisher FASB -Name Accounting Standards Codification -Topic 420 -SubTopic 10 -Section 50 -Paragraph 1 -URI http://asc.fasb.org/extlink&oid=6394359&loc=d3e17939-110869 Reference 3: http://www.xbrl.org/2003/role/presentationRef -Publisher FASB -Name Statement of Financial Accounting Standard (FAS) -Number 146 -Paragraph 20 -LegacyDoc This reference is SUPERSEDED by the Accounting Standards Codification effective for interim and annual periods ending after September 15, 2009. This reference is included to help users transition from the previous accounting hierarchy and will be removed from future versions of this taxonomy. Reference 4: http://www.xbrl.org/2003/role/presentationRef -Publisher SEC -Name Staff Accounting Bulletin (SAB) -Number Topic 5 -Section P -Subsection 3, 4 Reference 5: http://www.xbrl.org/2003/role/presentationRef -Publisher FASB -Name Accounting Standards Codification -Topic 420 -SubTopic 10 -Section S99 -Paragraph 1 -Subparagraph (SAB TOPIC 5.P.3) -URI http://asc.fasb.org/extlink&oid=6394695&loc=d3e140864-122747 + Details
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