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Restructuring Activities | 4 Months Ended
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Apr. 21, 2018
Restructuring And Related Activities [Abstract] |
Restructuring Activities | 4. RESTRUCTURING ACTIVITIES On August 10, 2016, we announced the launch of Project Centennial, a comprehensive business and operational review. We identified opportunities to enhance revenue growth, streamline operations, improve efficiencies, and make investments that strengthen our competitive position and improve margins over the long term. We began Project Centennial with an evaluation of our brands, product mix, and organizational structure. We then developed strategic priorities to help us capitalize on retail and consumer changes. The primary objective is to improve margins and profitably grow the top-line over time. These priorities are as follows: Reduce costs to fuel growth. The company is focusing on reducing costs in our purchased goods and services initiative and our supply chain optimization plan. Purchased goods and services operations will be centralized to create standardization, continuously improve, and develop consistent policies and specifications. Supply chain optimization intends to reduce operational complexity and capitalize on scale. This initiative includes, and will continue to include, consulting and other third-party costs as we finalize the organizational structure. We incurred $6.4 million and $15.4 million for these non-restructuring consulting costs during the sixteen weeks ended April 21, 2018 and April 22, 2017, respectively. Develop leading capabilities. As of April 21, 2018, we report our financial results in either the DSD Segment or the Warehouse Segment. On May 3, 2017, the company announced an enhanced organizational structure designed to provide greater focus on the company’s strategic objectives, emphasize brand growth and innovation in line with a national branded food company, drive enhanced accountability, reduce costs, and strengthen long-term strategy. The new organizational structure will establish two BUs, Fresh Packaged Bread and Snacking/Specialty, and realigns key leadership roles. The new structure also provides for centralized marketing, sales, supply chain, shared-services/administrative, and corporate strategy functions, each with more clearly defined roles and responsibilities. The company intends to transition to the new structure over the next several months with full implementation expected to be completed at the beginning of fiscal 2019. We began relocating certain employees during the third quarter of fiscal 2017 as we transition to the enhanced organizational structure. Reorganization costs of $1.5 million for relocating employees were incurred during the first quarter of fiscal 2018 in the restructuring charges line item on the Condensed Consolidated Statements of Operations. We anticipate incurring additional reorganization costs as we continue implementing the enhanced organizational structure. The current DSD and warehouse segmentation will remain until the new structure is in place. On July 17, 2017, the company commenced a voluntary employee separation incentive plan (the “VSIP”). The VSIP was implemented as part of our effort to restructure, streamline operations, and better position the company for profitable growth. The VSIP election period closed on September 25, 2017 and resulted in approximately 325 employees accepting the offer. The separations began on September 7, 2017, and were substantially complete by the end of fiscal 2017. We recorded an aggregate charge of $29.1 million for the VSIP which includes a credit of $0.6 million when we estimated our VSIP liabilities during the sixteen weeks ended April 21, 2018. These charges consist primarily of employee severance and benefits-related costs and are recorded in the restructuring charges line item on our Condensed Consolidated Statements of Operations. Reinvigorate core business. This objective is to invest in our brands to align brands to consumers to maximize our return on investment. We expect to incur significant incremental marketing costs annually for brand development. These costs will not be restructuring and will be recognized as incurred. Project Centennial also included a brand rationalization study to identify high-potential and established brands to focus on innovation and cash flow, respectively. The study, which concluded in our third quarter of fiscal 2017, changed the outlook for several brands and resulted in the recognition of an impairment on certain of these finite-lived and indefinite-lived intangible trademark assets in our third quarter of fiscal 2017. The total intangible asset impairment charges, which were recorded in the restructuring charges line item in our Condensed Consolidated Statements of Operations, were $66.2 million. Project Centennial is expected to be completed by our fiscal 2021. On August 9, 2017, the company announced the closure of a Warehouse Segment snack cake plant in Winston-Salem, North Carolina. The bakery closed in November 2017. The closure costs were $4.4 million and consisted of $3.4 million for property, plant and equipment impairments and $1.0 million for employee termination benefits. These amounts are recorded in the restructuring and related impairment charges line item on our Condensed Consolidated Statements of Operations. The company continues to explore additional opportunities to streamline our core operations but as of April 21, 2018, we cannot estimate the additional costs to be incurred for this initiative. Capitalize on product adjacencies. This initiative will focus on growing share in underdeveloped markets. Adjacencies are geographic and/or product categories that will allow us to leverage our competitive advantages. This can be done either organically with our high-potential brands or through strategic acquisitions. As of April 21, 2018, we cannot estimate the costs to be incurred for this initiative. See Note 20, Segment Reporting, of Notes to Condensed Consolidated Financial Statements of this Form 10-Q for the allocation of restructuring charges to each of our segments. The table below presents the components of costs associated with Project Centennial (amounts in thousands):
|  | For the Sixteen Weeks Ended |  |  | For the Sixteen Weeks Ended |
|  | April 21, 2018 |  |  | April 22, 2017 |
Restructuring and related impairment charges: |  |  |  |  |  |  |  |
Reorganization costs |  | $ | 1,512 |  |  | $ | — |
VSIP |  |  | (597 | ) |  |  | — |
Employee termination benefits |  |  | 344 |  |  |  | — |
Restructuring and related impairment charges (1) |  |  | 1,259 |  |  |  | — |
Project Centennial implementation costs (2) |  |  | 6,432 |  |  |  | 15,406 |
Total Project Centennial restructuring and implementation costs |  | $ | 7,691 |  |  | $ | 15,406 |
(1) | Presented on our Condensed Consolidated Statements of Operations.
(2) | Costs are recorded in the selling, distribution, and administrative expenses line item of our Condensed Consolidated Statements of Operations.
The table below presents the components of, and changes in, our restructuring accruals (amounts in thousands):
|  | VSIP |  |  | Employee Termination Benefits(1) |  |  | Reorganization Costs(2) |  |  | Total |
Liability balance at December 30, 2017 |  | $ | 25,022 |  |  | $ | 468 |  |  | $ | — |  |  | $ | 25,490 |
Charges |  |  | (597 | ) |  |  | 344 |  |  |  | 1,512 |  |  |  | 1,259 |
Cash payments |  |  | (23,912 | ) |  |  | (608 | ) |  |  | (1,512 | ) |  |  | (26,032 | )
Non-cash settlements |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
Liability balance (3) at April 21, 2018 |  | $ | 513 |  |  | $ | 204 |  |  | $ | — |  |  | $ | 717 |
(1) | Employee termination benefits are not related to the VSIP.
(2) | Reorganization costs include employee relocation expenses.
(3) | Recorded in the other accrued current liabilities line item of our Condensed Consolidated Balance Sheets.

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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 -URI http://asc.fasb.org/topic&trid=2175745 + Details
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