RESTRUCTURING

On an ongoing basis, we review the global economy, the healthcare industry, and the markets in which we compete to identify opportunities for efficiencies, enhance commercial capabilities, align our resources and offer our customers better solutions. In order to realize these opportunities, we undertake restructuring-type activities to transform our business.

During the first quarter of fiscal 2017, in connection with our global strategic review, we launched a restructuring program designed to reposition our organization and improve our cost structure. This program includes both a reduction of headcount and operating costs as well as projects to simplify product lines. We may also take steps to modify our manufacturing operations to align with our strategic direction.

We initially expected to incur approximately $26 million of restructuring and turnaround related costs, comprised of $17 million in termination benefits and $9 million in other related exit costs. Savings from this program were initially estimated to be approximately $40 million in fiscal 2017. During the three and nine months ended December 31, 2016, we incurred $4.1 million and $22.9 million, respectively, of restructuring and turnaround charges under this program. Additionally, during the three and nine months ended December 31, 2016, we recorded $2.6 million and $4.2 million, respectively, of restructuring and turnaround charges under a prior program. The Company continues to evaluate non-performing assets and business units as part of its turnaround, which has resulted in additional charges and benefits during fiscal 2017.

The following summarizes the restructuring activity for the nine months ended December 31, 2016:



(In thousands)	Severance and Other Employee Costs			Other Costs			Asset Write Down			Total Restructuring
Balance at April 2, 2016	$	8,752		$	—		$	—		$	8,752
Costs incurred, net of reversals	16,680			785			599			18,064
Payments	(16,301		)	(463		)	—			(16,764		)
Non-cash adjustments	—						(599		)	(599		)
Balance at December 31, 2016	$	9,131		$	322		$	—		$	9,453

Substantially all of the restructuring expenses have been included as a component of selling, general and administrative expenses in the accompanying consolidated statements of income (loss). As of December 31, 2016, we had a restructuring liability of $9.5 million, of which approximately $9.2 million is payable within the next twelve months.

In addition to the restructuring expenses included in the table above, during the nine months ended December 31, 2016, we also incurred $9.1 million of costs that do not constitute as restructuring under ASC 420, which we refer to as turnaround costs. These costs consist primarily of expenditures directly related to our restructuring initiative and include program management, implementation of the global strategic review initiatives and accelerated depreciation.

The tables below present restructuring and turnaround costs by reportable segment:



Restructuring costs	Three Months Ended					Nine Months Ended
(in thousands)	December 31, 2016			December 26, 2015		December 31, 2016		December 26, 2015
Japan	$	(72	)	$	—	$	764	$	9
EMEA	198			37		3,209		155
North America Plasma	1			—		369		—
All Other	1,905			3,829		13,722		18,085
Total	$	2,032		$	3,866	$	18,064	$	18,249

Turnaround costs	Three Months Ended					Nine Months Ended
(in thousands)	December 31, 2016			December 26, 2015		December 31, 2016		December 26, 2015
Japan	$	—		$	142	$	2	$	333
EMEA	(5		)	83		76		503
North America Plasma	37			—		973		—
All Other	4,674			4,295		8,036		10,769
Total	$	4,706		$	4,520	$	9,087	$	11,605

Total restructuring and turnaround costs	$	6,738		$	8,386	$	27,151	$	29,854