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 fiscal 2017, we launched a multi-year restructuring initiative designed to reposition our organization and improve our cost structure. This initiative includes a reduction of headcount and operating costs, simplification of certain product lines, and modification of manufacturing operations to align with our strategic direction.

The fiscal 2017 phase was expected to incur approximately $26 million of restructuring and turnaround charges and was estimated to achieve cost savings of $40 million. During fiscal 2017, we incurred $28.7 million of restructuring and turnaround charges under this initiative and exceeded our estimated savings target of $40 million. As of April 1, 2017, this initial phase was substantially complete. Additionally, during fiscal 2017 and fiscal 2016, we recorded $5.6 million and $42.3 million, respectively, of restructuring and turnaround charges under a prior program. We continue to assess non-core and underperforming assets and evaluate opportunities to improve our cost structure as part of our turnaround and expect to incur additional charges and benefits during fiscal 2018 and beyond.

The following summarizes the restructuring activity for the fiscal year ended April 1, 2017, April 2, 2016, and March 28, 2015, respectively:



(In thousands)	Severance and Other Employee Costs			Other Costs			Accelerated Depreciation			Asset Write Down			Total Restructuring
Balance at March 29, 2014	$	22,908		$	728		$	—		$	—		$	23,636
Costs incurred	19,879			15,362			1,326			296			36,863
Payments	(26,394		)	(15,871		)	—			—			(42,265		)
Non-cash adjustments	—			—			(1,326		)	(296		)	(1,622		)
Balance at March 28, 2015	$	16,393		$	219		$	—		$	—		$	16,612
Costs incurred	10,707			7,846			1,469			3,033			23,055
Payments	(18,348		)	(8,065		)	—			—			(26,413		)
Non-cash adjustments	—			—			(1,469		)	(3,033		)	(4,502		)
Balance at April 2, 2016	$	8,752		$	—		$	—		$	—		$	8,752
Costs incurred	19,521			1,512			—			800			21,833
Payments	(20,866		)	(1,451		)	—			—			(22,317		)
Non-cash adjustments	—			—			—			(800		)	(800		)
Balance at April 1, 2017	$	7,407		$	61		$	—		$	—		$	7,468

The substantial majority of restructuring expenses have been included as a component of selling, general and administrative expense in the accompanying consolidated statements of (loss) income. As of April 1, 2017, we had a restructuring liability of $7.5 million, of which, approximately $7.1 million is payable within the next twelve months.

In addition to the restructuring expenses included in the table above, we also incurred $12.5 million, $19.2 million and $32.8 million in fiscal 2017, 2016 and 2015, respectively, 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
(in thousands)	2017		2016		2015
Japan	$	819	$	9	$	258
EMEA	4,272		3,210		3,310
North America Plasma	366		—		360
All Other	16,376		19,836		32,935
Total	$	21,833	$	23,055	$	36,863

Turnaround costs
(in thousands)	2017		2016		2015
Japan	$	2	$	416	$	158
EMEA	94		961		838
North America Plasma	972		—		28
All Other	11,415		17,852		31,810
Total	$	12,483	$	19,229	$	32,834

Total restructuring and turnaround	$	34,316	$	42,284	$	69,697