IMPAIRMENT, DISPOSITION OF PROPERTY AND EQUIPMENT, RESTAURANT CLOSING COSTS AND RESTRUCTURING

Impairment and other charges, net in the accompanying consolidated statements of earnings is comprised of the following (in thousands):



	2013		2012		2011
Impairment charges	$	3,874	$	3,112	$	1,367
Losses on disposition of property and equipment, net	3,645		5,904		7,524
Costs of closed restaurants (primarily lease obligations) and other	2,469		8,332		3,655
Restructuring costs	3,451		15,461		—
	$	13,439	$	32,809	$	12,546

Impairment — When events and circumstances indicate that our long-lived assets might be impaired and their carrying amount is greater than the undiscounted cash flows we expect to generate from such assets, we recognize an impairment loss as the amount by which the carrying value exceeds the fair value of the assets. Impairment charges in 2013, 2012 and 2011 primarily represent charges to write down the carrying value of underperforming Jack in the Box restaurants and Jack in the Box restaurants we intend to or have closed.

Disposition of property and equipment — We also recognize accelerated depreciation and other costs on the disposition of property and equipment. When we decide to dispose of a long-lived asset, depreciable lives are adjusted based on the estimated disposal date and accelerated depreciation is recorded. Other disposal costs primarily relate to gains or losses recognized upon the sale of closed restaurant properties, and charges from our ongoing restaurant upgrade programs, remodels and rebuilds, and other corporate roll-out initiatives. In 2013, losses on the disposition of property and equipment includes income of $2.8 million from the resolution of four eminent domain matters involving Jack in the Box restaurants.

Restaurant closing costs consist of future lease commitments, net of anticipated sublease rentals and expected ancillary costs, and are included in impairment and other charges, net in the accompanying consolidated statements of earnings. Total accrued restaurant closing costs, included in accrued liabilities and other long-term liabilities, changed as follows during each fiscal year (in thousands):



	2013			2012
Balance at beginning of year	$	20,677		$	21,657
Additions	—			546
Adjustments	1,752			5,241
Cash payments	(6,108		)	(6,767		)
Balance at end of year	$	16,321		$	20,677

In each fiscal year, adjustments primarily relate to revisions to certain sublease costs and assumptions due to changes in market conditions.

The future minimum lease payments and receipts for the next five fiscal years and thereafter are included in the amounts disclosed in Note 8, Leases. Our obligations under the leases included in the above table expire at various dates between 2014 and 2030.

Restructuring costs — Since the beginning of 2012, we have been engaged in a comprehensive review of our organization structure, including evaluating opportunities for outsourcing, restructuring of certain functions and workforce reductions. In fiscal 2012, as part of these cost saving initiatives, we offered a voluntary early retirement program (“VERP”) to eligible employees which are noted as enhanced pension benefits in the table below. The following is a summary of the costs incurred in connection with these activities during each fiscal year (in thousands):



	2013		2012
Enhanced pension benefits (Note 11)	$	—	$	6,167
Severance costs	2,821		6,987
Other	630		2,307
	$	3,451	$	15,461

Refer to Note 11, Retirement Plans, for additional information regarding the costs associated with enhanced pension benefits in fiscal 2012. Total accrued severance costs related to our restructuring activities are included in accrued liabilities and changed as follows in each fiscal year (in thousands):



	2013			2012
Balance at beginning of year	$	1,758		$	—
Additions	2,821			6,987
Cash payments	(4,326		)	(5,229		)
Balance at end of the year	$	253		$	1,758

As part of the ongoing review of our organization structure, we expect to incur additional charges related to our restructuring activities; however, we are unable to make a reasonable estimate of the additional costs at this time. Our continuing efforts to lower our cost structure include identifying opportunities to reduce general and administrative costs as well as improve restaurant profitability across both brands.