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):



	2014		2013		2012
Impairment charges	$	570	$	3,874	$	3,112
Losses on disposition of property and equipment, net	2,876		3,645		5,904
Costs of closed restaurants (primarily lease obligations) and other	2,841		2,469		8,332
Restructuring costs	8,621		3,451		15,461
	$	14,908	$	13,439	$	32,809

Impairment charges — 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 2014 primarily reflect costs incurred in connection with closed restaurant properties. In 2013 and 2012 impairment costs 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):



	2014			2013
Balance at beginning of year	$	16,321		$	20,677
Adjustments	2,024			1,752
Cash payments	(5,172		)	(6,108		)
Balance at end of year	$	13,173		$	16,321

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 fiscal 2015 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. The following is a summary of the costs incurred in connection with these activities during each fiscal year (in thousands):



	2014		2013		2012
Enhanced pension benefits	$	—	$	—	$	6,167
Severance costs	2,141		2,821		6,987
Other	6,480		630		2,307
	$	8,621	$	3,451	$	15,461

In 2014, other relates to the impairment of a restaurant software asset we no longer plan to place in service as a result of our efforts to integrate certain systems across both of our brands and lower costs. 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 above. 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 in the accompanying consolidated balance sheets and changed as follows in each fiscal year (in thousands):



	2014			2013
Balance at beginning of year	$	253		$	1,758
Additions	2,141			2,821
Cash payments	(1,857		)	(4,326		)
Balance at end of the year	$	537		$	253

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.