FOOTNOTE 5

Restructuring Costs

Restructuring provisions were determined based on estimates prepared at the time the restructuring actions were approved by management and are periodically updated for changes. Restructuring amounts also include amounts recognized as incurred.

As part of the Jarden Acquisition, the Company initiated a comprehensive strategic assessment of the business and launched a new corporate strategy that focuses the portfolio, prioritizes investment in the categories with the greatest potential for growth, and extends the Company’s advantaged capabilities in insights, product design, innovation, andE-commerce to the broadened portfolio. This new corporate strategy is called the Growth Game Plan and builds on the successful track record of growth acceleration, margin development, and value creation associated with the transformation of Newell Rubbermaid from 2011 through 2016.

Project Renewal

In April 2015, the Company committed to a further expansion of Project Renewal (the “April 2015 Expansion”). Project Renewal was initially launched in October 2011 to reduce the complexity of the organization and increase investment in growth platforms within the business. Under Project Renewal, the Company has simplified and aligned its businesses around two key activities—Brand & Category Development and Market Execution & Delivery. Pursuant to an expansion of Project Renewal in October 2014, the Company has: (i) further streamlined its supply chain function, including reducing overhead and realigning the supply chain management structure; (ii) invested in value analysis and value engineering efforts to reduce product and packaging costs; (iii) reduced operational and manufacturing complexity in its Learn segment; and (iv) further streamlined its distribution and transportation functions. Under the April 2015 Expansion, the Company has further implemented additional activities designed to further streamline business partnering functions (e.g., Finance/IT, Legal and Human Resources), optimize global selling and trade marketing functions and rationalize the Company’s real estate portfolio. Project Renewal was completed by the end of 2017, and as a result, additional cash payments and savings will be realized thereafter.

Accrued restructuring cost activity for Project Renewal for 2017 and 2016 is as follows (in millions):


	Balance at December 31, 2016		Restructuring Costs		Payments, Foreign Currency and Other			Balance at December, 31 2017
Employee severance, termination benefits and relocation costs	$	15.8	$	2.3	$	(7.1	)	$	11.0
Exited contractual commitments and other		17.4		17.1		(9.5	)		25.0

	$	33.2	$	19.4	$	(16.6	)	$	36.0


	Balance at December 31, 2015		Restructuring Costs			Payments, Foreign Currency and Other			Balance at December, 31 2016
Employee severance, termination benefits and relocation costs	$	49.3	$	(9.1	)	$	(24.4	)	$	15.8
Exited contractual commitments and other		17.3		19.0			(18.9	)		17.4

	$	66.6	$	9.9		$	(43.3	)	$	33.2

During 2015, the Company incurred $52.4 million of restructuring costs related to Project Renewal.

Jarden Integration

The Company currently expects to incur up to approximately $1.0 billion of restructuring and other costs through 2021 to integrate the legacy Newell Rubbermaid and Jarden businesses (the “Jarden Integration”). Initially, integration projects will primarily be focused on driving cost synergies in procurement, overhead functions and organizational changes designed to redefine the operating model of the Company from a holding company to an operating company. Restructuring costs associated with integration projects are expected to include employee-related cash costs, including severance, retirement and other termination benefits, and contract termination and other costs. In addition, other costs associated with the Jarden Integration include advisory and personnel costs for managing and implementing integration projects.

Other Restructuring

In addition to Project Renewal, the Company has incurred restructuring costs primarily relating to the Jarden Acquisition and the Elmer’s acquisition. Accrued restructuring cost activity for the Jarden Integration and other restructuring for 2017 and 2016 is as follows (in millions):


	Balance at December 31, 2016		Restructuring Costs		Payments, Foreign Currency and Other			Balance at December 31, 2017
Employee severance, termination benefits and relocation costs	$	38.2	$	83.9	$	(70.3	)	$	51.8
Exited contractual commitments and other		0.5		8.6		(3.1	)		6.0

	$	38.7	$	92.5	$	(73.4	)	$	57.8


	Balance at December 31, 2015		Restructuring Costs		Payments, Foreign Currency and Other			Balance at December 31, 2016
Employee severance, termination benefits and relocation costs	$	0.8	$	56.2	$	(18.8	)	$	38.2
Exited contractual commitments and other		—		8.8		(8.3	)		0.5

	$	0.8	$	65.0	$	(27.1	)	$	38.7

Cash paid for all restructuring activities included in operating activities was $78.5 million, $59.9 million and $51.5 million for 2017, 2016 and 2015 , respectively.

Restructuring Costs

Restructuring costs by segment for all restructuring activities in continuing operations for the periods indicated are as follows (in millions):


	2017		2016		2015
Live	$	14.0	$	18.8	$	3.6
Learn		10.1		14.0		9.3
Work		11.6		6.4		7.7
Play		14.3		6.7		0.3
Other		6.1		8.1		2.9
Corporate		55.8		20.9		53.4

	$111.9		$74.9		$77.2