RESTRUCTURING AND OTHER CHARGES

The Company continually evaluates its cost structure to be appropriately positioned to respond to changing market conditions. Given economic trends in recent years, the Company initiated certain restructuring programs to better utilize its workforce and optimize facility utilization to match the demand for its products.

The Company established a restructuring program within the MP segment to realize cost synergies and support its joint brand strategy by consolidating certain of its crushing equipment manufacturing businesses. This program resulted in the relocation of its crusher manufacturing operations in Coalville, England to Omagh, Northern Ireland. The global design center for crushing equipment and certain component manufacturing was retained at Coalville. The program was completed in 2011. The Company has subsequently revised its plans for this site and intends to invest in its design and engineering team and re-implement manufacturing based at this location. The Coalville facility will become the MP center for research and development, with responsibility for providing new and innovative products. As a result of these revised plans, $2.4 million of restructuring reserve was reversed in the year ended December 31, 2012.

During the year ended December 31, 2012, the Company established a restructuring program in the MHPS segment to realize cost synergies and to optimize the SG&A expense structure. This program resulted in the closing of a production site in Spain and outsourcing of the related future production. The program cost $3.0 million, resulted in the reduction of 26 team members and was completed in 2014.

During the year ended December 31, 2012, the Company established a restructuring program in the Construction segment related to its compact construction operations in Germany to concentrate the segment on its core processes and competencies. This program resulted in the sale, closure or phase-out of several businesses in Germany. The program cost $11.7 million, resulted in the reduction of 250 team members and was completed in 2013 except for certain payments mandated by governmental agencies. During the year ended December 31, 2013, $2.6 million of restructuring reserves were reversed based on more team members staying with the sold business than originally anticipated.

During the year ended December 31, 2013, the Company established a restructuring program in the MHPS segment resulting in the consolidation of certain production facilities and the redesign of certain back office functions. The program cost $19.4 million, resulted in the reduction of 299 team members and was completed in 2014.

During the year ended December 31, 2013, the Company established a restructuring program in the Construction segment related to the distribution organization for Europe, the Middle East and Asia. This program will result in a more decentralized distribution function. The program cost $1.9 million, resulted in the reduction of 19 team members and was completed in 2014.

During the year ended December 31, 2014, the Company established restructuring programs in the MHPS segment primarily focused on operations in Germany. The programs included the closure of one of its materials handling manufacturing facilities, the consolidation of several materials handling sales and service locations, and realignment of the management structure for port solutions. The programs are expected to cost $35.5 million, result in the reduction of 199 team members and be completed in 2015.

The following table provides information for all restructuring activities by segment of the amount of expense incurred during the year ended December 31, 2014, the cumulative amount of expenses incurred since inception of the programs and the total amount expected to be incurred (in millions):



	Amount incurred during the year ended December 31, 2014			Cumulative amount incurred through December 31, 2014		Total amount expected to be incurred
Construction	$	(0.1	)	$	11.0	$	11.0
MHPS	30.4			58.6		58.6
Total	$	30.3		$	69.6	$	69.6

The following table provides information by type of restructuring activity with respect to the amount of expense incurred during the year ended December 31, 2014, the cumulative amount of expenses incurred since inception of the programs and the total amount expected to be incurred (in millions):



	Employee Termination Costs		Facility Exit Costs		Asset Disposal and Other Costs		Total
Amount incurred in the year ended December 31, 2014	$	30.3	$	—	$	—	$	30.3
Cumulative amount incurred through December 31, 2014	$	60.1	$	0.3	$	9.2	$	69.6
Total amount expected to be incurred	$	60.1	$	0.3	$	9.2	$	69.6

The following table provides a roll forward of the restructuring reserve by type of restructuring activity for the year ended December 31, 2014 (in millions):



	Employee Termination Costs			Facility Exit Costs		Asset Disposal and Other Costs		Total
Restructuring reserve at December 31, 2013	$	25.4		$	—	$	—	$	25.4
Restructuring charges	30.3			—		—		30.3
Cash expenditures	(15.6		)	—		—		(15.6		)
Restructuring reserve at December 31, 2014	$	40.1		$	—	$	—	$	40.1

During the years ended December 31, 2014, 2013 and 2012 $19.0 million, $11.0 million and $8.4 million, respectively, of restructuring charges were included in Cost of goods sold (“COGS”). During the years ended December 31, 2014, 2013 and 2012 $11.3 million, $9.9 million and $3.5 million, respectively, of restructuring charges were included in SG&A costs. There were no asset impairments included in restructuring costs for the year ended December 31, 2013. There were $3.7 million and $5.7 million of asset impairments included in restructuring costs for the years ended December 31, 2014 and 2012, respectively.