| Period End | Type | Status | Affected | % Workforce | Announced | Expected Completion | Geography | Segment / Function | Charge | Source | Note |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 2026-08-31 | restructuring | in_progress | Global | Selling, general and administrative | USD 20 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Severance and related benefit costs for global SG&A streamlining actions; $1.8M recorded in Q3 2026 and $19.8M YTD. Company states it continues to evaluate organizational structure changes. No employee count or completion date disclosed. | ||||
| 2026-08-31 | restructuring | completed | 2026-08 | Malaysia | Pepper sourcing and agricultural technology project | USD 43 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Decision in August 2026 to cease operations at development-stage pepper sourcing and ag-tech project; non-cash impairment of $43.1M plus $1.8M exit costs recorded as special charges. No employee count disclosed. | |||
| 2026-08-31 | restructuring | in_progress | Global | Selling, general and administrative | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Employee severance and related benefits for global SG&A streamlining actions for the three months ended August 31, 2026. | ||||
| 2026-08-31 | restructuring | in_progress | Global | Selling, general and administrative | USD 20 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Employee severance and related benefits for global SG&A streamlining actions for the nine months ended August 31, 2026. | ||||
| 2026-08-31 | plant_closure | completed | 2026-08 | Malaysia | Pepper sourcing and agricultural technology | USD 43 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Asset impairment charge for ceasing operations at development-stage pepper sourcing project. Includes $1.8 million exit costs. | |||
| 2026-08-31 | acquisition_addition | completed | 2026-01-02 | Mexico | Consumer and Flavor Solutions | business_combinations_footnote f5-10q / Qwen3.6-27B-Q8_0 | Acquisition of additional 25% ownership interest in McCormick de Mexico, increasing ownership to 75% controlling interest. Headcount not disclosed. | ||||
| 2026-05-31 | restructuring | in_progress | Global | Selling, general and administrative streamlining actions | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Employee severance and related benefit costs for global SG&A streamlining actions recorded in the three months ended May 31, 2026; number of employees affected not disclosed. | ||||
| 2026-05-31 | restructuring | in_progress | Global | Selling, general and administrative streamlining actions | USD 18 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Employee severance and related benefit costs for global SG&A streamlining actions recorded in the six months ended May 31, 2026; number of employees affected not disclosed. | ||||
| 2026-05-31 | acquisition_addition | completed | 2026-01-02 | 2026-01-02 | Mexico | Consumer and Flavor Solutions | USD 750 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Acquired an additional 25% interest in McCormick de Mexico from Grupo Herdez, increasing ownership to 75% and consolidating its operations; headcount added not disclosed. | ||
| 2026-05-31 | restructuring | in_progress | Global | Selling, general and administrative | USD 2 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Q2 FY2026 severance and related benefits for global SG&A streamlining actions; no employee count disclosed. YTD charge was $18.0M. | ||||
| 2026-05-31 | acquisition_addition | completed | 2026-01-02 | 2026-01-02 | Mexico | Consumer and Flavor Solutions | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Acquisition of additional 25% interest in McCormick de Mexico (to 75% controlling) consolidated from 2026-01-02; no headcount added disclosed. | |||
| 2026-05-31 | restructuring | in_progress | Global | Selling, general and administrative | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Employee severance and related benefits for global SG&A streamlining actions recorded in Q2 2026. | ||||
| 2026-05-31 | restructuring | in_progress | Global | Selling, general and administrative | USD 18 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Employee severance and related benefits for global SG&A streamlining actions recorded YTD 2026. | ||||
| 2026-02-28 | restructuring | in_progress | Global | Selling, general and administrative functions | USD 16 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Employee severance and related benefit costs tied to global SG&A streamlining actions approved by the Management Committee; reserves of $16.2 million included in other accrued liabilities at February 28, 2026. No affected-employee count disclosed. | ||||
| 2026-02-28 | acquisition_addition | completed | 2026-01-02 | 2026-01-02 | Mexico | Consumer and Flavor Solutions segments | USD 750 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Acquired an additional 25% ownership interest in McCormick de Mexico from Grupo Herdez for $750 million, increasing ownership to a 75% controlling interest; results consolidated from acquisition date. No headcount added or disclosed. | ||
| 2026-02-28 | restructuring | in_progress | Global | Selling, general and administrative | USD 16 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Severance and related benefits for global SG&A streamlining actions approved by the Management Committee; no employee count or completion date disclosed. Reserve of $16.2M at 2026-02-28 vs $4.7M at 2025-11-30. | ||||
| 2026-02-28 | acquisition_addition | completed | 2026-01-02 | 2026-01-02 | Mexico | Consumer and Flavor Solutions | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Acquisition of additional 25% interest for $750M, increasing ownership to 75% controlling interest; results fully consolidated from 2026-01-02. No headcount added disclosed. | |||
| 2026-02-28 | restructuring | in_progress | 2026-02-28 | Global | Selling, general and administrative | USD 16 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Employee severance and related benefits associated with global SG&A streamlining actions. Headcount not disclosed. | |||
| 2026-02-28 | acquisition_addition | completed | 2026-01-02 | 2026-01-02 | Mexico | Consumer and Flavor Solutions | business_combinations_footnote f5-10q / Qwen3.6-27B-Q8_0 | Acquisition of additional 25% ownership interest in McCormick de Mexico, increasing ownership to 75%. Headcount added not disclosed. | |||
| 2025-11-30 | restructuring | in_progress | Global | Selling, general and administrative | USD 16 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2025 employee severance and related benefit costs for global SG&A streamlining actions approved by the Management Committee; affected-employee count not disclosed; a $4.7M special-charge reserve remained at year-end, indicating the program is ongoing. | ||||
| 2025-11-30 | restructuring | in_progress | USD 3 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2025 special charges described only as costs associated with other actions; scope, geography and employee count not disclosed. | ||||||
| 2025-11-30 | acquisition_addition | completed | 2025-03-31 | United States | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Purchased substantially all assets of Jurado, Inc., a chili mash supplier in Las Cruces, New Mexico, for $38.1M on 2025-03-31; headcount added not disclosed; $1.9M of transaction and integration costs recorded in FY2025 special charges. | |||||
| 2025-11-30 | acquisition_addition | completed | 2026-01-02 | Mexico | subsequent_events f5-10k / MiMo-V2.6-Flash-fp8-HTML | Acquired an additional 25% interest in McCormick de Mexico from Grupo Herdez for $750M, raising ownership to a 75% controlling interest; closed after fiscal year-end (2026-01-02) and funded with cash and commercial paper; headcount brought into consolidation not disclosed. | |||||
| 2025-11-30 | restructuring | completed | Global | Selling, General & Administrative | USD 16 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Employee severance and related benefits associated with SG&A streamlining actions. | ||||
| 2025-11-30 | restructuring | completed | Global | Other | USD 3 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Other actions associated with special charges. | ||||
| 2025-08-31 | restructuring | in_progress | Global | Selling, general and administrative | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Employee severance and related benefits from global SG&A streamlining actions approved by the Management Committee; no affected-employee count disclosed. Nine-month severance charge was $12.7 million. | ||||
| 2025-08-31 | restructuring | in_progress | Other actions | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Other special charges of $1.7 million in Q3 2025 ($2.3 million for nine months); no employee counts disclosed. | |||||
| 2025-08-31 | restructuring | in_progress | Global | Selling, general and administrative | USD 13 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Nine months ended 2025-08-31 severance and related benefits for global SG&A streamlining actions; $1.3M recorded in Q3. No employee counts or completion dates disclosed. | ||||
| 2025-08-31 | acquisition_addition | completed | 2025-03-31 | United States (Las Cruces, New Mexico) | Consumer segment | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Purchase of substantially all assets of Jurado, Inc. (chili mash supplier); no headcount added disclosed. | ||||
| 2025-08-31 | restructuring | in_progress | Global | Selling, general and administrative | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Employee severance and related benefits associated with global SG&A streamlining actions approved by Management Committee. | ||||
| 2025-08-31 | restructuring | in_progress | Global | Other | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Other costs associated with actions to reduce fixed costs and improve competitiveness. | ||||
| 2025-08-31 | acquisition_addition | completed | 2025-03-31 | United States | Consumer | USD 38 (millions) | business_combinations_footnote f5-10q / Qwen3.6-27B-Q8_0 | Acquisition of substantially all assets of Jurado, Inc. Headcount not explicitly disclosed. | |||
| 2025-05-31 | restructuring | in_progress | 2025-03-01 | Global | Selling, general and administrative | USD 11 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Employee severance and related benefits for global SG&A streamlining actions approved by the Management Committee in Q2 fiscal 2025; recorded in the three and six months ended May 31, 2025. Reserves of $8.0 million included in other accrued liabilities at May 31, 2025. No employee count disclosed. | |||
| 2025-05-31 | restructuring | in_progress | 2025-05-31 | Global | Selling, general and administrative | USD 11 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Severance and related benefit costs for global SG&A streamlining actions approved by the Management Committee during the quarter; no employee count disclosed. Reserve of $8.0M included in other accrued liabilities at 2025-05-31. | |||
| 2025-05-31 | acquisition_addition | completed | 2025-03-31 | United States (Las Cruces, New Mexico) | Consumer segment | USD 1 (millions) | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Purchase of substantially all assets of Jurado, Inc. (chili mash supplier) on 2025-03-31 for ~$38.1M; no headcount added disclosed. $0.8M transaction and integration costs recorded in the quarter; total expected ~$4.0M in FY2025. | |||
| 2025-05-31 | restructuring | in_progress | 2025-04-01 | Global | Selling, general and administrative | USD 11 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Employee severance and related benefits associated with global SG&A streamlining actions approved in Q2 2025. | |||
| 2025-05-31 | acquisition_addition | completed | 2025-03-31 | United States | Consumer | USD 1 (millions) | business_combinations_footnote f5-10q / Qwen3.6-27B-Q8_0 | Acquisition of Jurado, Inc. assets. Headcount not disclosed. Transaction and integration costs recorded. | |||
| 2025-02-28 | restructuring | in_progress | USD 0 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | No special charges recorded in Q1 2025. Reserves of $1.0 million remain for ongoing actions. | ||||||
| 2024-11-30 | restructuring | in_progress | USD 5 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2024 activity under the Global Operating Effectiveness (GOE) program only; comprises $4.2M severance and related benefits and $0.3M third-party costs. Employees affected not disclosed. Program approved by the Management Committee in 2022. | ||||||
| 2024-11-30 | restructuring | in_progress | 2024-11-30 | EMEA | USD 5 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2024 net charge for transition of a manufacturing facility in EMEA, part of a multi-year UK initiative to consolidate manufacturing into a new net-zero carbon condiments facility with total expected cost of approximately $41M recognized through 2024. FY2024 amount nets a $1.5M severance reversal against $6.5M of third-party and other costs. Employees affected not disclosed. | ||||
| 2024-11-30 | divestiture_reduction | completed | Flavor Solutions | MD&A f5-10k / MiMo-V2.6-Flash-fp8-HTML | Divestiture of the Giotti canning business reduced reported net sales by 0.2% consolidated (0.5% in flavor solutions) in FY2024. Headcount removed through the divestiture is not disclosed. | ||||||
| 2024-11-30 | restructuring | completed | EMEA | Manufacturing | USD 5 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Transition of a manufacturing facility in EMEA. | ||||
| 2024-11-30 | restructuring | completed | Global | Global Operating Effectiveness | USD 5 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Charges associated with the GOE program. | ||||
| 2024-08-31 | restructuring | in_progress | 2022-01-01 | Supply chain operations and organization-wide | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Global Operating Effectiveness program approved in 2022; Q3 FY2024 charge of $0.7 million in severance and related benefits; $5.3 million recognized in the nine months ended August 31, 2024; approximately $48 million incurred through November 30, 2023. No employee counts disclosed. | ||||
| 2024-08-31 | plant_closure | in_progress | 2022-01-01 | 2024-11-30 | United Kingdom | Manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Consolidation of UK manufacturing into a net-zero carbon condiments facility; Q3 FY2024 included a $0.7 million severance reversal and $1.9 million of third-party costs; total program cost expected to approximate $40 million through fiscal 2024; approximately $36 million incurred through November 30, 2023. No employee counts disclosed. | ||
| 2024-08-31 | restructuring | in_progress | 2022 | Global | Supply chain operations and across the organization | USD 5 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Global Operating Effectiveness program approved in 2022; nine-month FY2024 charges of $5.3M ($4.6M severance, $0.7M third-party). Included a voluntary retirement plan; total program costs ~$48M through Nov 30, 2023. No employee count disclosed. | |||
| 2024-08-31 | plant_closure | in_progress | 2022 | 2024-11-30 | United Kingdom | Manufacturing (condiments facility consolidation) | USD 3 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Consolidation of UK manufacturing into a net-zero carbon facility; total expected cost ~$40M recognized as special charges through 2024, ~$36M incurred through Nov 30, 2023. Nine-month FY2024 charges of $2.6M (includes $1.5M reversal of severance accrual, $4.1M third-party costs). No employee count disclosed. | ||
| 2024-08-31 | restructuring | in_progress | 2022-11-01 | Global | Supply chain and organization-wide | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Global Operating Effectiveness (GOE) program. Q3 2024 charges included $0.7M in severance and related benefits. | |||
| 2024-08-31 | restructuring | in_progress | 2022-11-01 | Global | Supply chain and organization-wide | USD 5 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Global Operating Effectiveness (GOE) program. YTD 2024 charges included $4.6M in severance and $0.7M in other costs. | |||
| 2024-08-31 | plant_closure | in_progress | 2022-11-01 | 2024-12-31 | Europe, Middle East, and Africa | Manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Transition of manufacturing facility in EMEA. Q3 2024 charges of $1.2M associated with transition. | ||
| 2024-08-31 | plant_closure | in_progress | 2022-11-01 | 2024-12-31 | Europe, Middle East, and Africa | Manufacturing | USD 3 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Transition of manufacturing facility in EMEA. YTD 2024 charges of $2.6M associated with transition. | ||
| 2024-05-31 | voluntary_separation | in_progress | 2022-01-01 | United States | Supply chain operations and across the organization | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Global Operating Effectiveness program approved 2022; includes voluntary retirement plan for eligible U.S. employees with enhanced separation benefits. Q2 FY2024 charge of $1.8 million in severance and related benefits; six-month GOE charges of $4.6 million ($3.9M severance, $0.7M third-party costs). Approximately $48 million incurred through November 30, 2023. No employee counts disclosed. | |||
| 2024-05-31 | plant_closure | in_progress | 2022-01-01 | 2024-11-30 | United Kingdom | Supply chain / manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Initiative to consolidate UK manufacturing into a net-zero carbon condiments facility; expected total cost ~$40 million recognized through 2024, ~$36 million incurred through November 30, 2023. Q2 FY2024 included a $0.8 million reversal of severance costs and $0.8 million of third-party costs; six-month reversals of $0.8 million severance and $2.2 million third-party costs. No employee counts disclosed. | ||
| 2024-05-31 | restructuring | in_progress | 2022 | Global | Consumer; Flavor Solutions | USD 5 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Global Operating Effectiveness program approved in 2022; six-month charge of $4.6M (Q2 charge $1.8M), comprising severance and third-party costs. Total program costs approx. $48M through Nov 30, 2023. No employee count disclosed. | |||
| 2024-05-31 | plant_closure | in_progress | 2022 | 2024-11-30 | United Kingdom | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Consolidation of UK manufacturing into a net-zero carbon condiments facility; total program cost approx. $40M through 2024, with approx. $36M incurred through Nov 30, 2023. Six-month 2024 charge $1.4M net (includes $0.8M severance reversal). No employee count disclosed. | |||
| 2024-05-31 | restructuring | in_progress | 2022-11-01 | Global | Supply chain and organization-wide | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Global Operating Effectiveness (GOE) program. Q2 2024 charges included $1.8M in severance and related benefits. Program approved in 2022. | |||
| 2024-05-31 | restructuring | in_progress | 2022-11-01 | 2024-12-31 | United Kingdom | Manufacturing | USD 0 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Consolidation of UK manufacturing operations. Q2 2024 recognized a reversal of $0.8M in severance and $0.8M in third-party expenses. Total expected cost approx $40M through 2024. | ||
| 2024-02-29 | restructuring | in_progress | 2022-01-01 | Supply chain operations and organization-wide | USD 3 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Global Operating Effectiveness program approved in 2022; Q1 FY2024 charges comprised $2.1M severance and related benefits plus $0.7M third-party and other costs. Cumulative program costs approximately $48 million as of November 30, 2023. | ||||
| 2024-02-29 | plant_closure | in_progress | 2022-01-01 | 2024-11-30 | United Kingdom (EMEA) | Manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Consolidation of UK manufacturing operations into a net-zero carbon condiments manufacturing and distribution center; Q1 FY2024 charge of $1.4M in third-party expenses and other costs. Total initiative cost expected to approximate $40 million through 2024; approximately $36 million incurred as of November 30, 2023. | ||
| 2024-02-29 | restructuring | in_progress | 2022-01-01 | Global | Consumer; Flavor Solutions | USD 4 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Global Operating Effectiveness (GOE) program approved in 2022; Q1 FY2024 charge of $4.2M total, of which $2.8M relates to GOE. Includes employee severance and third-party costs. Total GOE costs ~$48M through Nov 30, 2023. No employee count disclosed. | |||
| 2024-02-29 | plant_closure | in_progress | 2022-01-01 | 2024-11-30 | United Kingdom | Manufacturing / Supply Chain | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Consolidation of UK manufacturing into a net-zero carbon condiments facility; total program cost ~$40M through 2024, ~$36M incurred through Nov 30, 2023. Q1 FY2024 charge $1.4M. Includes employee severance, accelerated depreciation, equipment relocation, and lease exit costs. No employee count disclosed. | ||
| 2024-02-29 | restructuring | in_progress | 2022-11-01 | Global | Supply chain operations and remainder of organization | USD 3 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Global Operating Effectiveness (GOE) program approved in 2022. Q1 2024 charges include $2.1M severance and $0.7M third-party/other costs. | |||
| 2024-02-29 | plant_closure | in_progress | 2022-11-01 | 2024-12-31 | Europe, Middle East, and Africa (EMEA) | Manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Consolidation of UK manufacturing operations into net-zero carbon facility. Q1 2024 charges include $1.4M third-party/other costs. Total expected cost ~$40M through 2024. | ||
| 2023-11-30 | restructuring | in_progress | Global | Corporate / enterprise-wide | USD 43 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2023 special charges attributable to the GOE program; includes severance and related benefits of $13.4M and third-party/other costs of $9.7M plus the voluntary retirement plan accrual. Program expected to deliver additional savings in 2024. Employees affected not disclosed. | ||||
| 2023-11-30 | voluntary_separation | completed | 2022-11-01 | 2023-11-30 | United States | Corporate / enterprise-wide | USD 20 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Voluntary retirement plan approved 2022 with notifications due 2022-12-30; additional $19.7M accrued in Q1 FY2023 (a prior $5.6M was accrued in FY2022). All payments made in FY2023 as affected employees retired during the year. Employees affected not disclosed. | ||
| 2023-11-30 | plant_closure | in_progress | 2024-11-30 | United Kingdom (EMEA) | Manufacturing / supply chain | USD 9 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2023 charge of $8.7M within a multi-year program (approved 2022) to consolidate UK manufacturing into a new net-zero carbon condiments facility; total program cost estimated at approximately $40M through 2024. Includes severance, accelerated depreciation, equipment relocation, decommissioning and lease exit costs. Employees affected not disclosed. | |||
| 2023-11-30 | restructuring | in_progress | Americas | Consumer and Flavor Solutions | USD 9 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2023 streamlining actions to reduce fixed costs and simplify processes; employees affected not disclosed. | ||||
| 2023-11-30 | restructuring | in_progress | EMEA | Consumer and Flavor Solutions | USD 1 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2023 streamlining actions in the EMEA region; employees affected not disclosed. | ||||
| 2023-11-30 | voluntary_separation | completed | 2022-11-01 | 2023-11-30 | United States | USD 25 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Voluntary retirement plan commenced Nov 2022. $5.6M accrued in 2022, additional $19.7M accrued in Q1 2023. All payments made in FY2023. | |||
| 2023-11-30 | restructuring | in_progress | 2022-12-31 | 2024-11-30 | EMEA | Manufacturing | USD 9 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Transition of manufacturing facility in EMEA. Total program cost approx $40M. $8.7M charged in FY2023. | ||
| 2023-11-30 | restructuring | in_progress | 2022-12-31 | 2024-11-30 | Americas | USD 9 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Streamlining actions in Americas region. | |||
| 2023-11-30 | restructuring | in_progress | 2022-12-31 | 2024-11-30 | EMEA | USD 1 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Streamlining actions in EMEA region. | |||
| 2023-11-30 | restructuring | in_progress | 2022-12-31 | 2024-11-30 | Global | USD 43 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Global Operating Effectiveness (GOE) program charges in FY2023. | |||
| 2023-08-31 | voluntary_separation | in_progress | 2022-11-01 | 2023-11-30 | United States | Company-wide (Global Operating Effectiveness program) | USD 37 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Voluntary retirement plan for U.S. employees aged 55+ with 10+ years of service; $37.0M of GOE-related special charges recognized in the nine months ended 2023-08-31, including $12.4M severance and $4.9M third-party costs; all affected employees leave during fiscal 2023. Program targets ~$125M of cost elimination across 2023-2024. | ||
| 2023-08-31 | plant_closure | in_progress | 2022-11-01 | 2024-05-31 | United Kingdom (EMEA) | Manufacturing / supply chain operations | USD 4 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Consolidation of UK manufacturing operations into a net-zero carbon condiments manufacturing and distribution center; total expected cost ~$40M recognized across 2022, 2023 and first half of 2024, including severance, accelerated depreciation, equipment relocation and lease exit costs. Nine months ended 2023-08-31 charges of $3.9M include $1.2M accelerated depreciation and $2.7M third-party costs. | ||
| 2023-08-31 | restructuring | in_progress | Americas | Streamlining actions | USD 5 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Streamlining actions in the Americas region; $5.3M of special charges recognized in the nine months ended 2023-08-31 ($0.8M in the three months). | ||||
| 2023-08-31 | restructuring | in_progress | EMEA | Streamlining actions | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Streamlining actions in the EMEA region; $0.9M of special charges recognized in the nine months ended 2023-08-31. | ||||
| 2023-08-31 | restructuring | in_progress | Global | Company-wide | USD 37 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Charge is for the nine months ended August 31, 2023. Program approved by Management Committee in 2022; includes a voluntary retirement plan for eligible U.S. employees aged 55+ with 10+ years of service (notifications due December 30, 2022; payments in FY2023). No employee counts disclosed. | ||||
| 2023-08-31 | plant_closure | in_progress | 2024-06-30 | United Kingdom (EMEA) | Manufacturing / Supply Chain | USD 4 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Charge is for the nine months ended August 31, 2023. Consolidation of UK manufacturing into a net-zero carbon condiments facility; total program cost expected to approximate $40 million recognized across 2022, 2023, and first half of 2024. No employee counts disclosed. | |||
| 2023-08-31 | restructuring | in_progress | Americas | Company-wide | USD 5 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining actions charge for the nine months ended August 31, 2023. No employee counts or announcement date disclosed. | ||||
| 2023-08-31 | restructuring | in_progress | EMEA | Company-wide | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining actions charge for the nine months ended August 31, 2023. No employee counts or announcement date disclosed. | ||||
| 2023-08-31 | voluntary_separation | in_progress | 2022-11-01 | 2023-11-30 | United States | Corporate / Global Operating Effectiveness | USD 37 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Global Operating Effectiveness (GOE) program including voluntary retirement plan for U.S. employees aged 55+ with 10+ years service. $37.0M special charges recognized YTD 2023. All affected employees to leave in FY2023. | ||
| 2023-08-31 | restructuring | in_progress | 2022-01-01 | 2024-06-30 | Europe, Middle East, and Africa | Manufacturing | USD 4 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Consolidation of UK manufacturing operations into net-zero carbon facility. $3.9M special charges recognized YTD 2023. Total expected cost approx $40M through H1 2024. | ||
| 2023-08-31 | restructuring | in_progress | Americas | Consumer / Flavor Solutions | USD 5 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions in Americas region. $5.3M special charges recognized YTD 2023. | ||||
| 2023-08-31 | restructuring | in_progress | Europe, Middle East, and Africa | Consumer / Flavor Solutions | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions in EMEA region. $0.9M special charges recognized YTD 2023. | ||||
| 2023-05-31 | voluntary_separation | in_progress | 2022-11-01 | 2023-11-30 | United States | Company-wide (Global Operating Effectiveness program) | USD 9 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Voluntary retirement plan with enhanced separation benefits for eligible U.S. employees; all affected employees leave during fiscal 2023. Q2 charge of $8.6M; six-month charge of $33.4M including $19.7M accrued in Q1 upon notification deadline. | ||
| 2023-05-31 | plant_closure | in_progress | 2022-01-01 | 2023-11-30 | United Kingdom (EMEA) | Manufacturing / supply chain | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Consolidation of UK manufacturing into a net-zero carbon condiments facility; total expected cost approximately $40 million recognized across 2022-2023. Q2 charge of $1.3M ($0.4M accelerated depreciation, $0.9M third-party costs); six-month charge of $2.2M. | ||
| 2023-05-31 | restructuring | in_progress | Americas | Streamlining actions | USD 3 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Americas streamlining actions; six-month charge of $4.5 million. | ||||
| 2023-05-31 | restructuring | in_progress | EMEA | Streamlining actions | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | EMEA streamlining actions recognized in the six months ended May 31, 2023; no separate Q2 amount disclosed. | ||||
| 2023-05-31 | voluntary_separation | completed | 2022-11-01 | 2023-12-31 | United States | Company-wide | USD 33 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | GOE program voluntary retirement plan for eligible U.S. employees aged 55+ with 10+ years of service; notifications closed December 2022, all payments in FY2023. Six-month 2023 GOE charges of $33.4M include $11.5M severance and $2.2M third-party costs. Employee count not disclosed. | ||
| 2023-05-31 | plant_closure | in_progress | 2022-01-01 | 2023-12-31 | United Kingdom | Manufacturing / Supply Chain | USD 40 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Consolidation of UK manufacturing into a net-zero carbon condiments facility; total expected cost ~$40M across 2022-2023 including severance, accelerated depreciation, equipment relocation, and lease exit. Employee count not disclosed. | ||
| 2023-05-31 | restructuring | in_progress | 2023-01-01 | 2023-12-31 | Americas | Consumer / Flavor Solutions | USD 5 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining actions in the Americas region recorded during six months ended May 31, 2023. Employee count not disclosed. | ||
| 2023-05-31 | restructuring | in_progress | 2023-01-01 | 2023-12-31 | EMEA | Consumer / Flavor Solutions | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining actions in the EMEA region recorded during six months ended May 31, 2023. Employee count not disclosed. | ||
| 2023-05-31 | voluntary_separation | in_progress | 2022-11-01 | 2023-11-30 | United States | Corporate / Global | USD 9 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Global Operating Effectiveness (GOE) program voluntary retirement plan for U.S. employees aged 55+ with 10+ years service. $8.6M charges in Q2 2023. All affected employees to leave in FY2023. | ||
| 2023-05-31 | restructuring | in_progress | 2022-11-01 | 2023-11-30 | Global | Supply Chain / Manufacturing | USD 27 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | GOE program supply chain actions (excluding US voluntary retirement). Includes reducing headcount, stabilizing turnover, and reducing safety stock. $26.8M charges in Q2 2023 ($33.4M total GOE less $8.6M US retirement). | ||
| 2023-05-31 | plant_closure | in_progress | 2022-11-01 | 2023-11-30 | Europe, Middle East, and Africa | Manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Consolidation of UK manufacturing operations into net-zero carbon facility. $1.3M charges in Q2 2023. | ||
| 2023-05-31 | restructuring | in_progress | 2023-04-01 | 2023-05-31 | Americas | Corporate / Operations | USD 3 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions in Americas region. $3.2M charges in Q2 2023. | ||
| 2023-02-28 | voluntary_separation | in_progress | 2022-11-01 | 2023-11-30 | United States | Company-wide (Global Operating Effectiveness program) | USD 20 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Voluntary retirement plan for U.S. employees aged 55+ with 10+ years of service; $5.6M accrued as of Nov 30, 2022 and an additional $19.7M accrued in Q1 2023 after all eligible employees enrolled by December 2022. All affected employees leave during fiscal 2023. No employee count disclosed. | ||
| 2023-02-28 | restructuring | in_progress | 2022-11-01 | 2023-11-30 | United States | Company-wide (Global Operating Effectiveness program) | USD 5 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Additional GOE program charges in Q1 2023: $4.5M severance and related benefits plus $0.6M third-party and other costs. No employee count disclosed. | ||
| 2023-02-28 | plant_closure | in_progress | 2022-01-01 | 2023-11-30 | United Kingdom | Manufacturing / supply chain (EMEA) | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Consolidation of UK manufacturing into a net-zero carbon condiments facility; total initiative cost expected around $40M recognized across 2022-2023, with $21.5M recognized in 2022 and $0.9M in Q1 2023 ($0.4M accelerated depreciation, $0.5M third-party costs). Headcount reduction expected via lower headcount costs but no employee count disclosed. | ||
| 2023-02-28 | restructuring | in_progress | Americas | Streamlining actions | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Q1 2023 streamlining charges of $1.3M in the Americas region. No employee count disclosed. | ||||
| 2023-02-28 | restructuring | in_progress | EMEA | Streamlining actions | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Q1 2023 streamlining charges of $0.8M in the EMEA region. No employee count disclosed. | ||||
| 2023-02-28 | divestiture_reduction | completed | 2022-08-01 | Global | Consumer segment (Kitchen Basics brand) | MD&A f5-10q / GLM-5.3-flash-fp4-HTML | Kitchen Basics brand divested in Q3 fiscal 2022; reduced Q1 2023 net sales by 0.7% company-wide and 1.1% in consumer segment. No headcount impact quantified. | ||||
| 2023-02-28 | other | completed | 2022-05-01 | Russia | Consumer segment | MD&A f5-10q / GLM-5.3-flash-fp4-HTML | Company exited its consumer business in Russia during Q2 fiscal 2022 after suspending operations in March 2022; exit contributed to Q1 2023 volume/mix declines. No headcount impact quantified. | ||||
| 2023-02-28 | restructuring | in_progress | 2023-11-30 | Global | Company-wide | USD 25 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Global Operating Effectiveness (GOE) program special charges in Q1 2023: $19.7M additional accrual for the voluntary retirement plan (notifications due 2022-12-30, all payments in FY2023), $4.5M other severance and benefits, $0.6M third-party costs. Program approved by Management Committee in 2022; no employee count disclosed. Targeted savings of ~$125M across 2023-2024. | |||
| 2023-02-28 | restructuring | in_progress | 2023-11-30 | United Kingdom | Manufacturing — condiments | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Consolidation of UK manufacturing operations into a new net-zero carbon condiments facility; Q1 2023 charge comprises $0.4M accelerated depreciation and $0.5M third-party costs. Total program cost expected to approximate $40M recognized across FY2022 and FY2023; $21.5M recognized in 2022. No employee count disclosed. | |||
| 2023-02-28 | restructuring | in_progress | Americas | Company-wide | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining actions recorded in Q1 2023; no employee count or completion date disclosed. | ||||
| 2023-02-28 | restructuring | in_progress | EMEA | Company-wide | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining actions recorded in Q1 2023; no employee count or completion date disclosed. | ||||
| 2023-02-28 | voluntary_separation | in_progress | 2022-11-01 | 2023-11-30 | United States | Global Operating Effectiveness (GOE) | USD 24 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Voluntary retirement plan for U.S. employees aged 55+ with 10+ years service. $19.7M accrued in Q1 2023, $4.5M severance costs recognized. All affected employees to leave in FY2023. | ||
| 2023-02-28 | restructuring | in_progress | 2022-01-01 | 2023-11-30 | Europe, Middle East, and Africa | Manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Transition of manufacturing facility in EMEA to net-zero carbon center. Includes severance, accelerated depreciation, and lease exit costs. | ||
| 2023-02-28 | restructuring | in_progress | 2023-01-01 | 2023-11-30 | Americas | General | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions in the Americas region. | ||
| 2023-02-28 | restructuring | in_progress | 2023-01-01 | 2023-11-30 | Europe, Middle East, and Africa | General | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions in the EMEA region. | ||
| 2022-11-30 | restructuring | completed | 2022-05 | Russia | Consumer | USD 23 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Exit of the consumer business in Russia; operations suspended March 11, 2022, exit decision made May 2022. Charge comprises a $10.0M Kamis brand impairment, $3.3M severance, $2.1M other exit costs and a $7.9M reclassification of cumulative translation adjustment. No headcount disclosed. | |||
| 2022-11-30 | restructuring | in_progress | 2023-11-30 | United Kingdom | Manufacturing / Supply Chain (EMEA) | USD 22 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Consolidation of U.K. manufacturing into a new net-zero carbon condiments facility. $21.5M recognized in FY2022 ($12.6M severance, $6.2M accelerated depreciation, $2.7M third-party costs) of an approximately $40M total program expected to be recognized through 2023. Current-fiscal-year activity only; no headcount disclosed. | |||
| 2022-11-30 | voluntary_separation | in_progress | United States | Corporate / organization-wide | USD 6 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Voluntary retirement plan for U.S. employees aged 55+ with 10+ years of service, part of the Global Operating Effectiveness Program. $5.6M accrued through November 30, 2022; total severance expected to be approximately $24M once all eligible employees notify by December 30, 2022, with the remainder recognized in Q1 FY2023. No headcount disclosed. | ||||
| 2022-11-30 | restructuring | in_progress | Americas | Organization-wide streamlining | USD 8 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2022 streamlining actions in the Americas region; no headcount or completion date disclosed. | ||||
| 2022-11-30 | restructuring | in_progress | EMEA | Organization-wide streamlining | USD 7 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2022 streamlining actions in the EMEA region, presented separately from the U.K. facility transition; no headcount or completion date disclosed. | ||||
| 2022-11-30 | divestiture_reduction | completed | 2022-08-03 | 2022-08-03 | United States | Consumer (Kitchen Basics broth business) | other f5-10k / MiMo-V2.6-Flash-fp8-HTML | Sale of the Kitchen Basics business for $95.2M cash, net of $3.8M transaction expenses, producing a $49.6M pre-tax gain. No associated headcount disclosed. | |||
| 2022-11-30 | restructuring | completed | India | Consumer | USD 20 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Exit of Kohinoor rice product line. Includes $11.2M impairment, $3.6M severance/exit costs, and $4.7M inventory/contract charges. | ||||
| 2022-11-30 | restructuring | completed | EMEA | Other | USD 6 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Transition of a manufacturing facility. | ||||
| 2022-11-30 | restructuring | completed | Americas | Other | USD 10 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Streamlining actions. | ||||
| 2022-11-30 | restructuring | completed | EMEA | Other | USD 5 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Streamlining actions. | ||||
| 2022-11-30 | restructuring | completed | Asia/Pacific | Other | USD 1 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Streamlining actions. | ||||
| 2022-11-30 | restructuring | completed | Global | Corporate | USD 1 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Global Enablement (GE) initiative. | ||||
| 2022-11-30 | restructuring | completed | Global | Corporate | USD 6 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Non-cash asset impairment charge associated with an administrative site sold in conjunction with hybrid work environment decision. | ||||
| 2022-11-30 | voluntary_separation | in_progress | 2022-11-01 | 2023-02-28 | United States | Corporate | USD 6 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Voluntary retirement plan for US employees aged 55+ with 10+ years service. $5.6M accrued through Nov 30, 2022; total expected ~$24M. All payments in FY2023. | ||
| 2022-11-30 | restructuring | in_progress | 2022-01-01 | 2023-11-30 | Russia | Consumer | USD 23 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Exit of consumer business in Russia. Includes $10M impairment, $3.3M severance, $2.1M other exit costs, and $7.9M reclassification of translation adjustment. | ||
| 2022-11-30 | restructuring | in_progress | 2022-01-01 | 2023-11-30 | EMEA | Manufacturing | USD 22 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Transition of manufacturing facility in EMEA (UK consolidation to net-zero carbon center). Includes $12.6M severance, $6.2M accelerated depreciation, $2.7M third-party expenses. | ||
| 2022-11-30 | restructuring | completed | 2022-01-01 | 2022-11-30 | Americas | Corporate | USD 8 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Streamlining actions in Americas region. | ||
| 2022-11-30 | restructuring | completed | 2022-01-01 | 2022-11-30 | EMEA | Corporate | USD 7 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Streamlining actions in EMEA region. | ||
| 2022-08-31 | divestiture_reduction | in_progress | 2022-05-01 | Russia | Consumer segment | USD 23 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Exit of consumer business in Russia approved by Management Committee in May 2022; operations suspended March 11, 2022. Nine-month charges of $23.0 million include a $10.0 million Kamis brand impairment, $2.5 million employee severance, $1.8 million other exit costs, and a $7.9 million cumulative translation adjustment reclassification. Additional $0.8 million severance recorded in Q3. No employee count disclosed. | |||
| 2022-08-31 | plant_closure | in_progress | 2022-02-01 | 2023-11-30 | United Kingdom | EMEA region | USD 18 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Consolidation of UK manufacturing operations into a net-zero carbon condiments manufacturing and distribution center; total expected cost approximately $30 million through 2023. Nine-month charges of $18.4 million comprise $12.5 million severance and related benefits, $3.3 million accelerated depreciation, and $2.6 million third-party and other costs. Headcount reduction expected via lower headcount and non-headcount costs; no employee count disclosed. | ||
| 2022-08-31 | divestiture_reduction | completed | 2022-08-03 | 2022-08-03 | United States | Consumer segment | USD 50 (millions) | other f5-10q / GLM-5.3-flash-fp4-HTML | Sale of Kitchen Basics business for $95.2 million cash net of transaction expenses; pre-tax gain of $49.6 million. No headcount impact disclosed. | ||
| 2022-08-31 | divestiture_reduction | completed | 2021-12-01 | India | Consumer segment | USD 14 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Exit of Kohinoor rice product line in India completed in Q4 fiscal 2021; brand name sold during nine months ended August 31, 2022 for $13.6 million gain. No headcount impact disclosed. | |||
| 2022-08-31 | restructuring | in_progress | 2022-05 | Russia | Consumer | USD 23 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Exit of consumer business in Russia; nine-month special charges include $10.0M Kamis brand impairment, $2.5M severance, $1.8M other exit costs, $7.9M CTA reclass, plus $0.8M severance in Q3. No employee count disclosed. | |||
| 2022-08-31 | restructuring | in_progress | 2023-11-30 | United Kingdom | Manufacturing / Supply Chain | USD 30 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Approved in fiscal Q1 2022 (exact date not disclosed): consolidate UK manufacturing into a net-zero carbon condiments facility; ~$30M total cost through 2023, including severance, accelerated depreciation, and lease exit costs. No employee count disclosed. | |||
| 2022-08-31 | restructuring | in_progress | Americas; EMEA | Consumer; Flavor Solutions | USD 11 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Ongoing streamlining actions recorded in nine months ended 2022-08-31: $5.7M Americas and $5.5M EMEA. No employee counts disclosed. | ||||
| 2022-08-31 | divestiture_reduction | completed | 2022-08-03 | 2022-08-03 | United States | Consumer | other f5-10q / MiMo-V2.6-Flash-fp8-HTML | Sale of Kitchen Basics business for $95.2M cash; pre-tax gain of $49.6M. No headcount associated with the divestiture disclosed. | |||
| 2022-08-31 | restructuring | in_progress | 2022-04-01 | 2023-11-30 | United Kingdom | Manufacturing | USD 30 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Consolidation of UK manufacturing operations into a net-zero carbon facility. Expected cost approx $30M through 2023, including severance and accelerated depreciation. | ||
| 2022-08-31 | restructuring | in_progress | 2022-05-01 | Russia | Consumer | USD 22 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Exit of consumer business in Russia. Q2 2022 charges included $10M impairment, $2.5M severance, and $1.8M other exit costs. Additional $0.8M severance recorded in Q3 2022. | |||
| 2022-08-31 | restructuring | in_progress | Americas | General | USD 6 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions in Americas region. YTD 2022 charges of $5.7M. | ||||
| 2022-08-31 | restructuring | in_progress | EMEA | General | USD 6 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions in EMEA region. YTD 2022 charges of $5.5M. | ||||
| 2022-08-31 | restructuring | in_progress | 2017-01-01 | Global | General | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Global Enablement (GE) initiative. Cumulative spend of $40.7M through Aug 31, 2022. Total expected cost $60-65M. | ||||
| 2022-05-31 | divestiture_reduction | in_progress | 2022-03-11 | Russia | Consumer segment | USD 22 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Exit of consumer business in Russia approved by Management Committee in Q2 2022; includes $10.0M Kamis brand impairment, $2.5M employee severance, $1.8M other exit costs, and $7.9M cumulative translation adjustment reclassification. Business operations suspended March 11, 2022. | |||
| 2022-05-31 | restructuring | in_progress | 2022-01-31 | 2023-11-30 | United Kingdom | EMEA region | USD 17 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Consolidation of UK manufacturing operations into a net-zero carbon condiments manufacturing and distribution center; total expected cost approximately $30 million through 2023, including severance, accelerated depreciation, and lease exit costs. Six months ended May 31, 2022 charges of $17.4M include $12.5M severance, $2.7M accelerated depreciation, $2.2M third-party costs. | ||
| 2022-05-31 | restructuring | in_progress | Americas | Consumer and Flavor Solutions segments | USD 5 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Streamlining actions in the Americas region for the six months ended May 31, 2022. | ||||
| 2022-05-31 | restructuring | in_progress | EMEA | Consumer and Flavor Solutions segments | USD 4 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Streamlining actions in the EMEA region for the six months ended May 31, 2022. | ||||
| 2022-05-31 | restructuring | in_progress | 2017-01-01 | Global | Global Enablement initiative | USD 41 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Multi-year Global Enablement initiative to simplify processes and reduce costs; total expected cost $60-65 million, with cumulative spend of $40.7 million through May 31, 2022. Approximately 60% cash implementation costs and 40% severance and related benefits. | |||
| 2022-05-31 | restructuring | in_progress | 2022-05-31 | Russia | Consumer segment | USD 22 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Management Committee approved exit of Russia consumer business in Q2 2022; $22.2M special charges include $10.0M Kamis brand impairment, $2.5M severance, $1.8M other exit costs, and $7.9M CTA reclassification. No employee count disclosed. | |||
| 2022-05-31 | plant_closure | in_progress | 2022-02-28 | 2023-11-30 | United Kingdom | Manufacturing / supply chain | USD 30 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Approved in Q1 2022: consolidate UK manufacturing into a net-zero carbon condiments facility; ~$30M expected through 2023, including severance, accelerated depreciation, and lease exit costs. $17.4M recorded in six months ended May 31, 2022. No employee count disclosed. | ||
| 2022-05-31 | restructuring | in_progress | Americas | Streamlining actions | USD 5 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining actions recorded in six months ended May 31, 2022 ($3.2M in Q2). No employee count or announcement date disclosed. | ||||
| 2022-05-31 | restructuring | in_progress | EMEA | Streamlining actions | USD 4 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining actions recorded in six months ended May 31, 2022 ($2.8M in Q2). No employee count or announcement date disclosed. | ||||
| 2022-05-31 | restructuring | in_progress | 2017-01-01 | Global | Global Enablement (shared services / processes) | USD 65 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Multi-year Global Enablement initiative approved 2017; expected cost $60M–$65M, ~40% severance-related. Cumulative $40.7M spent through May 31, 2022. Announcement date approximate (year only). No employee count disclosed. | |||
| 2022-05-31 | restructuring | in_progress | 2022-05-31 | Russia | Consumer | USD 22 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Exit of consumer business in Russia. Charges include $10.0M impairment, $2.5M severance, $1.8M other exit costs, and $7.9M reclassification of translation adjustment. Employee count not disclosed. | |||
| 2022-05-31 | restructuring | in_progress | 2022-02-28 | 2023-11-30 | United Kingdom | Manufacturing | USD 30 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Consolidation of UK manufacturing operations into net-zero carbon facility. Total expected cost $30M through 2023. Includes severance, accelerated depreciation, and lease exit costs. Employee count not disclosed. | ||
| 2022-05-31 | restructuring | in_progress | Americas | USD 5 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions in Americas region for the six months ended May 31, 2022. Employee count not disclosed. | |||||
| 2022-05-31 | restructuring | in_progress | EMEA | USD 4 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions in EMEA region for the six months ended May 31, 2022. Employee count not disclosed. | |||||
| 2022-05-31 | restructuring | in_progress | 2017-01-01 | Global | USD 63 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Global Enablement (GE) initiative. Total expected cost $60M-$65M. Cumulative spend $40.7M through May 31, 2022. Employee count not disclosed. | ||||
| 2022-02-28 | plant_closure | in_progress | 2023-11-30 | United Kingdom | Flavor Solutions | USD 30 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Initiative to consolidate manufacturing operations into a net-zero carbon condiments manufacturing and distribution center in the UK; costs include severance, accelerated depreciation, decommissioning and lease exit costs. Q1 charges: $12.5M severance, $1.4M accelerated depreciation, $1.0M other costs. No employee count disclosed. | |||
| 2022-02-28 | restructuring | in_progress | EMEA | Flavor Solutions | USD 15 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Transition of a manufacturing facility in the EMEA region; principal component of the $19.5M Q1 special charges. No employee count disclosed. | ||||
| 2022-02-28 | restructuring | in_progress | Americas | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Streamlining actions in the Americas region during Q1 FY2022. No employee count disclosed. | |||||
| 2022-02-28 | restructuring | in_progress | EMEA | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Streamlining actions in the EMEA region during Q1 FY2022, separate from the $14.9M facility transition. No employee count disclosed. | |||||
| 2022-02-28 | restructuring | in_progress | 2023-11-30 | United Kingdom | Manufacturing / Supply Chain | USD 30 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Management approved consolidating manufacturing into a net-zero carbon condiments facility in the UK; $14.9M charged in Q1 FY2022 (severance $12.5M, accelerated depreciation $1.4M, third-party $1.0M). Total program cost expected to be ~$30M recognized through 2023. No employee count disclosed. | |||
| 2022-02-28 | restructuring | in_progress | Americas | Consumer / Flavor Solutions | USD 2 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining actions in the Americas region recorded as special charges during Q1 FY2022. No employee count disclosed. | ||||
| 2022-02-28 | restructuring | in_progress | EMEA | Consumer / Flavor Solutions | USD 2 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining actions in the EMEA region recorded as special charges during Q1 FY2022, separate from the UK facility consolidation. No employee count disclosed. | ||||
| 2022-02-28 | restructuring | in_progress | 2017-01-01 | Global | Enterprise / Shared Services | USD 65 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Global Enablement (GE) multi-year initiative approved in 2017; total expected cost $60M–$65M. Cumulative spend of $40.7M through 2022-02-28. Approximately 60% cash/consulting, 40% severance. No employee count disclosed. Announcement date approximate (year only). | |||
| 2022-02-28 | restructuring | in_progress | 2022-01-01 | 2023-11-30 | Europe, Middle East, and Africa | Manufacturing | USD 15 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Initiative to consolidate manufacturing operations into a net-zero carbon facility in the UK. Total expected cost approx $30M through 2023. Q1 2022 charges include $12.5M severance, $1.4M accelerated depreciation, and $1.0M other costs. Employee count not disclosed. | ||
| 2022-02-28 | restructuring | in_progress | 2022-01-01 | Americas | General | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions in the Americas region. Employee count not disclosed. | |||
| 2022-02-28 | restructuring | in_progress | 2022-01-01 | Europe, Middle East, and Africa | General | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions in the EMEA region. Employee count not disclosed. | |||
| 2022-02-28 | restructuring | in_progress | 2017-01-01 | Global | General | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Global Enablement (GE) initiative. Cumulative spend of $40.7M through Feb 28, 2022. Total expected cost $60M-$65M. No specific charges or employee counts disclosed for Q1 2022. | ||||
| 2021-11-30 | restructuring | completed | India | Consumer — rice product line (Kohinoor) | USD 20 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Exit of the Kohinoor rice product line; charge includes $11.2M brand impairment, $3.8M customer relationship impairment, $3.6M severance and exit costs, and $4.7M in cost of goods sold. Employee count not disclosed. | ||||
| 2021-11-30 | plant_closure | in_progress | EMEA | Manufacturing | USD 6 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Charge associated with the transition of a manufacturing facility in the EMEA region; employee count not disclosed. | ||||
| 2021-11-30 | restructuring | in_progress | Americas | Streamlining actions | USD 10 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Streamlining actions recorded in fiscal 2021; employee count not disclosed. | ||||
| 2021-11-30 | restructuring | in_progress | EMEA | Streamlining actions | USD 5 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Streamlining actions recorded in fiscal 2021; employee count not disclosed. | ||||
| 2021-11-30 | restructuring | in_progress | Asia/Pacific | Streamlining actions | USD 1 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Streamlining actions recorded in fiscal 2021; employee count not disclosed. | ||||
| 2021-11-30 | restructuring | in_progress | Global | Global Enablement (GE) initiative | USD 1 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Fiscal 2021 charge only; $40.7M recognized cumulatively since inception through 2021-11-30 against a total expected program cost of $60M–$65M. Employee count not disclosed. | ||||
| 2021-11-30 | other | completed | United States | Corporate / administrative | USD 6 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Non-cash impairment of an administrative site sold in conjunction with the move to a hybrid work environment; employee count not disclosed. | ||||
| 2021-11-30 | acquisition_addition | completed | 2020-12-30 | 2020-12-30 | United States | Flavor Solutions | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Acquisition completed 2020-12-30, within fiscal 2021; purchase price approximately $708.2M net of cash acquired. Acquired headcount not disclosed. | |||
| 2021-08-31 | restructuring | in_progress | Americas | Consumer and Flavor Solutions | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Streamlining action in the Americas region; $1.8 million of the $5.8 million special charges recorded in the three months ended August 31, 2021. Nine-month Americas streamlining charges totaled $7.0 million. Employee counts not disclosed. | ||||
| 2021-08-31 | restructuring | in_progress | EMEA | Consumer and Flavor Solutions | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Streamlining action in the EMEA region; $1.7 million of the $5.8 million special charges recorded in the three months ended August 31, 2021. Nine-month EMEA streamlining charges totaled $3.0 million. Employee counts not disclosed. | ||||
| 2021-08-31 | restructuring | in_progress | Asia/Pacific | Consumer and Flavor Solutions | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Streamlining action in the APAC region; $0.8 million of the $5.8 million special charges recorded in the three months ended August 31, 2021. Nine-month APAC streamlining charges totaled $0.8 million. Employee counts not disclosed. | ||||
| 2021-08-31 | restructuring | in_progress | Global | Global Enablement initiative | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Global Enablement (GE) multi-year initiative to simplify processes and reduce costs; $0.7 million of special charges in the three months ended August 31, 2021. Cumulative GE spend of $41.1 million through August 31, 2021 against an expected total of $60-65 million, with roughly 40% attributable to severance and related benefit payments. Employee counts not disclosed. | ||||
| 2021-08-31 | restructuring | in_progress | Global | Administrative site exit (hybrid work decision) | USD 7 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Non-cash asset impairment charge of $6.5 million recorded in the nine months ended August 31, 2021 for an administrative site to be exited in conjunction with the decision to employ a hybrid work environment. Employee counts not disclosed. | ||||
| 2021-08-31 | restructuring | in_progress | Americas | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions recorded in Q3 2021. | |||||
| 2021-08-31 | restructuring | in_progress | EMEA | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions recorded in Q3 2021. | |||||
| 2021-08-31 | restructuring | in_progress | Asia Pacific | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions recorded in Q3 2021. | |||||
| 2021-08-31 | restructuring | in_progress | Global | Global Enablement | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Charges related to the Global Enablement initiative recorded in Q3 2021. | ||||
| 2021-08-31 | plant_closure | in_progress | Administrative | USD 7 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Non-cash asset impairment charge associated with an administrative site exit due to hybrid work environment decision. Recorded in YTD 2021. | |||||
| 2021-05-31 | restructuring | in_progress | Americas region | Consumer and Flavor Solutions | USD 5 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Streamlining actions in the Americas region during the three months ended May 31, 2021; no employee count disclosed. | ||||
| 2021-05-31 | restructuring | in_progress | Americas region | Consumer and Flavor Solutions | USD 5 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Streamlining actions in the Americas region during the six months ended May 31, 2021; no employee count disclosed. | ||||
| 2021-05-31 | restructuring | in_progress | Europe, Middle East, and Africa (EMEA) | Consumer and Flavor Solutions | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Streamlining actions in the EMEA region during the six months ended May 31, 2021; no employee count disclosed. | ||||
| 2021-05-31 | plant_closure | in_progress | Administrative site | USD 7 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Non-cash asset impairment for an administrative site to be exited in conjunction with a decision to adopt a hybrid work environment; no headcount disclosed. | |||||
| 2021-05-31 | restructuring | in_progress | Americas | Consumer; Flavor Solutions | USD 5 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining actions in the Americas region recorded within six months ended May 31, 2021 special charges; no employee count disclosed. | ||||
| 2021-05-31 | restructuring | in_progress | Europe, Middle East, and Africa | Consumer; Flavor Solutions | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining actions in EMEA recorded within six months ended May 31, 2021 special charges; no employee count disclosed. | ||||
| 2021-05-31 | plant_closure | in_progress | Corporate / Administrative | USD 7 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Non-cash asset impairment for an administrative site to be exited as part of hybrid work policy; no employee count disclosed. | |||||
| 2021-05-31 | acquisition_addition | completed | 2020-11-30 | Consumer; Flavor Solutions | USD 801 (millions) | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Acquisition of Cholula Hot Sauce completed Nov 30, 2020; purchase price ~$801.2M net of cash. No headcount added disclosed. | ||||
| 2021-05-31 | acquisition_addition | completed | 2020-12-30 | Flavor Solutions | USD 708 (millions) | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Acquisition of FONA International completed Dec 30, 2020; purchase price ~$708.2M net of cash. No headcount added disclosed. | ||||
| 2021-05-31 | divestiture_reduction | completed | 2021-03-01 | India | Consumer | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Sold 26% interest in Eastern Condiments Private Ltd for $65.4M; no headcount reduction disclosed. | ||||
| 2021-05-31 | restructuring | in_progress | Americas | USD 5 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions in the Americas region recorded in Q2 2021. | |||||
| 2021-05-31 | restructuring | in_progress | Americas | USD 5 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions in the Americas region recorded YTD 2021. | |||||
| 2021-05-31 | restructuring | in_progress | EMEA | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions in the EMEA region recorded YTD 2021. | |||||
| 2021-05-31 | restructuring | in_progress | Global | USD 7 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Non-cash asset impairment charge associated with exiting an administrative site to employ a hybrid work environment. | |||||
| 2021-02-28 | restructuring | in_progress | EMEA | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions in EMEA. Employee count not disclosed. | |||||
| 2021-02-28 | restructuring | in_progress | Americas | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions in the Americas. Employee count not disclosed. | |||||
| 2020-11-30 | restructuring | in_progress | EMEA | Consumer and Flavor Solutions | USD 5 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2020 special charges for streamlining actions in EMEA: $3.8M severance and related benefits, $1.0M third-party expenses, $0.5M other costs. Employee counts not disclosed; approximately $4.8M of the total $6.9M FY2020 special charges paid in cash, remainder accrued for payment in 2021. | ||||
| 2020-11-30 | restructuring | in_progress | Global | Corporate — Global Enablement (GE) initiative | USD 2 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2020 portion of multi-year GE transformation program. Program total expected at $60M–$65M; $39.9M recognized cumulatively through November 30, 2020. Employee counts not disclosed. | ||||
| 2020-11-30 | acquisition_addition | completed | 2020-11-30 | 2020-11-30 | United States | Consumer and Flavor Solutions | USD 803 (millions) | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Purchase price approximately $803.0M net of cash acquired; acquired business had annual sales of approximately $96M at acquisition. Headcount added not disclosed. | ||
| 2020-11-30 | acquisition_addition | completed | 2020-12-30 | 2020-12-30 | United States | Flavor Solutions | USD 710 (millions) | subsequent_events f5-10k / MiMo-V2.6-Flash-fp8-HTML | Subsequent event after fiscal year-end (December 30, 2020); purchase price approximately $710M net of cash acquired; acquired business had annual sales of approximately $114M. Headcount added not disclosed. | ||
| 2020-11-30 | restructuring | completed | EMEA | USD 5 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Streamlining actions in EMEA region including severance and related benefits. | |||||
| 2020-11-30 | restructuring | in_progress | Global | Global Enablement | USD 2 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Global Enablement (GE) initiative special charges recognized in fiscal 2020. | ||||
| 2020-08-31 | restructuring | in_progress | 2017-12-01 | Global | Global Enablement initiative | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Multi-year Global Enablement program approved in 2017 with total expected cost of $60-65 million; $1.1 million of special charges incurred in the nine months ended August 31, 2020, including $0.5 million third-party expenses, $0.3 million severance and related benefits, and $0.3 million other costs. Cumulative spend of $38.3 million through November 30, 2019. No employee count disclosed. | |||
| 2020-08-31 | restructuring | in_progress | Europe, Middle East and Africa | EMEA streamlining actions | USD 3 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Streamlining actions in the EMEA region; $2.9 million of special charges in the nine months ended August 31, 2020 ($0.1 million in the three months). No employee count disclosed. | ||||
| 2020-08-31 | restructuring | in_progress | EMEA (Europe, Middle East and Africa) | Consumer and Flavor Solutions segments | USD 3 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | YTD nine-month special charges for EMEA streamlining actions; includes severance and other costs. No employee count disclosed. Q3-only amount was $0.1M. | ||||
| 2020-08-31 | restructuring | in_progress | 2017-01-01 | Global | Enterprise-wide (Global Enablement initiative) | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | YTD charges for multi-year Global Enablement program approved in 2017; total program cost estimated at $60-65M with cumulative spend of $38.3M through Nov 30, 2019 plus $1.1M in YTD 2020. Announcement date approximate (year only). No employee count disclosed. | |||
| 2020-08-31 | restructuring | in_progress | Europe, Middle East and Africa | Consumer and Flavor Solutions | USD 0 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions in EMEA region recorded in Q3 2020. | ||||
| 2020-08-31 | restructuring | in_progress | Global | Global Enablement Initiative | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Charges related to Global Enablement (GE) initiative for the nine months ended August 31, 2020, including third-party expenses and severance. | ||||
| 2020-05-31 | restructuring | in_progress | 2017 | Global | Global Enablement initiative | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Multi-year Global Enablement program; total expected cost $60-65 million. $1.1 million incurred in the six months ended May 31, 2020; cumulative $38.3 million spent through November 30, 2019. No employee counts disclosed. | |||
| 2020-05-31 | restructuring | in_progress | 2020-03-01 | Europe, Middle East and Africa | Consumer segment (streamlining actions) | USD 3 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | EMEA streamlining actions recorded in the three and six months ended May 31, 2020, including $1.9 million of severance and related benefits, $0.6 million third-party expenses, and $0.3 million other costs. No employee counts disclosed. | |||
| 2020-05-31 | restructuring | in_progress | Europe, Middle East and Africa (EMEA) | Consumer and Flavor Solutions segments | USD 3 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Q2 2020 EMEA streamlining actions totaling $2.8M, including $1.9M severance and benefits, $0.6M third-party expenses, $0.3M other costs. No employee count disclosed. | ||||
| 2020-05-31 | restructuring | in_progress | Global | Global Enablement (GE) initiative — global processes, capabilities and operating model | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | H1 2020 GE initiative charge of $1.1M; cumulative $38.3M through Nov 30, 2019. Total program estimated at $60–65M over multi-year course. No employee count disclosed. | ||||
| 2020-05-31 | restructuring | in_progress | Europe, Middle East and Africa | Consumer and Flavor Solutions | USD 3 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions in EMEA region. Includes $1.9M severance and related benefits, $0.6M third-party expenses, and $0.3M other costs for the three months ended May 31, 2020. Employee count not disclosed. | ||||
| 2020-05-31 | restructuring | in_progress | Global | Global Enablement Initiative | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Global Enablement (GE) initiative costs for the three months ended May 31, 2020. Includes $0.5M third-party expenses, $0.3M severance, and $0.3M other costs. Employee count not disclosed. | ||||
| 2020-02-29 | restructuring | in_progress | 2017-12-01 | Global | Consumer; Flavor Solutions | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Global Enablement multi-year initiative approved in 2017; expected total cost $60-65 million, with cumulative spend of $38.3 million through November 30, 2019. Q1 FY2020 charge of $1.0 million comprised $0.5 million third-party expenses, $0.3 million severance and related benefits, and $0.2 million other costs. Employee headcount affected not disclosed. | |||
| 2020-02-29 | restructuring | in_progress | 2017 | Global | Enterprise-wide | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Multi-year Global Enablement program approved in 2017; $1.0M of special charges recognized in Q1 FY2020, including $0.5M third-party expenses, $0.3M severance and related benefits, $0.2M other costs. Cumulative spend of $38.3M through 2019-11-30; total program cost estimated at $60M-$65M, roughly 60% cash implementation/transition costs and 40% severance and related benefits. No employee headcount affected disclosed. | |||
| 2020-02-29 | restructuring | in_progress | Global | Consumer and Flavor Solutions | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Global Enablement initiative; $0.3M severance, $0.5M third-party, $0.2M other. Employee count not disclosed. | ||||
| 2019-11-30 | restructuring | in_progress | Global | Corporate — Global Enablement (GE) business transformation | USD 14 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2019 activity within a multi-year program budgeted at $60–65 million total; FY2019 charge comprises $10.6M third-party expenses, $2.1M severance and benefits, and $1.4M other costs. Approximately $38M of the program recognized through 2019-11-30. Employee counts not disclosed. | ||||
| 2019-11-30 | restructuring | in_progress | Americas | Consumer and Flavor Solutions | USD 2 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Streamlining actions in the Americas; charge consists of employee severance and related benefits. Remaining accrual expected to be paid in 2020. Employee counts not disclosed. | ||||
| 2019-11-30 | restructuring | in_progress | EMEA | Consumer and Flavor Solutions | USD 4 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Streamlining actions in the EMEA region. Remaining accrual expected to be paid in 2020. Employee counts not disclosed. | ||||
| 2019-11-30 | restructuring | completed | Global | Global Enablement (GE) Initiative | USD 14 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Part of multi-year GE initiative. Includes $2.1M severance and $10.6M third-party expenses. | ||||
| 2019-11-30 | restructuring | completed | Americas | Streamlining Actions | USD 2 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Severance and related benefits associated with streamlining actions. | ||||
| 2019-11-30 | restructuring | completed | EMEA | Streamlining Actions | USD 4 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Related to streamlining actions in the EMEA region. | ||||
| 2019-08-31 | restructuring | in_progress | 2017-12-01 | Global | Consumer and Flavor Solutions | USD 6 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Multi-year Global Enablement program approved in 2017; total expected cost $55-65 million with expected annual savings of $30-40 million. Q3 FY2019 charge of $6.0 million included $5.5 million third-party expenses, $0.3 million severance and related benefits, and $0.2 million other costs. Nine-month FY2019 GE charges totaled $12.2 million. | |||
| 2019-08-31 | restructuring | in_progress | Americas | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Employee severance and related benefits associated with streamlining actions in the Americas; recognized during the nine months ended August 31, 2019. No employee count disclosed. | |||||
| 2019-08-31 | restructuring | in_progress | Europe, Middle East and Africa | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Streamlining actions in the EMEA region; $1.3 million recognized in Q3 FY2019 and $1.9 million for the nine months ended August 31, 2019. No employee count disclosed. | |||||
| 2019-08-31 | restructuring | in_progress | Global | Enterprise-wide (Global Enablement initiative) | USD 12 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Nine months ended August 31, 2019 special charges for the Global Enablement (GE) transformation program, including third-party expenses, severance and related benefits, and other costs. Multi-year program with estimated total cost of $55M to $65M and expected annual savings of $30M to $40M; no employee affected count or completion date disclosed. | ||||
| 2019-08-31 | restructuring | in_progress | Americas | USD 2 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Nine months ended August 31, 2019 severance and related benefits for streamlining actions in the Americas; no employee affected count disclosed. | |||||
| 2019-08-31 | restructuring | in_progress | EMEA | USD 2 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Nine months ended August 31, 2019 special charges for streamlining actions in the Europe, Middle East and Africa region, including $1.3M recorded in the third quarter; no employee affected count disclosed. | |||||
| 2019-08-31 | restructuring | in_progress | Global | Global Enablement (GE) Initiative | USD 6 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Includes $5.5M third-party expenses, $0.3M severance, and $0.2M other costs for the three months ended Aug 31, 2019. | ||||
| 2019-08-31 | restructuring | in_progress | Europe, Middle East and Africa (EMEA) | Streamlining actions | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions in EMEA region for the three months ended Aug 31, 2019. | ||||
| 2019-08-31 | restructuring | in_progress | Americas | Streamlining actions | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Employee severance and related benefits associated with streamlining actions in the Americas for the nine months ended Aug 31, 2019. | ||||
| 2019-08-31 | restructuring | in_progress | Europe, Middle East and Africa (EMEA) | Streamlining actions | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions in EMEA region for the nine months ended Aug 31, 2019. | ||||
| 2019-08-31 | restructuring | in_progress | Global | Global Enablement (GE) Initiative | USD 12 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Includes $8.9M third-party expenses, $2.0M severance, and $1.3M other costs for the nine months ended Aug 31, 2019. | ||||
| 2019-05-31 | restructuring | in_progress | 2017-12-01 | Global | Consumer and Flavor Solutions | USD 4 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Global Enablement multi-year initiative; Q2 2019 charge of $4.1M includes $2.5M third-party expenses, $1.1M employee severance and related benefits, and $0.5M other costs. Total program cost estimated at $55-65 million with expected annual savings of $30-40 million. | |||
| 2019-05-31 | restructuring | in_progress | Americas | Streamlining actions | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Employee severance and related benefits associated with streamlining actions in the Americas region. | ||||
| 2019-05-31 | restructuring | in_progress | Europe, Middle East and Africa | Streamlining actions | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Costs related to streamlining actions in the EMEA region. | ||||
| 2019-05-31 | restructuring | in_progress | 2017-12-01 | Global | Consumer and Flavor Solutions | USD 6 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Year-to-date GE initiative charge of $6.2M includes $3.5M third-party expenses, $1.7M employee severance and related benefits, and $1.0M other costs. | |||
| 2019-05-31 | restructuring | in_progress | Americas | Streamlining actions | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Year-to-date employee severance and related benefits associated with streamlining actions in the Americas. | ||||
| 2019-05-31 | restructuring | in_progress | Europe, Middle East and Africa | Streamlining actions | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Year-to-date costs related to streamlining actions in the EMEA region. | ||||
| 2019-05-31 | restructuring | in_progress | Global | Company-wide (Global Enablement initiative) | USD 4 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Multi-year Global Enablement transformation; Q2 charge includes third-party expenses, severance and other costs. Full program cost estimated at $55-65 million with expected annual savings of $30-40 million; no employee count disclosed. | ||||
| 2019-05-31 | restructuring | in_progress | Americas | Consumer and Flavor Solutions (streamlining actions) | USD 2 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Employee severance and related benefits for streamlining actions recorded in Q2 2019; no headcount disclosed. Company expected total 2019 special charges of $20.0 million. | ||||
| 2019-05-31 | restructuring | in_progress | Europe, Middle East and Africa | Consumer and Flavor Solutions (streamlining actions) | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining actions charge recorded in Q2 2019; no employee count disclosed. | ||||
| 2019-05-31 | restructuring | in_progress | Global | Global Enablement (GE) Initiative | USD 4 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Includes $2.5M third-party expenses, $1.1M employee severance, and $0.5M other costs for Q2 2019. | ||||
| 2019-05-31 | restructuring | in_progress | Americas | Streamlining Actions | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Employee severance and related benefits associated with streamlining actions in the Americas for Q2 2019. | ||||
| 2019-05-31 | restructuring | in_progress | Europe, Middle East and Africa (EMEA) | Streamlining Actions | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Costs related to streamlining actions in the EMEA region for Q2 2019. | ||||
| 2019-02-28 | restructuring | in_progress | 2017-12-01 | Global | Global Enablement initiative | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Q1 FY2019 special charges of $2.1 million primarily related to the multi-year Global Enablement initiative: $1.0 million third-party expenses, $0.6 million employee severance benefits, $0.5 million other costs. Total program cost expected to range from $55 million to $65 million; expected annual savings of $30 million to $40 million once fully implemented. | |||
| 2019-02-28 | restructuring | in_progress | EMEA | EMEA reorganization plans | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Ongoing EMEA reorganization plans; part of expected FY2019 special charges of $15.0 million, of which $3.0 million relates to EMEA reorganization, China facility relocation, and Asia Pacific manufacturing transfer combined. | |||||
| 2019-02-28 | plant_closure | in_progress | China | Manufacturing | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Relocation of one Chinese manufacturing facility; employee severance benefits and other costs expected as part of remaining FY2019 special charges. | |||||
| 2019-02-28 | plant_closure | in_progress | Asia Pacific (Thailand) | Manufacturing | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Transfer of certain Asia Pacific manufacturing operations to a new facility under construction in Thailand; severance and other costs expected as part of remaining FY2019 special charges. | |||||
| 2019-02-28 | restructuring | in_progress | Global | Consumer; Flavor Solutions | USD 2 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Global Enablement (GE) multi-year initiative; Q1 FY2019 special charges of $2.1M (Consumer $1.5M, Flavor Solutions $0.6M), primarily severance and third-party costs. Full-program cost estimated at $55M–$65M with expected annual savings of $30M–$40M; no employee counts disclosed. | ||||
| 2019-02-28 | restructuring | in_progress | EMEA; China; Asia/Pacific (Thailand) | Consumer; Flavor Solutions | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Ongoing EMEA reorganization, relocation of a Chinese manufacturing facility, and transfer of Asia/Pacific manufacturing to a new Thailand plant; $3.0M of special charges expected in FY2019 for these actions. No employee counts disclosed. | |||||
| 2019-02-28 | restructuring | in_progress | Global | Consumer and Flavor Solutions | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Charges related to Global Enablement (GE) initiative, including $0.6M employee severance benefits and $1.5M other costs. No specific employee count disclosed. | ||||
| 2019-02-28 | restructuring | in_progress | Asia Pacific | Manufacturing | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Transfer of certain manufacturing operations to a new facility in Thailand. Included in the $2.1M total special charges but no separate charge or headcount disclosed for this specific action in Q1 2019. | |||||
| 2018-11-30 | restructuring | in_progress | 2017 | Global | Corporate and enterprise-wide processes | USD 12 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2018 special charges of $11.5M within a multi-year program budgeted at $55M-$65M total; includes $7.5M third-party costs, $1.0M severance and a $3.0M software asset impairment. Expected annual savings of $30M-$40M once implemented. Employee counts not disclosed. | |||
| 2018-11-30 | plant_closure | in_progress | 2018 | China | Manufacturing | USD 1 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2018 charges for employee severance benefits and other costs tied to relocating one Chinese manufacturing plant. Affected employee count not disclosed. | |||
| 2018-11-30 | plant_closure | in_progress | 2016 | 2019 | Asia/Pacific (Thailand, Singapore) | Manufacturing | USD 2 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2018 charges of $1.6M for severance and exit costs. Program approved 2016; new Thailand facility opened and leased Singapore facility exited during 2018, with expected exit from the leased Thai facility in 2019. Affected employee counts not disclosed. | ||
| 2018-11-30 | other | completed | 2018 | United States | Hourly workforce | USD 2 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | One-time aggregate payment distributing part of the non-recurring U.S. Tax Act benefit; classified as a special charge. Recipient count not disclosed. | |||
| 2018-11-30 | restructuring | completed | 2018-05-01 | 2018-11-30 | Global | Global Enablement Initiative | USD 12 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Multi-year Global Enablement (GE) initiative. 2018 charges include $7.5M third-party expenses, $1.0M employee severance, and $3.0M non-cash asset impairment. | ||
| 2018-11-30 | restructuring | completed | 2018-01-01 | 2018-11-30 | China | Manufacturing | USD 1 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Relocation of one Chinese manufacturing facility. | ||
| 2018-11-30 | restructuring | completed | 2018-01-01 | 2018-11-30 | Asia/Pacific | Manufacturing | USD 2 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Transfer of certain manufacturing operations to a newly constructed facility in Thailand. | ||
| 2018-11-30 | acquisition_addition | completed | 2017-08-17 | 2017-08-17 | Global | Consumer and Flavor Solutions | business_combinations_footnote f5-10k / Qwen3.6-27B-Q8_0 | Acquisition of Reckitt Benckiser's Food Division (RB Foods). Headcount not explicitly disclosed in filing. | |||
| 2018-08-31 | restructuring | in_progress | 2017-12-01 | Global | Global Enablement initiative - global processes, capabilities and operating model | USD 10 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Nine months ended August 31, 2018 GE-related special charges of $9.8 million: $6.1 million third party expenses, $3.0 million non-cash software asset impairment (ERP platform move), $0.7 million employee severance. Three-year program with expected total cost of $55-65 million and targeted annual savings of $30-40 million. | |||
| 2018-08-31 | restructuring | in_progress | China | Relocation of one of the Company's Chinese manufacturing facilities | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Nine months ended August 31, 2018 special charges for employee severance benefits and other costs associated with relocating a Chinese manufacturing facility. | ||||
| 2018-08-31 | plant_closure | in_progress | Asia Pacific | Transfer of certain manufacturing operations to a new facility under construction in Thailand | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Nine months ended August 31, 2018 special charges for employee severance benefits and other costs related to the transfer of Asia Pacific manufacturing operations to a new Thailand facility. | ||||
| 2018-08-31 | other | completed | United States | Eligible U.S. hourly employees | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | One-time payment to eligible U.S. hourly employees to distribute a portion of the non-recurring net income tax benefit recognized upon enactment of the U.S. Tax Act. | ||||
| 2018-08-31 | restructuring | in_progress | 2017-01-03 | Global | Corporate / Enterprise-wide | USD 13 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Three-year Global Enablement program; total expected cost $55M–$65M with ~two-thirds for severance. Charge shown is full-year 2018 expected amount, including $3.0M non-cash software impairment. No employee count disclosed. | |||
| 2018-08-31 | plant_closure | in_progress | China | Consumer / Manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Relocation of one Chinese manufacturing facility; charge is YTD nine-month 2018 amount covering severance and other costs. No employee count disclosed. | ||||
| 2018-08-31 | plant_closure | in_progress | Asia Pacific | Manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Transfer of certain Asia Pacific manufacturing operations to a new facility under construction in Thailand; charge is YTD nine-month 2018 amount. No employee count disclosed. | ||||
| 2018-08-31 | other | completed | United States | Hourly employees | USD 2 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | One-time payment to eligible U.S. hourly employees distributing a portion of the non-recurring U.S. Tax Act benefit; recorded within special charges. No employee count disclosed. | ||||
| 2018-08-31 | restructuring | in_progress | 2017-12-01 | Global | Global Enablement (GE) Initiative | USD 3 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Q3 2018 charges of $3.1M related to GE initiative ($2.6M third-party expenses, $0.5M employee severance). Total expected cost $55M-$65M over three years. | |||
| 2018-08-31 | restructuring | in_progress | China | Manufacturing | USD 0 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Q3 2018 charges of $0.1M for employee severance and other costs associated with relocation of Chinese manufacturing facilities. | ||||
| 2018-08-31 | restructuring | in_progress | Asia Pacific | Manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | YTD 2018 charges of $0.7M for employee severance and other costs related to transfer of manufacturing operations to new facility in Thailand. | ||||
| 2018-08-31 | restructuring | in_progress | China | Manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | YTD 2018 charges of $0.9M for employee severance and other costs associated with relocation of one Chinese manufacturing facility. | ||||
| 2018-08-31 | other | completed | United States | Hourly Employees | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | One-time payment of $2.2M to eligible U.S. hourly employees to distribute portion of non-recurring net income tax benefit from U.S. Tax Act. | ||||
| 2018-05-31 | restructuring | in_progress | 2017-12-01 | 2020-11-30 | Global | Global processes, capabilities and operating model | USD 7 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Three-year Global Enablement (GE) initiative approved by Management Committee in 2017; total program cost expected to range from $55 million to $65 million, of which two-thirds is employee severance and related benefits and one-third implementation/transition costs. Expected to generate annual savings of $30 million to $40 million once fully implemented. Six months ended May 31, 2018 charges of $6.7 million include $3.7 million of third-party expenses and a $3.0 million non-cash software asset impairment related to a move to a new global ERP platform; Q2 charges of $5.5 million include $2.5 million third-party expenses and the $3.0 million impairment. Expected 2018 GE charges of approximately $13.0 million. | ||
| 2018-05-31 | other | completed | 2018-05-31 | United States | U.S. hourly employees | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | One-time payment to eligible U.S. hourly employees to distribute a portion of the non-recurring net income tax benefit recognized in connection with enactment of the U.S. Tax Act; recorded in special charges in Q2 2018. | |||
| 2018-05-31 | plant_closure | in_progress | China | Manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Employee severance benefits and other costs directly associated with the relocation of one of the company's Chinese manufacturing facilities; $0.6 million recognized in Q2 2018, $0.8 million in the six months ended May 31, 2018. No employee count disclosed. | ||||
| 2018-05-31 | restructuring | in_progress | Asia Pacific / Thailand | Manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Employee severance benefits and other costs related to the transfer of certain manufacturing operations in the Asia Pacific region to a new facility under construction in Thailand; recognized in the six months ended May 31, 2018. No employee count disclosed. | ||||
| 2018-05-31 | restructuring | in_progress | 2017-01-01 | Global | Enterprise (Global Enablement initiative) | USD 8 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Three-year Global Enablement program; Q2 charge includes $5.5M (third-party $2.5M, non-cash software impairment $3.0M). Total program cost estimated $55–65M with expected annual savings of $30–40M; no employee counts disclosed. | |||
| 2018-05-31 | plant_closure | in_progress | China | Consumer / manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Q2 2018 charge of $0.6M for severance and other costs tied to relocation of a Chinese manufacturing facility; $0.8M recorded YTD. Employee counts not disclosed. | ||||
| 2018-05-31 | plant_closure | in_progress | Asia Pacific (Thailand) | Manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | YTD 2018 charge of $0.7M for severance and other costs related to transferring Asia Pacific manufacturing operations to a new facility under construction in Thailand; employee counts not disclosed. | ||||
| 2018-05-31 | other | completed | United States | U.S. hourly workforce | USD 2 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | One-time payment of $2.2M to eligible U.S. hourly employees sharing a portion of the non-recurring U.S. Tax Act benefit; number of recipients not disclosed. | ||||
| 2018-05-31 | acquisition_addition | completed | 2017-08-17 | United States | Consumer and Flavor Solutions segments | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | RB Foods acquisition (closed 2017-08-17, ~$4.21B) added brands French's, Frank's RedHot, Cattlemen's; annual sales ~$570M. Headcount added not disclosed; purchase price allocation revised during the quarter (goodwill +$104.6M from intangible fair value revision). | ||||
| 2018-05-31 | restructuring | in_progress | Global | Global Enablement (GE) Initiative | USD 6 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Includes $2.5M third-party expenses and $3.0M non-cash asset impairment for software incompatible with new ERP platform. Employee count not disclosed. | ||||
| 2018-05-31 | restructuring | in_progress | China | Manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Employee severance and related costs associated with relocation of Chinese manufacturing facilities. Employee count not disclosed. | ||||
| 2018-05-31 | restructuring | in_progress | Asia Pacific | Manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Employee severance and related costs for transfer of manufacturing operations to new facility in Thailand. Employee count not disclosed. | ||||
| 2018-02-28 | restructuring | in_progress | 2017-12-01 | Global | Global processes, capabilities and operating model | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Global Enablement (GE) initiative approved by Management Committee in 2017; three-year program with total expected cost of $55-65 million (two-thirds employee severance, one-third implementation costs) and expected annual savings of $30-40 million once fully implemented. Q1 2018 charge of $1.3 million related to third-party expenses. | |||
| 2018-02-28 | restructuring | in_progress | Asia Pacific | Manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Employee severance benefits and other costs related to the transfer of certain manufacturing operations in the Asia Pacific region to a new facility under construction in Thailand. | ||||
| 2018-02-28 | plant_closure | in_progress | China | Manufacturing | USD 0 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Employee severance benefits and other costs directly associated with the relocation of one of the company's Chinese manufacturing facilities. | ||||
| 2018-02-28 | restructuring | announced | 2018-11-30 | Global | Multiple | USD 19 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Expected additional special charges during remainder of fiscal 2018: $15.0 million of third-party expenses and employee severance benefits associated with the GE initiative evaluation, plus costs for the China facility relocation, ongoing EMEA reorganization plans, and the Asia Pacific transfer to Thailand. | |||
| 2018-02-28 | restructuring | in_progress | Global | Enterprise / Global Enablement initiative | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Q1 2018 charge was third-party expenses for the GE initiative; program approved in 2017 with total expected cost of $55M-$65M over three years and expected annual savings of $30M-$40M. No employee count disclosed. | ||||
| 2018-02-28 | restructuring | in_progress | Asia Pacific (Thailand) | Manufacturing operations transfer to new Thailand facility | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Q1 2018 charge for employee severance and other costs tied to transferring Asia Pacific manufacturing to a new facility under construction; no headcount disclosed. | ||||
| 2018-02-28 | plant_closure | in_progress | China | Manufacturing facility relocation | USD 0 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Q1 2018 charge for employee severance and other costs directly associated with relocating one Chinese manufacturing facility; no headcount disclosed. | ||||
| 2018-02-28 | restructuring | announced | 2018-11-30 | Global | Enterprise / Global Enablement initiative and other reorganizations | USD 19 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Expected additional special charges for remainder of fiscal 2018, including $15.0M for GE initiative third-party and severance costs plus China relocation, EMEA reorganization, and Thailand transfer costs; no employee counts disclosed. | |||
| 2018-02-28 | acquisition_addition | completed | 2017-08-17 | 2017-08-17 | United States | Consumer and Flavor Solutions segments | USD 9 (millions) | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | RB Foods acquisition closed August 17, 2017; Q1 2018 reflects $8.7M of transaction and integration expenses and $127.6M of incremental sales. No headcount added disclosed. | ||
| 2018-02-28 | restructuring | in_progress | 2017-12-01 | Global | Global Enablement (GE) initiative | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Third party expenses incurred associated with evaluation of changes relating to GE initiative. Total expected cost $55-65 million over three years. | |||
| 2018-02-28 | restructuring | in_progress | Asia Pacific | Manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Employee severance benefits and other costs related to transfer of certain manufacturing operations to new facility under construction in Thailand. | ||||
| 2018-02-28 | restructuring | in_progress | China | Manufacturing | USD 0 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Employee severance benefits and other costs directly associated with relocation of one of our Chinese manufacturing facilities. | ||||
| 2018-02-28 | restructuring | completed | Canada | Pension Plans | other f5-10q / Qwen3.6-27B-Q8_0 | Freezing of benefits under pension plans in Canada approved Dec 1, 2017; effective Nov 30, 2019. Resulted in $17.5 million reduction in benefit obligations. | |||||
| 2017-11-30 | acquisition_addition | completed | 2017-08-17 | United States | Consumer and Industrial segments | USD 4,210 (millions) | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Purchase price approximately $4.21 billion net of acquired cash (not a severance charge). Headcount added not disclosed; acquired business had annual sales of approximately $570 million. Added $190.1 million to 2017 sales. | |||
| 2017-11-30 | acquisition_addition | completed | 2016-12-15 | Italy | Industrial segment | USD 124 (millions) | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Purchase of Enrico Giotti SpA, net of cash acquired; headcount added not disclosed. Completed in fiscal 2017 (December 15, 2016). | |||
| 2017-11-30 | restructuring | in_progress | 2017 | Global | Corporate and global processes (Global Enablement initiative) | USD 13 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2017 special charges were third-party costs for evaluating the Global Enablement initiative. Three-year program approved by Management Committee in 2017 with estimated total cost of $55-65 million and expected annual savings of $30-40 million once implemented; employees affected not disclosed. | |||
| 2017-11-30 | restructuring | in_progress | China | Manufacturing | USD 3 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2017 severance benefits and other costs for relocation of one Chinese manufacturing facility; employees affected not disclosed. | ||||
| 2017-11-30 | plant_closure | completed | Portugal | EMEA manufacturing | USD 3 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Closure of EMEA manufacturing plant occurred in mid-2017; FY2017 severance and exit costs. Residual accrual expected to be paid in early 2018; employees affected not disclosed. | ||||
| 2017-11-30 | restructuring | in_progress | 2016 | Singapore and Thailand | Asia/Pacific manufacturing | USD 2 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Transfer of Asia/Pacific manufacturing to a new Thailand facility (under construction, completion expected 2018), after which two leased facilities in Singapore and Thailand will be exited. Program began in 2016; only FY2017 charges shown. Additional special charges of approximately $1.3 million expected in 2018; employees affected not disclosed. | |||
| 2017-11-30 | restructuring | in_progress | 2015 | EMEA | Consumer and Industrial segments (EMEA reorganization) | USD 1 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Multi-year EMEA reorganization and streamlining program begun in 2015; only the FY2017 charge of $0.9 million is captured here (prior-year charges of $24.4 million in 2015 and $5.7 million in 2016 excluded). Employees affected not disclosed. | |||
| 2017-11-30 | restructuring | completed | 2017-01-01 | 2017-11-30 | Global | Global Enablement Initiative | USD 13 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Third party expenses incurred as part of evaluation of changes relating to global enablement initiative. | ||
| 2017-11-30 | restructuring | completed | 2017-01-01 | 2017-11-30 | China | Manufacturing | USD 3 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Employee severance benefits and other costs associated with relocation of one Chinese manufacturing facility. | ||
| 2017-11-30 | plant_closure | completed | 2017-01-01 | 2017-06-30 | Portugal | Manufacturing | USD 3 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Severance and other exit costs associated with closure of manufacturing plant in Portugal in mid-2017. | ||
| 2017-11-30 | restructuring | in_progress | 2016-01-01 | 2018-11-30 | Thailand | Manufacturing | USD 2 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Employee severance benefits and other costs associated with transfer of certain manufacturing operations to a new facility under construction in Thailand. | ||
| 2017-11-30 | restructuring | in_progress | Global | Enterprise (global enablement initiative) | USD 13 (millions) | MD&A f5-10k / MiMo-V2.6-Flash-fp8-HTML | Third-party expenses incurred evaluating changes under the global enablement initiative; charge is advisory/consulting cost, not severance. Employees affected not disclosed. Detailed note 3 referenced but not included in this amendment. | ||||
| 2017-11-30 | plant_closure | in_progress | Portugal | Manufacturing | USD 3 (millions) | MD&A f5-10k / MiMo-V2.6-Flash-fp8-HTML | Severance and exit costs associated with closure of a manufacturing plant; employees affected not disclosed. | ||||
| 2017-11-30 | restructuring | in_progress | China | Manufacturing | USD 3 (millions) | MD&A f5-10k / MiMo-V2.6-Flash-fp8-HTML | Employee severance benefits and other costs tied to relocation of a Chinese manufacturing facility; employees affected not disclosed. | ||||
| 2017-11-30 | restructuring | in_progress | Thailand | Manufacturing | USD 2 (millions) | MD&A f5-10k / MiMo-V2.6-Flash-fp8-HTML | Severance and other costs for transferring manufacturing operations to a new facility under construction; employees affected not disclosed. | ||||
| 2017-11-30 | acquisition_addition | completed | United States | Consumer and Industrial segments | MD&A f5-10k / MiMo-V2.6-Flash-fp8-HTML | Acquisition of Reckitt Benckiser's Food Division (French's, Frank's RedHot, Cattlemen's) completed 2017-08-17 for approximately $4.2 billion net of acquired cash; headcount added not disclosed. Operations included in both segments from acquisition date. | |||||
| 2017-11-30 | acquisition_addition | completed | Italy | Industrial segment | MD&A f5-10k / MiMo-V2.6-Flash-fp8-HTML | Acquisition of Enrico Giotti SpA completed 2016-12-15 (within fiscal 2017) for $123.8 million net of cash; headcount added not disclosed. | |||||
| 2017-08-31 | restructuring | in_progress | 2017-08-31 | 2020-08-31 | Global | Global processes, capabilities and operating model | USD 55 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Three-year McCormick Global Enablement initiative; total expected cost range $55-$65 million, roughly two-thirds employee severance and one-third implementation/transition costs; expected annual savings of $30-$40 million once fully implemented. No employee count disclosed. | ||
| 2017-08-31 | plant_closure | completed | 2017-08-31 | Portugal | EMEA region | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Nine-month severance and other exit costs for EMEA closure of manufacturing plant in Portugal in mid-2017; no employee count disclosed. | |||
| 2017-08-31 | restructuring | in_progress | China | Manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Nine-month employee severance benefits and other costs for relocation of one Chinese manufacturing facility; no employee count disclosed. | ||||
| 2017-08-31 | restructuring | in_progress | Thailand | Asia Pacific region — manufacturing | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Nine-month severance and other costs for transfer of certain manufacturing operations to a new facility under construction in Thailand; no employee count disclosed. | ||||
| 2017-08-31 | acquisition_addition | completed | 2017-08-17 | United States | Consumer and Industrial segments | USD 4,210 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Acquisition of Reckitt Benckiser's Food Division (RB Foods) for approximately $4.21 billion; assumed a defined benefit pension plan covering eligible union employees with preliminary funded status of $(19.9) million. No headcount figures disclosed. | |||
| 2017-08-31 | acquisition_addition | completed | 2017-08-17 | United States | Consumer and Industrial segments | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Acquisition of Reckitt Benckiser's Food Division for approximately $4.21 billion closed 2017-08-17; annual sales of acquired business approximately $570 million. No headcount added is disclosed. | ||||
| 2017-08-31 | restructuring | in_progress | Global | Enterprise-wide (McCormick Global Enablement / MGE) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Management Committee approved a three-year MGE initiative during the quarter ended 2017-08-31; expected cost range $55M to $65M, of which about two-thirds is employee severance and related benefits. No employee count disclosed. $7.3M recorded in the nine months ended 2017-08-31 and $7.1M expected in Q4 2017. | |||||
| 2017-08-31 | plant_closure | completed | Portugal | EMEA manufacturing | USD 2 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Closure of EMEA manufacturing plant in Portugal completed mid-2017; $2.3M of severance and exit costs recorded in the nine months ended 2017-08-31 ($0.4M in the quarter). No employee count disclosed. | ||||
| 2017-08-31 | restructuring | in_progress | China | Manufacturing (Asia/Pacific) | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Relocation of one Chinese manufacturing facility; $1.4M of severance and related costs recorded in the nine months ended 2017-08-31 ($1.2M in the quarter). Additional $0.4M expected in Q4 2017. No employee count disclosed. | ||||
| 2017-08-31 | restructuring | in_progress | Thailand | Manufacturing (Asia/Pacific) | USD 2 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Transfer of certain Asia/Pacific manufacturing operations to a new facility under construction in Thailand; $1.5M of severance and related costs recorded in the nine months ended 2017-08-31 ($1.1M in the quarter). No employee count disclosed. | ||||
| 2017-08-31 | plant_closure | announced | Singapore and Thailand | Manufacturing | USD 0 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Planned exit of two leased manufacturing facilities in Singapore and Thailand; $0.2M of other costs expected in Q4 2017. No employee count disclosed. | ||||
| 2017-08-31 | restructuring | in_progress | EMEA | Organization efficiency and process streamlining (continuing program initiated 2015) | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Continuing EMEA reorganization including transfer of activities to the shared services center in Poland; $0.6M of other exit costs recorded in the nine months ended 2017-08-31, plus $1.4M of ongoing EMEA reorganization costs expected in Q4 2017. Severance accrual balance of $8.9M at 2017-08-31. No employee count disclosed. | ||||
| 2017-08-31 | restructuring | in_progress | 2017-08-31 | 2020-11-30 | Global | Global Enablement | USD 55 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | McCormick Global Enablement (MGE) initiative approved in Q3 2017. Expected total cost $55-65 million over three years. Two-thirds attributable to employee severance and related benefit payments. | ||
| 2017-08-31 | plant_closure | completed | 2017-06-30 | Portugal | EMEA Manufacturing | USD 0 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Closure of manufacturing plant in Portugal in mid-2017. $0.4 million in severance and other exit costs recorded in Q3 2017. | |||
| 2017-08-31 | restructuring | in_progress | China | Manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Relocation of one Chinese manufacturing facility. $1.2 million in employee severance benefits and other costs recorded in Q3 2017. | ||||
| 2017-08-31 | restructuring | in_progress | Asia Pacific | Manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Transfer of certain manufacturing operations to a new facility under construction in Thailand. $1.1 million in employee severance benefits and other costs recorded in Q3 2017. | ||||
| 2017-08-31 | acquisition_addition | completed | 2017-08-17 | 2017-08-17 | Global | Consumer and Industrial | business_combinations_footnote f5-10q / Qwen3.6-27B-Q8_0 | Acquisition of RB Foods completed August 17, 2017. Headcount not explicitly disclosed, but results included in Consumer and Industrial segments from acquisition date. | |||
| 2017-05-31 | plant_closure | in_progress | 2015-01-01 | 2017-06-30 | Portugal | EMEA region | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | EMEA region closure of its manufacturing plant in Portugal in mid-2017; $1.9 million of severance and other exit costs recorded in the six months ended May 31, 2017. Part of EMEA reorganization plans initiated in 2015. | ||
| 2017-05-31 | restructuring | in_progress | 2015-01-01 | EMEA | Consumer segment | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Other exit costs associated with actions to enhance organization efficiency and streamline processes in the EMEA region; accrual balance of $9.1 million as of May 31, 2017 under EMEA reorganization plans initiated in 2015. | |||
| 2017-05-31 | restructuring | in_progress | 2017-01-01 | 2017-11-30 | China | Manufacturing | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Expected additional special charges in the balance of 2017 for employee severance benefits and other costs directly associated with the relocation of one of the company's Chinese manufacturing facilities. | ||
| 2017-05-31 | restructuring | announced | 2017-06-27 | 2020-06-27 | Global | Global processes, capabilities and operating model | USD 60 (millions) | subsequent_events f5-10q / GLM-5.3-flash-fp4-HTML | McCormick Global Enablement (MGE) three-year initiative approved June 27, 2017; expected cost of $55-65 million recognized as special charges, roughly two-thirds employee severance and one-third implementation/transition costs. Expected annual savings of $30-40 million once fully implemented. Approximately $2 million of charges anticipated in Q3 2017 and $7 million in the second half of 2017. | ||
| 2017-05-31 | restructuring | announced | 2017-06-27 | Global | Global processes, capabilities and operating model | USD 60 (millions) | subsequent_events f5-10q / MiMo-V2.6-Flash-fp8-HTML | Three-year MGE initiative approved 2017-06-27; expected total special charges of approximately $55M to $65M (midpoint shown); two-thirds severance, one-third implementation/transition costs; ~$7M expected in second half of 2017; expected annual savings of $30M to $40M once fully implemented. No employee count disclosed. | |||
| 2017-05-31 | plant_closure | in_progress | 2017-06-30 | Portugal | EMEA manufacturing | USD 2 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | EMEA region's closure of its manufacturing plant in Portugal expected in mid-2017; $1.9M severance and other exit costs recorded in six months ended 2017-05-31. Part of EMEA reorganization initiated in 2015; no employee count disclosed. | |||
| 2017-05-31 | restructuring | announced | 2017-11-30 | China | Manufacturing | USD 2 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Relocation of one Chinese manufacturing facility; $2.0M of employee severance benefits and other costs expected during balance of fiscal 2017. No employee count disclosed. | |||
| 2017-05-31 | restructuring | in_progress | 2017-11-30 | Singapore; Thailand; South Africa | Manufacturing / EMEA reorganization | USD 3 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Approximately $3.1M of other streamlining actions approved by Management Committee for balance of 2017, including planned exit of two leased manufacturing facilities in Singapore and Thailand, write-off of currency translation adjustment from exited South Africa joint venture, and EMEA reorganization amounts. No employee count disclosed. | |||
| 2017-05-31 | restructuring | in_progress | 2017-06-27 | Global | Global processes, capabilities and operating model | USD 60 (millions) | subsequent_events f5-10q / Qwen3.6-27B-Q8_0 | McCormick Global Enablement (MGE) initiative approved June 27, 2017. Expected cost range $55M-$65M over three years. Two-thirds attributable to employee severance and related benefit payments; one-third to implementation costs. Estimated $2M-$7M special charges in Q3/H2 2017. | |||
| 2017-05-31 | plant_closure | in_progress | 2017-06-30 | Portugal | EMEA region | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Closure of manufacturing plant in Portugal in mid-2017. $1.9M recorded for severance and other exit costs during six months ended May 31, 2017. | |||
| 2017-05-31 | restructuring | in_progress | EMEA region | Organization efficiency and streamlining | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Other exit costs associated with actions to enhance organization efficiency and streamline processes in EMEA. $0.5M recorded during three months ended May 31, 2017. | ||||
| 2017-05-31 | restructuring | in_progress | Global | Global processes, capabilities and operating model | USD 5 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Third party expenses incurred associated with evaluation of changes to global processes, capabilities and operating model. $4.5M recorded during three months ended May 31, 2017. | ||||
| 2017-02-28 | plant_closure | in_progress | 2017-06-30 | Portugal | EMEA region | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Severance and other exit costs for EMEA closure of Portugal manufacturing plant in mid-2017; no employee count disclosed. | |||
| 2017-02-28 | restructuring | in_progress | Company-wide | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Third-party expenses for evaluation of organizational streamlining activities; additional $3.3 million expected in remainder of 2017. | |||||
| 2017-02-28 | restructuring | in_progress | Singapore and Thailand | Manufacturing | USD 0 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Exit costs for planned exit from leased manufacturing facilities in Singapore and Thailand upon completion of new Thailand facility initiated in 2016. | ||||
| 2017-02-28 | restructuring | in_progress | Kohinoor business | USD 0 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Other exit costs related to 2015 discontinuance of Kohinoor's non-profitable bulk-packaged and broken basmati rice product lines. | |||||
| 2017-02-28 | plant_closure | in_progress | 2017-06-30 | Portugal (EMEA) | Manufacturing | USD 2 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Q1 2017 charge of $1.9M for severance and exit costs tied to EMEA plant closure in mid-2017; an additional $1.1M expected in balance of 2017. No employee count disclosed. | |||
| 2017-02-28 | restructuring | in_progress | Global | Organization-wide | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Q1 2017 charge of $1.0M in third-party expenses for evaluating organizational streamlining; a further $3.3M of such expenses expected in balance of 2017. No employee count disclosed. | ||||
| 2017-02-28 | plant_closure | in_progress | Singapore and Thailand | Manufacturing | USD 0 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Exit from leased manufacturing facilities in Singapore and Thailand upon completion of a new Thailand facility, initiated in 2016; $0.2M of exit costs recorded in Q1 2017. No employee count disclosed. | ||||
| 2017-02-28 | restructuring | in_progress | India | Consumer (Kohinoor) | USD 0 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Exit costs related to the 2015 discontinuance of Kohinoor's non-profitable bulk-packaged and broken basmati rice product lines; $0.3M recorded in Q1 2017. No employee count disclosed. | ||||
| 2017-02-28 | acquisition_addition | completed | 2016-12-15 | 2016-12-15 | Italy | Industrial segment | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Purchase of 100% of Enrico Giotti SpA for $124.0M net of cash acquired; no headcount of acquired employees disclosed. $2.1M of transaction-related expenses recorded in Q1 2017. | |||
| 2017-02-28 | plant_closure | in_progress | 2017-02-28 | 2017-06-30 | Portugal | Consumer | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Closure of manufacturing plant in Portugal in mid-2017. Charge includes severance and other exit costs. Employee count not disclosed. | ||
| 2017-02-28 | restructuring | in_progress | 2017-02-28 | Global | Corporate | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Third party expenses associated with evaluation of organizational streamlining activities. Employee count not disclosed. | |||
| 2017-02-28 | restructuring | in_progress | 2017-02-28 | Global | Consumer | USD 0 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Exit costs related to discontinuance of Kohinoor's non-profitable bulk-packaged and broken basmati rice product lines. Employee count not disclosed. | |||
| 2017-02-28 | plant_closure | in_progress | 2017-02-28 | Singapore and Thailand | Industrial | USD 0 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Exit costs related to planned exit from current leased manufacturing facilities in Singapore and Thailand. Employee count not disclosed. | |||
| 2016-11-30 | restructuring | in_progress | 2015 | 2017 | EMEA | Consumer and Industrial | USD 6 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2016 portion of a multi-year EMEA reorganization begun in 2015; principally severance and other related costs. Approximately $1.6M of additional charges expected in 2017; annual cost savings were $7.5M in 2016, projected at about $13M by end of 2017. Accrual balance was $11.0M at year-end. | ||
| 2016-11-30 | restructuring | completed | 2015 | 2016-11-30 | North America | Consumer and Industrial | USD 2 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2016 activity of the multi-year North American effectiveness initiative (which included a 2015 voluntary retirement plan); initiative effectively completed as of November 30, 2016. Full-year annual cost savings of approximately $27M in 2016; remaining accrual $1.1M. | ||
| 2016-11-30 | restructuring | in_progress | 2015 | India | Consumer (Kohinoor) | USD 2 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2016 portion of the Kohinoor program begun in 2015 to exit non-profitable bulk-packaged and broken basmati rice lines; covers contractual exit costs and severance, recorded and paid in 2016. Prior-year charges of $14.2M (including a $9.6M brand impairment) are not included here. | |||
| 2016-11-30 | plant_closure | in_progress | 2016 | 2018 | Singapore and Thailand | Manufacturing (Asia/Pacific) | USD 2 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Plan approved in 2016 to build a new Thailand manufacturing facility (anticipated completion 2018) and exit two leased facilities in Singapore and Thailand. FY2016 charge principally severance at the Singapore site; approximately $2.2M of additional charges expected over the following two years. | ||
| 2016-11-30 | other | in_progress | 2016 | 2017 | South Africa | Consolidated joint venture | USD 3 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Negotiated exit from a consolidated joint venture, including a $2.6M non-cash goodwill write-off upon regulatory approval in Q4 2016; the now wholly owned venture is to be liquidated in 2017, with a further $0.7M translation adjustment expected to be recorded as a special charge. | ||
| 2016-11-30 | acquisition_addition | completed | 2016-04-19 | 2016-04-19 | Australia | Consumer | USD 116 (millions) | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Purchase of Botanical Food Company (Gourmet Garden brand); purchase price net of cash acquired. Acquired headcount not disclosed; acquired annual sales were approximately A$70M. | ||
| 2016-11-30 | acquisition_addition | completed | 2016-09-01 | 2016-09-01 | United States | Consumer | USD 4 (millions) | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Acquisition of the Cajun Injector business; acquired headcount not disclosed. Annual sales of approximately $5M at acquisition. | ||
| 2016-11-30 | acquisition_addition | announced | 2016-12-15 | 2016-12-15 | Italy | Industrial | USD 126 (millions) | subsequent_events f5-10k / MiMo-V2.6-Flash-fp8-HTML | Post-fiscal-year-end purchase of Enrico Giotti SpA, funded with cash and short-term borrowings; acquired headcount not disclosed. Annual sales of approximately €53M at acquisition. | ||
| 2016-11-30 | restructuring | completed | 2015-01-01 | 2016-11-30 | North America | Corporate / General | USD 2 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Employee severance actions related to North American effectiveness initiative begun in 2015. Initiative effectively completed as of Nov 30, 2016. | ||
| 2016-11-30 | restructuring | in_progress | 2015-01-01 | 2017-11-30 | EMEA | Corporate / General | USD 6 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Additional organization and streamlining actions associated with EMEA region, which began in 2015. Expected additional charges of approx $1.6 million in 2017. | ||
| 2016-11-30 | restructuring | completed | 2015-01-01 | 2016-11-30 | India | Consumer | USD 2 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Employee severance actions and other exit costs related to discontinuance of non-profitable product lines of Kohinoor business in India, initiated in 2015. | ||
| 2016-11-30 | plant_closure | in_progress | 2016-01-01 | 2018-11-30 | Singapore and Thailand | Industrial / Consumer | USD 2 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Planned exit of two leased manufacturing facilities. Charges principally relate to severance at Singapore facility. New facility in Thailand anticipated completion in 2018. | ||
| 2016-11-30 | divestiture_reduction | completed | 2016-10-01 | 2016-11-30 | South Africa | Industrial | USD 3 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Exit from consolidated joint venture in South Africa. Charge includes $2.6 million goodwill write-off. | ||
| 2016-08-31 | plant_closure | in_progress | 2016-06-01 | 2018-11-30 | Singapore and Thailand | Asia/Pacific; industrial manufacturing | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Plan approved in Q3 2016 to build a new Thailand facility (completion expected 2018), then exit two leased plants in Singapore and Thailand; charges principally severance for Singapore employees. Additional ~$2.2 million of exit costs expected over next two years. | ||
| 2016-08-31 | restructuring | in_progress | 2015-06-01 | 2017-11-30 | Europe, Middle East and Africa | EMEA region | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Additional organization and streamlining actions in EMEA; $1.7M in Q3 2016 and $4.8M for nine months. Additional ~$1.0M expected in 2016; projected savings ~$4M in 2016 and ~$22M by end of 2017. | ||
| 2016-08-31 | restructuring | in_progress | 2015-06-01 | India | Consumer segment; Kohinoor business | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Discontinuance of non-profitable bulk-packaged and broken basmati rice product lines; $0.8M in Q3 2016 and $1.5M for nine months. Future costs estimated at $0.5M to $2.0M. | |||
| 2016-08-31 | voluntary_separation | completed | 2015-01-01 | 2015-11-30 | United States | North America | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | North American effectiveness initiative; voluntary retirement plan offered January 2015 with $24.5M accrued in Q1 2015 plus $3.2M later in 2015. $1.7M of severance recorded in nine months ended 2016-08-31; expected annual savings ~$27M beginning 2016. | ||
| 2016-08-31 | divestiture_reduction | announced | 2016-06-01 | 2016-10-31 | South Africa | Industrial segment; consolidated joint venture | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Agreement reached with joint venture partner to exit the South Africa JV; transfer expected to close October 2016 with regulatory approval obtained September 2016. Any loss not expected to be material; JV sales were $4.5M in Q3 2016. | |||
| 2016-08-31 | plant_closure | in_progress | 2016-06-01 | 2018-12-31 | Singapore and Thailand | Manufacturing (Asia/Pacific industrial operations) | USD 2 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Management Committee approved plan in Q3 2016 to build a new Thailand plant (completion 2018) and exit two leased facilities; charge is severance for Singapore employees. No headcount disclosed; approx. $2.2M of further exit costs expected over two years. | ||
| 2016-08-31 | restructuring | in_progress | 2015-12-01 | 2017-12-31 | Europe, Middle East and Africa (EMEA) | Organization streamlining and shared services (Lodz, Poland) | USD 5 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | YTD charge of $4.8M ($1.7M in Q3) for EMEA organization and streamlining actions initiated in 2015; approx. $1.0M further charges expected in 2016. Projected annual cost savings ~$4M in 2016 rising to ~$22M by end of 2017. No employee counts disclosed. | ||
| 2016-08-31 | restructuring | in_progress | 2015-06-01 | 2017-12-31 | India | Consumer segment (Kohinoor) — discontinuance of non-profitable bulk-packaged and broken basmati rice product lines | USD 2 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | YTD charge of $1.5M ($0.8M in Q3) for severance and exit costs tied to the Kohinoor product-line discontinuance plan. Estimated cost of remaining future actions ranges from $0.5M to $2.0M. No employee counts disclosed. | ||
| 2016-08-31 | restructuring | in_progress | 2015-01-01 | 2016-11-30 | North America | Corporate and North American operations | USD 2 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | YTD 2016 charge of $1.7M for employee severance under the North American effectiveness initiative begun in 2015 (which included a Jan 2015 voluntary retirement plan). Program expected to generate ~$27M in annual cost savings beginning 2016. No employee counts disclosed for the 2016 tranche. | ||
| 2016-08-31 | divestiture_reduction | announced | 2016-06-01 | 2016-10-31 | South Africa | Industrial segment (consolidated joint venture) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Agreement reached in Q3 2016 with JV partner to exit the South Africa joint venture; regulatory approval obtained Sept 2016, closing expected Oct 2016. Any loss will be recorded in special charges and is not expected to be material. JV sales were $4.5M in Q3 2016. No headcount disclosed. | |||
| 2016-08-31 | acquisition_addition | completed | 2016-04-19 | 2016-04-19 | Australia (global) | Consumer segment — Gourmet Garden chilled packaged herbs brand | USD 116 (millions) | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Purchase of 100% of Botanical Food Company Pty Ltd completed 2016-04-19 for $116.2M net of cash acquired (after $1.9M working-capital refund). Annual sales ~A$70M at acquisition. No employee headcount disclosed; $3.6M of transaction-related expense recorded YTD 2016. | ||
| 2016-08-31 | restructuring | in_progress | 2016-07-01 | 2018-12-31 | Singapore and Thailand | Manufacturing | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Exit from leased manufacturing facilities in Singapore and Thailand upon construction of new facility in Thailand. Charge relates to severance and related costs for employees at existing leased facility in Singapore. Additional charges of approx $2.2M expected over next two years. | ||
| 2016-08-31 | restructuring | in_progress | 2015-01-01 | Europe, Middle East and Africa (EMEA) | General | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Additional organization and streamlining actions. Part of actions commenced in 2015. | |||
| 2016-08-31 | restructuring | in_progress | 2015-01-01 | India | Consumer (Kohinoor) | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Discontinuance of non-profitable product lines of Kohinoor business. Part of actions commenced in 2015. | |||
| 2016-08-31 | voluntary_separation | in_progress | 2015-01-01 | North America | General | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Employee severance actions related to North American effectiveness initiative initiated in 2015. | |||
| 2016-08-31 | divestiture_reduction | announced | 2016-07-01 | 2016-10-01 | South Africa | Industrial | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Agreement reached with joint venture partner to exit joint venture. Transfer agreement subject to closing conditions, expected to close in October 2016. Any loss not expected to be material. | |||
| 2016-05-31 | restructuring | in_progress | 2015 | Europe, Middle East and Africa (EMEA) | Consumer segment | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Additional organization and streamlining actions for EMEA consumer business initiated in 2015; further actions approved in Q2 2016. Company expects approximately $3.7 million of additional EMEA special charges later in 2016, with projected annual cost savings of about $4 million in 2016 and $22 million by end of 2017. | |||
| 2016-05-31 | restructuring | in_progress | 2015-01 | North America | North America effectiveness initiative | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Additional organization and streamlining actions under the North America effectiveness initiative initiated in 2015; initiative generated ~$15 million savings in 2015 and is expected to deliver ~$27 million annual savings beginning 2016. | |||
| 2016-05-31 | other | in_progress | 2015 | India | Kohinoor consumer business | USD 0 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Exit costs for discontinuance of Kohinoor's non-profitable bulk-packaged and broken basmati rice product lines; estimated future costs of $0.7 million to $2.7 million expected later in 2016. | |||
| 2016-05-31 | voluntary_separation | completed | 2015-01 | 2015-12-31 | United States | North America effectiveness initiative | USD 25 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Voluntary retirement plan offered in January 2015 to U.S. employees aged 55+ with at least ten years of service; charges accrued in Q1 2015 (plus $1.9 million in Q2 2015), substantially all affected employees left in 2015. | ||
| 2016-05-31 | acquisition_addition | completed | 2016-04-19 | Australia | Consumer segment (Gourmet Garden) | USD 118 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Acquisition of Botanical Food Company (Gourmet Garden brand); purchase price $118.1 million; annual sales approximately AUD 70 million. No headcount disclosed. | |||
| 2016-05-31 | other | announced | 2016-06 | 2016-10-01 | South Africa | Industrial segment (consolidated joint venture) | subsequent_events f5-10q / GLM-5.3-flash-fp4-HTML | Agreement reached in June 2016 to exit the South Africa joint venture, subject to regulatory approval; no material gain or loss expected. No headcount impact disclosed. | |||
| 2016-05-31 | restructuring | in_progress | EMEA (Europe, Middle East and Africa) | Consumer segment | USD 3 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Six months ended May 31, 2016 charge; $2.0M recorded in Q2. Additional ~$3.7M of charges expected in 2016 for further approved actions. No employee counts disclosed. Program initiated in 2015; further actions approved in Q2 2016. | ||||
| 2016-05-31 | restructuring | in_progress | 2015-01-01 | North America | Company-wide | USD 2 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Six months ended May 31, 2016 charge for employee severance and related costs under the North America effectiveness initiative; $1.5M recorded in Q2. Program includes a January 2015 voluntary retirement plan. No employee counts disclosed. Announcement date reflects January 2015 VSP offer. | |||
| 2016-05-31 | restructuring | in_progress | India | Consumer segment (Kohinoor) | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Six months ended May 31, 2016 charge for exit costs related to discontinuing Kohinoor's non-profitable bulk-packaged and broken basmati rice lines; $0.4M recorded in Q2. Future approved actions estimated at $0.7M to $2.7M, expected later in 2016. No employee counts disclosed. | ||||
| 2016-05-31 | acquisition_addition | completed | 2016-04-19 | 2016-04-19 | Australia | Consumer segment | USD 118 (millions) | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Purchase of Botanical Food Company (Gourmet Garden brand), completed April 19, 2016; purchase price $118.1M financed with cash and short-term borrowings. Headcount added not disclosed. | ||
| 2016-05-31 | divestiture_reduction | announced | 2016-06-01 | 2016-10-01 | South Africa | Industrial segment (consolidated joint venture) | subsequent_events f5-10q / MiMo-V2.6-Flash-fp8-HTML | Agreement reached in June 2016 with JV partner to exit the South Africa joint venture; transfer subject to regulatory approval, expected to close on or about October 1, 2016. No material gain or loss expected. JV sales were $3.9M in Q2 2016. Headcount not disclosed; announcement date is month-precision (June 2016). | |||
| 2016-05-31 | restructuring | in_progress | 2015-01-01 | North America | Consumer and Industrial | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Additional organization and streamlining actions associated with North America effectiveness initiative. Employee count not disclosed for this specific quarterly charge. | |||
| 2016-05-31 | restructuring | in_progress | 2015-01-01 | Europe, Middle East and Africa | Consumer | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Additional organization and streamlining actions associated with consumer business in EMEA region. Employee count not disclosed for this specific quarterly charge. | |||
| 2016-05-31 | restructuring | in_progress | 2015-01-01 | India | Consumer | USD 0 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Other exit costs related to discontinuance of Kohinoor's non-profitable bulk-packaged and broken basmati rice product lines. | |||
| 2016-02-29 | restructuring | in_progress | 2015-01-01 | EMEA | Consumer and Industrial | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Other exit costs for EMEA efficiency and streamlining actions initiated in 2015; additional 2016 charges of roughly $2.1-$4.4 million expected, with projected savings of about $3 million in 2016 and $19 million by end of 2017. | |||
| 2016-02-29 | restructuring | in_progress | 2015-01-01 | India | Consumer (Kohinoor) | USD 0 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Exit costs tied to discontinuing Kohinoor's non-profitable bulk-packaged and broken basmati rice lines; future actions expected later in 2016 estimated at $1.1-$3.1 million. | |||
| 2016-02-29 | voluntary_separation | in_progress | 2015-01-01 | North America | North America effectiveness initiative | USD 0 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Employee severance and related costs from a 2015 voluntary retirement plan for U.S. employees aged 55+ with ten or more years of service; initiative expected to yield roughly $27 million of annual savings beginning in 2016. | |||
| 2016-02-29 | restructuring | in_progress | 2017-12-31 | Europe, Middle East and Africa | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | EMEA reorganization initiated in 2015; $1.1M of other exit costs recorded in Q1 2016. Company expects $2.1M-$4.4M of additional charges in 2016; annual savings projected at ~$3M in 2016 and ~$19M by end of 2017. Employee counts not disclosed. | ||||
| 2016-02-29 | restructuring | in_progress | 2016-12-31 | India | Consumer | USD 0 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Kohinoor profitability initiative: discontinuance of non-profitable bulk-packaged and broken basmati rice lines plus exit of certain contractual arrangements; $0.3M recorded in Q1 2016, with $1.1M-$3.1M of future charges expected later in 2016. Employee counts not disclosed. | |||
| 2016-02-29 | restructuring | in_progress | 2015-01 | North America | USD 0 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | North America effectiveness initiative, including a voluntary retirement plan offered January 2015; $0.2M of employee severance recorded in Q1 2016 with accrual balance down to $0.8M. Program generated ~$15M savings in 2015 and is expected to deliver ~$27M annual full-year savings beginning 2016. Employee counts not disclosed. | ||||
| 2016-02-29 | restructuring | in_progress | 2015-01-01 | North America | USD 0 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Employee severance and related costs associated with North America effectiveness initiative initiated in 2015. | ||||
| 2016-02-29 | restructuring | in_progress | 2015-01-01 | Europe, Middle East and Africa | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Other exit costs associated with actions to enhance organization efficiency and streamline processes in EMEA region, initiated in 2015. | ||||
| 2016-02-29 | restructuring | in_progress | 2015-01-01 | India | Consumer | USD 0 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Other exit costs related to discontinuance of Kohinoor's non-profitable bulk-packaged and broken basmati rice product lines, initiated in 2015. | |||
| 2015-11-30 | restructuring | in_progress | North America | Consumer and Industrial | USD 29 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2015 charge for the North American effectiveness initiative; includes a voluntary retirement plan for U.S. employees aged 55+ with 10+ years of service ($23.9M) plus $5.3M of other severance and related costs. Generated ~$15M of savings in 2015; ~$27M full-year run-rate expected from 2016. No employee count disclosed. | ||||
| 2015-11-30 | restructuring | in_progress | EMEA | Consumer and Industrial | USD 24 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2015 EMEA reorganization and streamlining charges, principally severance, including transfer of activities to the shared services center in Poland. Additional FY2016 charges of $3.2M–$5.5M expected; annual savings ~$3M in 2016 rising to ~$19M by end of 2017. No employee count disclosed. | ||||
| 2015-11-30 | restructuring | in_progress | India | Consumer (Kohinoor) | USD 14 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2015 charges to improve Kohinoor profitability: discontinuation of bulk-packaged and broken basmati rice lines. Includes $9.6M non-cash brand impairment (Kohinoor written down 53% to $8.3M), $4.0M inventory write-down in cost of goods sold, and $0.6M other exit costs. Future actions of $1.4M–$3.4M expected in 2016. No employee count disclosed. | ||||
| 2015-11-30 | acquisition_addition | completed | 2015-03-09 | 2015-03-09 | United States | Industrial | USD 62 (millions) | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Purchase price for Brand Aromatics, Inc., a supplier of natural savory flavors and concentrates; acquired annual sales ~$30M. Purchase price is not a workforce charge. No headcount disclosed. | ||
| 2015-11-30 | acquisition_addition | completed | 2015-05-29 | 2015-05-29 | Italy | Consumer | USD 49 (millions) | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Purchase price (net of cash acquired) for Drogheria & Alimentari, an Italian spice and seasoning leader; acquired annual sales ~€50M. Potential earn-out of up to €35M in 2018 (acquisition-date fair value $27.7M). No headcount disclosed. | ||
| 2015-11-30 | acquisition_addition | completed | 2015-08-20 | 2015-08-20 | United States | Consumer | USD 99 (millions) | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Purchase price for One World Foods, Inc. (Stubb's brand, Austin, Texas); acquired annual sales ~$30M. Purchase price is not a workforce charge. No headcount disclosed. | ||
| 2015-11-30 | restructuring | in_progress | 2015 | North America | USD 29 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | North American effectiveness initiative. Includes voluntary retirement plan and additional severance. No specific employee count disclosed. | ||||
| 2015-11-30 | restructuring | in_progress | 2015 | EMEA | USD 24 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | EMEA reorganization and streamlining. No specific employee count disclosed. | ||||
| 2015-11-30 | restructuring | in_progress | 2015 | India | Consumer | USD 14 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Kohinoor business initiatives, including discontinuance of bulk-packaged and broken basmati rice product lines. No specific employee count disclosed. | |||
| 2015-08-31 | restructuring | in_progress | 2015-08-31 | India | Consumer business — Kohinoor | USD 13 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Program to improve Kohinoor profitability by discontinuing non-profitable bulk-packaged and broken basmati rice product lines; includes $9.6M non-cash brand impairment (relief-from-royalty method, ~53% carrying value reduction) and $3.4M inventory write-down in cost of goods sold. Additional future costs of $2M-$4M expected over the next three to nine months. | |||
| 2015-08-31 | voluntary_separation | in_progress | 2015-01-01 | 2015-11-30 | United States | North American effectiveness initiative | USD 25 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Voluntary retirement plan offered January 2015 to U.S. employees aged 55+ with at least ten years of service; plan closed in Q1 2015 with $24.5M severance accrued, payable in cash. Substantially all participants exit in 2015, majority by Q2. Total initiative cost estimated at ~$28M; expected savings ~$10M in 2015 and ~$25M annually from 2016. Nine-month special charges for the initiative totaled $27.7M with $24.3M cash paid and $3.4M accrued at quarter-end. Employee count not disclosed. | ||
| 2015-08-31 | restructuring | in_progress | 2015-02-28 | 2015-11-30 | Europe, Middle East and Africa | EMEA region — SG&A reduction and shared services transfer | USD 24 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | EMEA reorganization initiated in 2015: Q1 charge of $3.9M for SG&A reduction actions, plus Q2-identified projects including transfer of activities to the McCormick Shared Services Center in Lodz, Poland. Total program charges expected ~$25M (~$24M cash, ~$1M non-cash fixed asset impairment); ~$13M cash expected in 2015, balance in 2016. Annual savings projected ~$16M by end of 2017. Accrual of $18.5M at August 31, 2015. Employee count not disclosed. | ||
| 2015-08-31 | restructuring | in_progress | 2013-11-30 | 2015-11-30 | Europe, Middle East and Africa | EMEA region — sales/distribution closure and shared services centralization | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | EMEA reorganization announced late 2013: closure of Netherlands sales and distribution operations with transition to third-party distributor for the Silvo brand, and centralization of shared services into Poland. $27.1M of charges recorded in fiscal 2013-2014; in the nine months ended August 31, 2015 a $1.9M reserve reversal was credited to income and $3.6M cash paid, leaving a $2.9M accrual. Expected annual savings ~$10M in 2015. | |||
| 2015-08-31 | acquisition_addition | completed | 2015-03-09 | 2015-03-09 | United States | Industrial business | USD 63 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Acquisition of Brand Aromatics, supplier of savory flavors, marinades and broth concentrates; purchase price $62.5M. Headcount of acquired workforce not disclosed. | ||
| 2015-08-31 | acquisition_addition | completed | 2015-05-29 | 2015-05-29 | Italy | Consumer business | USD 49 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Acquisition of Drogheria & Alimentari, Italian spice and seasoning company; cash payment $49.0M net of cash acquired, plus potential earn-out up to €35M in 2018 (acquisition-date fair value $27.7M). Headcount of acquired workforce not disclosed. | ||
| 2015-08-31 | acquisition_addition | completed | 2015-08-20 | 2015-08-20 | United States | Consumer business | USD 99 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Acquisition of One World Foods, Inc. (Stubb's barbeque sauces), Austin, Texas; purchase price $99.4M. Headcount of acquired workforce not disclosed. | ||
| 2015-08-31 | voluntary_separation | in_progress | 2015-01 | 2015 | United States | North America | USD 28 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Voluntary retirement plan for U.S. employees aged 55+ with 10+ years of service accrued $24.5M; part of broader initiative totaling ~$28M. Majority exited by Q2 2015; no headcount disclosed. Expected annual savings ~$25M beginning 2016. | ||
| 2015-08-31 | restructuring | in_progress | 2015-01 | 2016 | Europe, Middle East and Africa | EMEA | USD 24 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | YTD charge of $23.7M; total program expected ~$25M (~$24M cash, ~$1M non-cash fixed asset impairment), with ~$13M cash spend in 2015 and balance in 2016. Includes transfer of activities to shared services center in Lodz, Poland. No employee count disclosed. | ||
| 2015-08-31 | restructuring | in_progress | 2015-06 | India | Consumer — Kohinoor | USD 13 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Approved by Management Committee in Q3 2015; includes $9.6M non-cash brand name impairment and $3.4M inventory reserve in COGS. Future approved actions estimated at $2M–$4M to be recognized over the next three to nine months. No employee count disclosed. | |||
| 2015-08-31 | acquisition_addition | completed | 2015-03-09 | 2015-03-09 | United States | Industrial | USD 63 (millions) | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Purchase price $62.5M; annual sales ~$30M at acquisition. Headcount added not disclosed. | ||
| 2015-08-31 | acquisition_addition | completed | 2015-05-29 | 2015-05-29 | Italy | Consumer | USD 49 (millions) | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Cash payment $49.0M net of cash acquired, plus potential earn-out up to €35M in 2018 (acquisition-date fair value $27.7M). Annual sales ~€50M at acquisition. Headcount added not disclosed. | ||
| 2015-08-31 | acquisition_addition | completed | 2015-08-20 | 2015-08-20 | United States | Consumer | USD 99 (millions) | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Purchase price $99.4M; annual sales ~$30M at acquisition. Headcount added not disclosed. | ||
| 2015-08-31 | restructuring | in_progress | 2015-07-01 | India | Consumer (Kohinoor) | USD 13 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Program to improve profitability by discontinuing non-profitable bulk-packaged and broken basmati rice product lines. Includes $9.6M brand impairment and $3.4M inventory write-down. Employee count not disclosed. | |||
| 2015-08-31 | restructuring | in_progress | 2015-01-01 | North America | Corporate / General | USD 28 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | North American effectiveness initiative including voluntary retirement plan for employees aged 55+ with 10+ years service. Employee count not disclosed. | |||
| 2015-08-31 | restructuring | in_progress | 2015-01-01 | EMEA | Corporate / General | USD 24 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | EMEA reorganization initiated earlier in 2015 to enhance efficiency and streamline processes. Includes transfer of activities to Poland shared services center. Employee count not disclosed. | |||
| 2015-05-31 | restructuring | in_progress | 2013-11-30 | Europe, Middle East and Africa (EMEA) | Sales and distribution operations; SG&A | USD 27 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Closure of Netherlands sales and distribution operations with transition to third-party distributor model; centralization of shared services into Poland. Total charges of $27.1 million recorded in fiscal 2013 and 2014; remaining accrual of $3.4 million at May 31, 2015. Expected annual cost savings of approximately $10 million in 2015. No employee count disclosed. | |||
| 2015-05-31 | voluntary_separation | completed | 2015-01-01 | 2015-11-30 | United States | North American effectiveness initiative | USD 25 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Voluntary retirement plan offered in January 2015 to U.S. employees aged 55+ with at least ten years of service; plan closed in Q1 2015 with $24.5 million of severance charges accrued. Substantially all affected employees leave in 2015, majority exited by Q2. Part of initiative expected to generate ~$10 million savings in 2015 and ~$25 million annually beginning 2016. No employee count disclosed. | ||
| 2015-05-31 | restructuring | in_progress | 2015-01-01 | 2016-11-30 | North America | North American effectiveness initiative (other actions) | USD 26 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Six-month special charges of $26.4 million ($25.4 million severance, $1.0 million other) under the North American effectiveness initiative, including the voluntary retirement plan; additional $1.9 million accrued in Q2. Total implementation cost estimated at approximately $27 million, principally cash severance. No employee count disclosed. | ||
| 2015-05-31 | restructuring | in_progress | 2015-01-01 | 2016-11-30 | Europe, Middle East and Africa (EMEA) | Organization efficiency and process streamlining; transfer of activities to Shared Services Center in Lodz, Poland | USD 23 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Six-month special charges of $22.9 million ($21.4 million severance, $1.5 million other, including $1.1 million non-cash fixed asset impairment in Q2); Q2 charges of $19.0 million ($15.7 million consumer segment, $3.3 million industrial segment). Total program cost expected at approximately $25 million, with ~$13 million of cash spend in 2015 and the balance in 2016. Expected annual cost savings of approximately $16 million by end of 2017. No employee count disclosed. | ||
| 2015-05-31 | acquisition_addition | completed | 2015-03-09 | 2015-03-09 | United States | Industrial business segment | USD 63 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Acquisition of 100% of Brand Aromatics, supplier of savory flavors, marinades and broth concentrates; purchase price $62.5 million. Added $4.8 million to Q2 sales. No headcount added disclosed. | ||
| 2015-05-31 | acquisition_addition | completed | 2015-05-29 | 2015-05-29 | Italy | Consumer business segment | USD 49 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Acquisition of 100% of Drogheria & Alimentari, Italian spice and seasoning company; cash payment $49.0 million net of cash acquired, plus potential earn-out up to €35 million (preliminary fair value $26.0 million). No headcount added disclosed. | ||
| 2015-05-31 | acquisition_addition | announced | 2015-06-24 | 2015-09-30 | United States (Austin, Texas) | Consumer business segment | USD 100 (millions) | subsequent_events f5-10q / GLM-5.3-flash-fp4-HTML | Agreement to acquire 100% of One World Foods, Inc., seller of Stubb's barbeque sauces; purchase price approximately $100 million, closing anticipated in Q3 2015 subject to regulatory approval. Not expected to be accretive to EPS in 2015 due to transaction, integration and financing costs. No headcount disclosed. | ||
| 2015-05-31 | voluntary_separation | completed | 2015-01-31 | 2015-11-30 | United States | North America — corporate and support functions | USD 25 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Voluntary retirement plan for US employees aged 55+ with 10+ years of service; closed Q1 2015; substantially all participants to leave during 2015, majority exited by Q2. No headcount disclosed. | ||
| 2015-05-31 | restructuring | in_progress | 2015-01-31 | 2015-11-30 | United States and Canada | North American effectiveness initiative — commercial and support functions | USD 26 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | YTD special charges of $26.4M for North American effectiveness initiative (includes $24.5M voluntary retirement plan above); total estimated program cost ~$27M; expected annual savings ~$25M beginning 2016. No employee count disclosed. | ||
| 2015-05-31 | restructuring | in_progress | 2015-01-31 | 2015-12-31 | Europe, Middle East and Africa (EMEA) | Organization efficiency, shared services (Lodz, Poland), supply chain simplification | USD 23 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | YTD 2015 EMEA reorganization charges of $22.9M ($3.9M Q1, $19.0M Q2 incl. $1.1M fixed asset impairment); total expected ~$25M; annual savings ~$16M by end of 2017. No employee count disclosed. | ||
| 2015-05-31 | acquisition_addition | completed | 2015-03-09 | 2015-03-09 | United States | Industrial segment — natural savory flavors | USD 63 (millions) | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Purchase price $62.5M for Brand Aromatics; annual sales ~$30M at acquisition. No headcount disclosed. | ||
| 2015-05-31 | acquisition_addition | completed | 2015-05-29 | 2015-05-29 | Italy | Consumer segment — spices and seasonings | USD 49 (millions) | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Purchase of Drogheria & Alimentari; cash payment $49.0M net of cash acquired, plus potential earn-out up to €35M in 2018 (preliminary fair value $26.0M). Annual sales ~€50M. No headcount disclosed. | ||
| 2015-05-31 | acquisition_addition | announced | 2015-06-24 | 2015-09-30 | United States | Consumer segment — barbeque sauces (Stubb's) | USD 100 (millions) | subsequent_events f5-10q / MiMo-V2.6-Flash-fp8-HTML | Agreement to acquire One World Foods (Stubb's); purchase price ~$100M; annual sales projected $30M in 2015; closing expected Q3 2015 subject to regulatory approval. No headcount disclosed. | ||
| 2015-05-31 | voluntary_separation | in_progress | 2015-01-01 | 2015-12-31 | United States | North America | USD 25 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Voluntary retirement plan for U.S. employees aged 55+ with 10+ years service. Substantially all affected employees to leave in 2015. | ||
| 2015-05-31 | restructuring | in_progress | 2015-04-01 | 2016-12-31 | North America | North America | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | North American effectiveness initiative. Q2 2015 accrual of $1.9M for severance. Total initiative cost estimated at $27M. | ||
| 2015-05-31 | restructuring | in_progress | 2015-01-01 | 2015-12-31 | EMEA | EMEA | USD 4 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Q1 2015 actions to reduce SG&A throughout EMEA. Expected to generate $3.0M annual savings by 2016. | ||
| 2015-05-31 | restructuring | in_progress | 2015-04-01 | 2017-12-31 | EMEA | EMEA | USD 19 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Q2 2015 EMEA efficiency initiatives. Includes $17.9M severance and $1.1M fixed asset impairment. Total expected charges ~$25M. | ||
| 2015-02-28 | voluntary_separation | in_progress | 2015-01-01 | 2015-11-30 | United States | North American effectiveness initiative; consumer and industrial segments | USD 25 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Voluntary retirement plan offered to U.S. employees aged 55+ with at least ten years of service; enhanced separation benefits, no supplementary pension benefits. Majority of affected employees exit in Q2 2015. Part of initiative expected to generate ~$10M savings in 2015 and ~$25M annual savings from 2016; total implementation cost estimated at ~$26M. | ||
| 2015-02-28 | restructuring | in_progress | 2015-02-28 | 2015-11-30 | Europe, Middle East and Africa | SG&A reduction across EMEA | USD 4 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Q1 2015 charge, principally severance and related costs, to change organization structure and reduce SG&A throughout EMEA; actions expected to be completed in 2015 and generate $3.0M annual cost savings by 2016. | ||
| 2015-02-28 | restructuring | in_progress | 2013-11-30 | 2015-11-30 | Europe, Middle East and Africa | Sales and distribution (Netherlands closure); shared services centralization into Poland | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Late-2013 reorganization: closure of Netherlands sales and distribution operations with transition to third-party distributor for Silvo brand, plus SG&A reduction and centralization of shared services into Poland. $27.1M of charges recorded in FY2013-2014; ~$10M annual savings expected in 2015. Accrual balance of $7.7M at 2015-02-28. | |||
| 2015-02-28 | acquisition_addition | announced | 2015-02-20 | 2015-06-30 | Italy | Consumer business segment | EUR 50 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Agreement to purchase 100% of Drogheria & Alimentari, Italian spice and seasoning leader; annual sales ~€50M. Cash payment €50M plus potential earn-out up to €35M in 2018. Headcount not disclosed. | ||
| 2015-02-28 | acquisition_addition | completed | 2015-03-09 | 2015-03-09 | United States (New Jersey) | Industrial business segment | USD 63 (millions) | subsequent_events f5-10q / GLM-5.3-flash-fp4-HTML | Acquired 100% of Brand Aromatics, supplier of natural savory flavors, marinades, and broth/stock concentrates; 2014 annual sales $28M; purchase price ~$63M. Headcount not disclosed; not expected to be accretive to EPS in 2015. | ||
| 2015-02-28 | voluntary_separation | completed | 2015-01 | 2015-06-30 | United States | Consumer and Industrial (North America) | USD 25 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Offered Jan 2015 to U.S. employees aged 55+ with 10+ years of service; plan closed in Q1 2015. Substantially all affected employees depart in 2015, majority in Q2. Part of North American effectiveness initiative with total estimated cost of ~$26M and ~$25M annual savings from 2016. No employee count disclosed. | ||
| 2015-02-28 | restructuring | in_progress | 2015-01 | 2015-12-31 | Europe, Middle East and Africa (EMEA) | Consumer and Industrial (EMEA) | USD 4 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Q1 2015 charge for organizational restructuring to reduce SG&A across EMEA; actions expected to complete in 2015 with ~$3.0M annual savings by 2016. No employee count disclosed. | ||
| 2015-02-28 | restructuring | in_progress | 2013-12-31 | 2015-12-31 | Europe, Middle East and Africa (EMEA) | Consumer and Industrial (EMEA) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Ongoing EMEA reorganization announced late 2013; $27.1M total charges recorded in FY2013–2014. Includes closure of Netherlands sales/distribution operations and centralization of shared services into Poland. $7.7M accrual balance remaining at Feb 28, 2015. No employee count disclosed. | |||
| 2015-02-28 | acquisition_addition | announced | 2015-02-20 | 2015-06-30 | Italy | Consumer | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Agreement signed Feb 2015 to purchase 100% of D&A, an Italian spice/seasoning leader with ~€50M annual sales. Purchase price €50M cash plus potential €35M earn-out in 2018. Expected close mid-2015 pending regulatory approval. No headcount disclosed. | |||
| 2015-02-28 | acquisition_addition | completed | 2015-03-09 | 2015-03-09 | United States (New Jersey) | Industrial | subsequent_events f5-10q / MiMo-V2.6-Flash-fp8-HTML | Acquired 100% of Brand Aromatics on March 9, 2015 for ~$63M. Supplier of natural savory flavors with $28M 2014 sales. Not expected to be EPS accretive in 2015 due to transaction, integration, and financing costs. No headcount disclosed. | |||
| 2015-02-28 | voluntary_separation | in_progress | 2015-01-01 | 2015-06-30 | United States | North America | USD 25 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Voluntary retirement plan for U.S. employees aged 55+ with 10+ years service. Majority exiting in Q2 2015. | ||
| 2015-02-28 | restructuring | in_progress | 2015-01-01 | 2015-12-31 | Europe, Middle East and Africa | EMEA | USD 4 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Actions to change organization structure and reduce SG&A expenses in EMEA. | ||
| 2014-11-30 | restructuring | in_progress | 2013 | 2015 | EMEA (Europe, Middle East and Africa) | Primarily consumer segment; includes closure of Netherlands sales and distribution operations with transition to a third-party distributor model for the Silvo brand, plus SG&A streamlining and centralization of shared services into Poland | USD 2 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Multi-year program announced in fiscal Q4 2013; $2.1M of special charges recorded in fiscal 2014 (of $25.0M total program charge recognized in 2013). Employee severance and headcount reduction counts are not disclosed; 2014 cash expenditures were $10.7M with about $10M more expected in 2015. Expected annual savings of approximately $10M. | ||
| 2014-11-30 | restructuring | in_progress | 2014 | 2015 | United States | Industrial segment — realignment of certain manufacturing operations | USD 1 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Recorded in fiscal Q3 2014, principally employee severance; $0.4M cash spent in 2014; expected annual savings of approximately $2.3M. Headcount reduction not quantified. | ||
| 2014-11-30 | restructuring | in_progress | 2014 | 2015 | Australia | Consumer segment — elimination of certain manufacturing and administrative positions | USD 1 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Recorded in fiscal Q4 2014; $0.2M cash spent in 2014; expected annual savings of approximately $0.8M. Headcount reduction not quantified. | ||
| 2014-11-30 | reduction_in_force | in_progress | 2014 | 2015 | United States | Elimination of certain administrative positions across consumer and industrial businesses ($0.9M consumer, $0.2M industrial) | USD 1 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Recorded in fiscal Q4 2014; $0.2M cash spent in 2014; expected annual savings of approximately $1.2M. Headcount reduction not quantified. | ||
| 2014-11-30 | voluntary_separation | announced | 2015-01-26 | United States | Certain U.S. employees aged 55 or older with at least ten years of service; part of a North American effectiveness initiative | USD 13 (millions) | subsequent_events f5-10k / MiMo-V2.6-Flash-fp8-HTML | Voluntary early retirement plan approved after fiscal year-end, to be recorded in fiscal Q2 2015; enhanced separation benefits without supplementary pension benefits. Total North American effectiveness initiative cost estimated at approximately $20M, targeting about $10M of savings in 2015 and approximately $25M annually beginning 2016. Participation counts not disclosed. | |||
| 2014-11-30 | restructuring | in_progress | 2013-Q4 | 2015-12-31 | EMEA | Consumer | USD 2 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Completion of EMEA reorganization announced in late 2013. $2.1M charge in 2014 ($1.1M severance, $1.0M other exit costs). Expected to generate $10M annual savings. | ||
| 2014-11-30 | restructuring | in_progress | 2014-Q3 | 2015-12-31 | United States | Industrial | USD 1 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Realignment of manufacturing activities. $1.3M charge. Expected to generate $2.3M annual savings. | ||
| 2014-11-30 | restructuring | in_progress | 2014-Q4 | 2015-12-31 | Australia | Consumer | USD 1 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Elimination of administrative and manufacturing positions. $0.7M charge. Expected to generate $0.8M annual savings. | ||
| 2014-11-30 | restructuring | in_progress | 2014-Q4 | 2015-12-31 | United States | Consumer and Industrial | USD 1 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Elimination of administrative positions. $1.1M charge ($0.9M Consumer, $0.2M Industrial). Expected to generate $1.2M annual savings. | ||
| 2014-11-30 | voluntary_separation | announced | 2015-01-26 | 2015-Q2 | United States | North America | USD 13 (millions) | subsequent_events f5-10k / Qwen3.6-27B-Q8_0 | Voluntary early retirement plan for U.S. employees aged 55+ with 10+ years service. Expected cost $13M. Part of North American effectiveness initiative. | ||
| 2014-08-31 | restructuring | in_progress | 2013-11-30 | 2015-12-31 | Europe, Middle East and Africa (EMEA) | Consumer business (sales and distribution operations in The Netherlands; shared services centralization into Poland) | USD 26 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | EMEA reorganization announced in Q4 2013; $25.0 million of special charges recorded in fiscal 2013 and an additional $1.0 million in Q3 2014 (employee severance $0.5 million, other cash exit costs $0.5 million). Total program charges expected to be approximately $27 million; includes closure of Netherlands sales and distribution operations with transition to a third-party distributor model for the Silvo brand. Remaining charges expected to be recorded and actions completed by 2015; expected cash expenditures approximately $19 million and annual cost savings of approximately $10 million by 2015. Accrual balance of $11.8 million as of August 31, 2014 ($10.3 million employee severance, $1.5 million other exit costs). No employee count disclosed. | ||
| 2014-08-31 | restructuring | in_progress | 2014-08-31 | 2015-12-31 | United States | Industrial business — manufacturing operations realignment | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Special charges of $1.3 million recorded in Q3 2014, principally employee severance, to realign certain U.S. industrial manufacturing operations. Action expected to be completed by 2015 with annual savings of approximately $2.3 million. No employee count disclosed. | ||
| 2014-08-31 | restructuring | in_progress | 2013 | 2015 | Europe, Middle East and Africa (EMEA) | Consumer (primarily); includes closure of Netherlands sales and distribution operations and regional SG&A streamlining | USD 27 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Announced in fiscal Q4 2013; total expected cash and non-cash charges approximately $27M, of which $25.0M recorded in fiscal 2013 and $1.0M recorded in Q3 2014 (severance $0.5M, other exit costs $0.5M). Accrual balance $11.8M at 2014-08-31. Expected cash expenditures ~$19M and annual cost savings ~$10M by 2015. No employee headcount affected is disclosed. Announcement date known only to fiscal-quarter precision. | ||
| 2014-08-31 | restructuring | in_progress | 2014 | 2015 | United States | Industrial — manufacturing operations | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Special charges of $1.3M recorded in Q3 2014 to realign certain U.S. industrial manufacturing operations, principally employee severance. Expected annual savings of approximately $2.3M upon completion. No employee headcount affected is disclosed. Announcement date known only to fiscal-quarter precision (quarter ended 2014-08-31). | ||
| 2014-08-31 | restructuring | in_progress | 2013-11-30 | 2015-11-30 | Europe, Middle East and Africa | Consumer and Industrial | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Reorganization of EMEA region including closure of Netherlands sales/distribution and centralization of shared services to Poland. Q3 2014 charges included $0.5M employee severance and $0.5M other cash exit costs. Total program expected to cost ~$27M. | ||
| 2014-08-31 | restructuring | in_progress | 2014-08-31 | 2015-11-30 | United States | Industrial | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Realignment of certain manufacturing operations in the U.S. industrial business. Charges principally related to employee severance. Expected to generate annual savings of ~$2.3M. | ||
| 2014-05-31 | restructuring | in_progress | 2013-11-30 | 2015-11-30 | Europe, Middle East and Africa (EMEA) | Sales and distribution operations in The Netherlands; SG&A activities across EMEA including shared services centralization into Poland | USD 27 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | EMEA reorganization announced in Q4 fiscal 2013; includes closure of Netherlands sales and distribution operations transitioning to a third-party distributor model for the Silvo brand and centralization of shared services into Poland. Total expected charges approximately $27 million (cash and non-cash); $25.0 million recorded in fiscal 2013 (including $15.9 million employee severance, $6.4 million asset write-downs including Silvo brand impairment, and $2.7 million other exit costs); approximately $2 million expected in fiscal 2014. Cash expenditures approximately $18 million, bulk in 2014; expected annual cost savings of approximately $10 million by 2015. Severance accrual balance of $11.5 million and other exit costs accrual of $1.7 million as of May 31, 2014. No employee headcount count disclosed. | ||
| 2014-05-31 | restructuring | in_progress | Europe, Middle East and Africa (EMEA) | Sales, general and administrative functions; includes closure of sales and distribution operations in the Netherlands (transition to third-party distributor for the Silvo brand) and centralization of shared services into Poland | USD 27 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Announced in fiscal Q4 2013 (exact date not disclosed); $25.0M recorded in 2013 (including $15.9M severance, $6.4M asset write-downs, $2.7M other exit costs) with about $2M more expected in 2014. Severance accrual balance was $11.5M at 2014-05-31 after $4.4M utilized in the period; no employee count disclosed. Actions expected to be completed by 2015, with about $10M annual cost savings by 2015. | ||||
| 2014-05-31 | restructuring | in_progress | 2013-10-01 | 2015-11-30 | Europe, Middle East and Africa | Sales, General and Administrative | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Reorganization announced in Q4 2013. Includes closure of sales/distribution in Netherlands and centralization of shared services to Poland. Approx $2M of special charges expected in 2014. Total expected charges approx $27M. | ||
| 2014-02-28 | restructuring | in_progress | 2013-11-30 | 2015-12-31 | Europe, Middle East and Africa (EMEA) | Sales and distribution operations in The Netherlands; shared service activities centralized into Poland; SG&A streamlining across EMEA | USD 27 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | EMEA reorganization announced in Q4 2013 includes closure of Netherlands sales and distribution operations with transition to a third-party distributor model for the Silvo brand. Total expected charges of approximately $27 million; $25.0 million recorded in fiscal 2013 ($15.9M employee severance, $6.4M asset write-downs including Silvo brand impairment, $2.7M other exit costs); approximately $2 million expected in 2014. Cash expenditures of approximately $18 million, mostly in 2014; expected annual cost savings of approximately $10 million by 2015. Severance accrual balance of $16.1 million as of February 28, 2014. No employee headcount count disclosed. | ||
| 2014-02-28 | restructuring | in_progress | 2013 | 2015 | Europe, Middle East and Africa (EMEA) | Sales and distribution operations (The Netherlands); EMEA selling, general and administrative activities | USD 27 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Announced in fiscal Q4 2013; no employee count disclosed. Includes closure of Netherlands sales/distribution operations (transition to third-party distributor for Silvo brand) and centralization of shared services into Poland. Total expected charges ~$27M cash and non-cash; $25.0M recorded in 2013 (incl. $15.9M severance, $6.4M asset write-down, $2.7M other exit costs) and ~$2M expected in 2014. Severance accrual balance $16.1M at 2014-02-28. Expected cash expenditures ~$18M; annual cost savings ~$10M by 2015. | ||
| 2014-02-28 | acquisition_addition | completed | 2013-05-31 | 2013-05-31 | China (Wuhan) | Consumer segment | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Purchase of assets of Wuhan Asia-Pacific Condiments Co. Ltd. (WAPC) for $144.8M completed 2013-05-31; headcount added not disclosed. WAPC added $38.9M to sales in Q1 2014. Asset valuation expected to be completed in fiscal Q2 2014. | |||
| 2014-02-28 | restructuring | in_progress | 2013-11-30 | 2015-11-30 | Europe, Middle East and Africa | Sales and distribution; Selling, general and administrative | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Reorganization announced in Q4 2013. Includes closure of sales/distribution in Netherlands and centralization of shared services to Poland. Total expected charges ~$27M; $25M recorded in 2013. ~$2M expected in 2014. Completion by 2015. Employee count not disclosed. | ||
| 2013-11-30 | restructuring | in_progress | 2013-11-30 | 2015-12-31 | Europe, Middle East and Africa (EMEA) | Primarily consumer segment; includes closure of Netherlands sales and distribution operations (Silvo brand transition to third-party distributor) and centralization of shared services into Poland | USD 25 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Announced in the fourth quarter of fiscal 2013 (exact date not given). FY2013 charge of $25.0M comprises $15.9M severance, $6.4M asset write-downs (Silvo brand impairment) and $2.7M other exit costs; split $22.2M consumer / $2.8M industrial. Total program expected to be approximately $27M, with about $2M more in 2014 and roughly $18M of cash spend, largely in 2014; annual cost savings of about $10M targeted by 2015. Number of employees affected is not disclosed. | ||
| 2013-11-30 | acquisition_addition | completed | 2013-05-31 | 2013-05-31 | China | Consumer segment | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Purchase of assets of Wuhan Asia-Pacific Condiments Co. Ltd. (WAPC) for $144.8M, completed May 31, 2013; acquired annual sales were approximately $122M and WAPC added $59.4M to fiscal 2013 sales. Headcount acquired is not disclosed. | |||
| 2013-11-30 | restructuring | in_progress | 2013-10-01 | 2015-11-30 | Europe, Middle East and Africa (EMEA) | Consumer and Industrial | USD 25 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Announced in Q4 2013. Includes closure of sales/distribution in Netherlands and centralization of shared services in Poland. $15.9M severance, $6.4M asset write-downs, $2.7M other exit costs recorded in 2013. Employee count not explicitly disclosed. | ||
| 2013-08-31 | voluntary_separation | in_progress | 3,300 | 2013-09-30 | United States | U.S. defined benefit pension plan participants | USD 20 (millions) | MD&A f5-10q / GLM-5.3-flash-fp4-HTML | One-time lump-sum distribution offer to approximately 3,300 former employees holding deferred vested pension benefits; about $60 million paid from existing plan assets in September 2013; expected Q4 FY2013 pension settlement charge of approximately $20 million. Affected individuals are former employees, not current workforce. | ||
| 2013-08-31 | acquisition_addition | completed | 2013-05-31 | 2013-05-31 | China | Consumer business segment | USD 147 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Acquisition of Wuhan Asia-Pacific Condiments Co. Ltd. (WAPC), maker of DaQiao and ChuShiLe bouillon brands; annual sales approximately $122 million at acquisition. No employee headcount transferred was disclosed. | ||
| 2013-08-31 | voluntary_separation | announced | 3,300 | 2013-08-31 | 2013-09-30 | United States | Retirees / Former Employees | USD 20 (millions) | MD&A f5-10q / Qwen3.6-27B-Q8_0 | Offered one-time lump sum distribution option to approx. 3,300 former employees with deferred vested benefits. Expected settlement charge of $20 million in Q4 2013. | |
| 2013-05-31 | acquisition_addition | completed | 2013-05-31 | 2013-05-31 | China | Consumer business segment | USD 147 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Acquired assets of Wuhan Asia-Pacific Condiments Co. Ltd. (WAPC), maker of DaQiao and ChuShiLe bouillon brands; purchase price approximately $146.7 million, of which $116.7 million paid by quarter-end and $30.0 million payable upon post-closing conditions. Employee headcount acquired was not disclosed. | ||
| 2013-05-31 | voluntary_separation | announced | 3,300 | 2013-09-01 | United States | U.S. defined benefit pension plan — deferred vested former employees | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | Offered ~3,300 former employees with deferred vested benefits a one-time lump sum option in early September 2013; vested obligation ~$125M (~20% of plan obligation). If >40% elect, a non-cash settlement charge of $25M–$45M expected in Q4 2013. Not current workforce. | |||
| 2013-05-31 | acquisition_addition | completed | 2013-05-31 | 2013-05-31 | China | Consumer segment — Wuhan Asia-Pacific Condiments Co. Ltd. (WAPC) | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Asset purchase of WAPC for ~$146.7M completed 2013-05-31; annual sales ~$122M. No employee headcount for acquired workforce disclosed. | |||
| 2013-05-31 | acquisition_addition | completed | 2013-05-31 | 2013-05-31 | China | Consumer | USD 147 (millions) | business_combinations_footnote f5-10q / Qwen3.6-27B-Q8_0 | Acquired assets of Wuhan Asia-Pacific Condiments Co. Ltd. (WAPC). Headcount not disclosed. | ||
| 2013-05-31 | voluntary_separation | announced | 3,300 | 2013-05-31 | 2013-08-01 | United States | Other | subsequent_events f5-10q / Qwen3.6-27B-Q8_0 | Offered lump sum distribution option to approx. 3,300 former employees with deferred vested pension benefits. Election period ends early August 2013. | ||
| 2012-11-30 | acquisition_addition | announced | 2012-08 | 2013-06-30 | China | Consumer | USD 2 (millions) | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Agreement signed in August 2012 to acquire Wuhan Asia-Pacific Condiments Co., Ltd. for approximately $141 million, subject to closing adjustments; expected to close mid-2013 pending regulatory approval. Headcount to be added not disclosed; $1.7 million of transaction-related expenses recorded in SG&A during fiscal 2012. | ||
| 2012-02-29 | acquisition_addition | completed | 2011-07-01 | North America | Consumer | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Assets of Kitchen Basics purchased for $40.0 million; no employee headcount disclosed. | ||||
| 2012-02-29 | acquisition_addition | completed | 2011-09-01 | India | Consumer | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | 85% interest in Kohinoor Speciality Foods India Private Limited for $113 million; consolidated; no employee headcount disclosed. | ||||
| 2012-02-29 | acquisition_addition | completed | 2011-09-01 | Poland | Consumer | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | All outstanding shares of Kamis S.A. purchased for $287.1 million; no employee headcount disclosed. | ||||
| 2011-11-30 | acquisition_addition | completed | 2011-07-01 | 2011-07-31 | United States | Consumer | USD 40 (millions) | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Purchase of assets of Kitchen Basics, Inc. for $40.0 million; acquired business had annual sales of approximately $25 million. No employee count disclosed; $10.9 million of aggregate 2011 transaction-related expenses recorded in SG&A across all three 2011 acquisitions. | ||
| 2011-11-30 | acquisition_addition | completed | 2011-09-01 | 2011-09-30 | India | Consumer | USD 113 (millions) | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Joint venture with Kohinoor Foods Ltd.; $113 million invested for an 85% interest in Kohinoor Speciality Foods India Private Limited, consolidated into the consumer segment. Acquired business had annual sales of approximately $85 million. No employee count disclosed. | ||
| 2011-11-30 | acquisition_addition | completed | 2011-09-01 | 2011-09-30 | Poland | Consumer | USD 287 (millions) | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Purchase of all outstanding shares of Kamis S.A., which distributes into Russia and parts of Central and Eastern Europe; annual net sales of approximately $105 million at acquisition. No employee count disclosed. | ||
| 2011-11-30 | restructuring | completed | 2005-11 | 2009-11-30 | Global | Administrative and Manufacturing | USD 16 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Program announced in 2005 completed in 2009. Fiscal 2011 had no restructuring charges. Note 10 details 2009 activity for context. | ||
| 2011-08-31 | acquisition_addition | completed | 2011-07-01 | North America | Consumer | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Purchase of Kitchen Basics business assets for $38.0 million in July 2011; no employee count disclosed. Annual sales of acquired business approximately $25 million. | ||||
| 2011-08-31 | acquisition_addition | announced | 2011-06-01 | India | Consumer | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Agreement signed June 2011 to invest approximately $113 million for an 85% interest in a consolidated India joint venture; completion occurred after quarter-end and will be recorded in Q4. No employee count disclosed; projected annual net sales approximately $85 million. | ||||
| 2011-08-31 | acquisition_addition | announced | 2011-06-01 | Poland | Consumer | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Agreement signed June 2011 to purchase Kamis for approximately $286 million; completion occurred after quarter-end and will be recorded in Q4. No employee count disclosed; target annual net sales approximately $105 million. | ||||
| 2011-05-31 | acquisition_addition | announced | 2011-06 | 2011-08-31 | India | Consumer | USD 115 (millions) | subsequent_events f5-10q / MiMo-V2.6-Flash-fp8-HTML | Agreement signed June 2011 for an 85% interest in Kohinoor Speciality Foods India Private Limited; investment of $115 million. No employee headcount disclosed. Completion expected by end of Q3 2011, subject to Indian regulatory approvals. | ||
| 2011-05-31 | acquisition_addition | announced | 2011-06 | 2011-08-31 | Poland | Consumer | USD 291 (millions) | subsequent_events f5-10q / MiMo-V2.6-Flash-fp8-HTML | Agreement signed June 2011 to purchase Kamis, a Polish spices and seasonings brand, for approximately $291 million. No employee headcount disclosed. Completion expected by end of Q3 2011, subject to regulatory approval. | ||
| 2010-11-30 | restructuring | completed | 2005-09 | 2009-11-30 | Global | Manufacturing, Distribution, Administrative | USD 0 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Program announced in 2005 and completed as of November 30, 2009. No charges recorded in fiscal 2010. Cash spent on restructuring plan in 2010 was $4.2 million. | ||
| 2010-08-31 | restructuring | completed | 2005-11 | 2009-11-30 | Global | Manufacturing, Distribution, Administrative | USD 0 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Program completed Nov 30, 2009. No charges in current period. Cash spent $3.8M YTD 2010 for prior accruals. | ||
| 2010-08-31 | restructuring | in_progress | USD 0 (absolute) | restructuring_footnote f5-10q / no-ai-xblr | |||||||
| 2009-11-30 | restructuring | completed | 2005-09-01 | 2009-11-30 | Europe (including The Netherlands), United States, Canada | Consumer and Industrial segments; manufacturing, distribution and administrative functions | USD 16 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2009 activity only: $16.2M pre-tax charges ($8.2M severance, $5.5M Netherlands asset write-downs, $2.5M other exit costs); program completed November 30, 2009. Segment split: Consumer $12.3M, Industrial $3.9M. Cumulative program (2005-2009) eliminated approximately 1,300 positions through fiscal year-end; FY2009-specific headcount not disclosed. | ||
| 2009-11-30 | plant_closure | completed | 2009-11-30 | The Netherlands | Consumer segment — manufacturing | USD 6 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Planned closure of Netherlands manufacturing plant in 2009; $5.5M of asset write-downs (accelerated depreciation and inventory write-offs) plus severance included in the $16.2M FY2009 program charge. Headcount at the facility not disclosed; component of the consolidated restructuring program record above. | |||
| 2009-11-30 | restructuring | completed | 1,300 | 2005-11-01 | 2009-11-30 | Global | Manufacturing, Distribution, Administrative | USD 16 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Multi-year program announced in Nov 2005. Cumulative 1,300 positions eliminated by Nov 30, 2009. $16.2M pre-tax charges recorded in FY2009 for closure of Netherlands plant and administrative reductions in Europe. | |
| 2009-08-31 | restructuring | in_progress | 1,325 | 2005-11-01 | 2009-12-31 | Global (North America, Europe, Canada, U.K.) | Consumer (~65% of charges) and Industrial (~35% of charges) | USD 125 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Program approved November 2005 to consolidate global manufacturing, rationalize distribution and eliminate administrative redundancies. Of the 1,325 expected position reductions, 1,270 had been eliminated as of August 31, 2009. Charges to date total $120.7 million; majority of program complete with completion expected in 2009. Projected annual cost savings of up to $58 million by end of 2009 and $66 million by end of 2010. | |
| 2009-08-31 | plant_closure | in_progress | 2009-12-31 | The Netherlands | Consumer | USD 4 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Asset write-downs and accelerated depreciation of $3.6 million recorded in the nine months ended August 31, 2009 related to the closure of the manufacturing plant in The Netherlands ($0.4 million in the third quarter). Part of the November 2005 restructuring program. | |||
| 2009-08-31 | restructuring | in_progress | 1,270 | 2005-11-01 | 2009-11-30 | Global (Europe, U.K., U.S., Canada) | Consumer and Industrial segments | USD 8 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Positions eliminated YTD through 2009-08-31 out of 1,325 planned; charge shown is nine-month 2009 total (Q3 charge $0.9M). Program includes closure of Netherlands plant and U.K. distribution reorganization; expected to complete in 2009. | |
| 2009-08-31 | plant_closure | in_progress | 2009-11-30 | Netherlands | Consumer segment — manufacturing | USD 4 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | YTD 2009 asset write-downs and accelerated depreciation for the plant closure; Q3 charge $0.4M. Headcount not separately disclosed; part of the consolidated restructuring program. | |||
| 2009-08-31 | restructuring | in_progress | 2005-11-01 | 2009-11-30 | Global | Consumer and Industrial | USD 8 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Program approved Nov 2005. Total estimated pre-tax charges $125M. Expected to reduce approx 1,325 positions; 1,270 eliminated as of Aug 31, 2009. Q3 2009 charges included severance, asset write-downs, and exit costs for Europe consolidation and Netherlands plant closure. | ||
| 2009-08-31 | acquisition_addition | completed | 2008-07-01 | North America | Consumer and Industrial | business_combinations_footnote f5-10q / Qwen3.6-27B-Q8_0 | Acquisition of Lawry's business completed July 2008. Disclosure states acquisition 'did not include any manufacturing facilities or employees' at closing, implying headcount was added via existing distribution or subsequent hiring, but no specific count is provided. | ||||
| 2009-05-31 | restructuring | in_progress | 1,325 | 2005-11-01 | 2009-12-31 | Global | Consumer (~65%) and Industrial (~35%) | USD 125 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Program approved November 2005; 1,270 of 1,325 positions eliminated as of May 31, 2009; $119.8 million of charges incurred to date; majority complete with remainder expected to finish later in 2009. | |
| 2009-05-31 | plant_closure | in_progress | 2009-12-31 | The Netherlands | Consumer | USD 3 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Asset write-downs and accelerated depreciation recorded in Q2 2009 for closure of the Netherlands manufacturing plant. | |||
| 2009-05-31 | restructuring | in_progress | 2009-12-31 | Europe | Consumer | USD 4 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Q2 2009 charges of $3.2 million severance and $0.5 million other exit costs for consolidation of European production facilities. | |||
| 2009-05-31 | restructuring | in_progress | 2009-12-31 | United Kingdom | Consumer / Industrial distribution networks | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Reorganization of U.K. distribution networks; charges included within the six-month severance and other exit cost amounts. | ||||
| 2009-05-31 | restructuring | in_progress | 1,325 | 2005-11 | Global (charges concentrated in Europe, incl. Netherlands plant closure and U.K. distribution reorganization) | Consumer (~65% of charges) and Industrial (~35% of charges) | USD 7 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Board-approved Nov 2005 program; 1,270 of 1,325 planned position reductions eliminated as of 2009-05-31. Charge shown is six months ended 2009-05-31 ($7.3M; $6.9M in Q2 alone, incl. $3.2M severance, $3.2M asset write-downs/accelerated depreciation, $0.9M other exit costs). Total program estimated at ~$125M pre-tax; ~$11M expected for 2009. Completion expected later in 2009. | ||
| 2009-05-31 | restructuring | in_progress | 2005-11-01 | 2009-11-30 | Global | Consumer and Industrial | USD 7 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Ongoing plan approved Nov 2005 to reduce ~1,325 positions. 1,270 eliminated as of May 31, 2009. Q2 2009 charges include severance, asset write-downs, and exit costs for Europe consolidation and Netherlands plant closure. | ||
| 2009-05-31 | acquisition_addition | completed | 2008-07-31 | North America | Consumer and Industrial | business_combinations_footnote f5-10q / Qwen3.6-27B-Q8_0 | Acquisition of Lawry's business completed July 2008. Disclosure states: 'It did not include any manufacturing facilities or employees.' | ||||
| 2009-02-28 | restructuring | in_progress | 1,325 | 2005-11-01 | 2009-12-31 | Global | Consumer (65%) and Industrial (35%) | USD 125 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Program approved November 2005 to consolidate global manufacturing, rationalize distribution, and eliminate administrative redundancies; majority complete as of February 28, 2009 with completion expected later in 2009. Cumulative charges of $113.0 million incurred through quarter-end. | |
| 2009-02-28 | restructuring | in_progress | 1,270 | 2005-11-01 | 2009-12-31 | Global | Consumer and Industrial | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Positions eliminated to date under the 1,325-position plan, as of February 28, 2009. | ||
| 2009-02-28 | restructuring | in_progress | 2005-11-01 | 2009-12-31 | Europe; United Kingdom | Consumer | USD 0 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | First quarter 2009 consumer-segment charges of $0.3 million for severance and other exit costs related to consolidating European production facilities and reorganizing U.K. distribution networks. | ||
| 2009-02-28 | restructuring | in_progress | 2005-11-01 | 2009-12-31 | United Kingdom | Industrial | USD 0 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | First quarter 2009 industrial-segment charges of $0.2 million for severance and other exit costs related to reorganizing U.K. distribution networks. | ||
| 2009-02-28 | acquisition_addition | completed | 2008-07-31 | North America | Consumer (90%) and Industrial (10%) | USD 604 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Acquisition of Lawry's and Adolph's brands from Unilever subsidiary Conopco; included brand rights, inventory, and dedicated production lines but no manufacturing facilities or employees. | |||
| 2009-02-28 | divestiture_reduction | completed | 2008-07-01 | North America | Season-All business | USD 15 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Season-All business sold to Morton International in July 2008 for $15 million cash to comply with FTC order tied to the Lawry's acquisition; pre-tax gain of $12.9 million recorded in Q3 2008. | |||
| 2009-02-28 | restructuring | in_progress | 1,325 | 2005-11 | 2009-12-31 | Global (primarily Europe, U.S., U.K.) | Consumer and Industrial segments | USD 125 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Board-approved Nov 2005 program; 1,270 of 1,325 planned position reductions eliminated as of 2009-02-28. Q1 2009 charge $0.5M ($0.1M severance, $0.4M other exit costs); ~$11M total charges expected for fiscal 2009. Program expected to complete later in 2009. | |
| 2009-02-28 | restructuring | in_progress | 2005-11-01 | 2009-11-30 | Global | Consumer and Industrial | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Ongoing plan approved Nov 2005 to reduce ~1,325 positions total. 1,270 eliminated as of Feb 28, 2009. Q1 2009 charges of $0.5M relate to Europe/UK consolidation. | ||
| 2009-02-28 | acquisition_addition | completed | 2008-07-31 | 2008-07-31 | North America | Consumer and Industrial | business_combinations_footnote f5-10q / Qwen3.6-27B-Q8_0 | Acquisition of Lawry's business. Disclosure states: 'It did not include any manufacturing facilities or employees.' | |||
| 2008-11-30 | restructuring | in_progress | 1,270 | 2005-09 | 2009 | Worldwide | Consumer and Industrial segments (consolidated program) | USD 17 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Cumulative through fiscal year-end: 1,270 of an expected 1,325 positions eliminated as of 2008-11-30; filer does not disclose FY2008-only eliminations. Charge of $16.6M is FY2008 only (Consumer $9.7M, Industrial $6.9M), of which $13.0M severance and $9.1M other exit costs, offset by a $5.5M asset disposal credit. Program includes facility closures/consolidations (Salinas CA, European production consolidation, U.S./U.K. distribution reorganization); remaining actions expected to complete in 2009. | |
| 2008-11-30 | acquisition_addition | completed | 2007-11 | 2008-07-31 | North America | Consumer (approx. 90%) and Industrial (approx. 10%) | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Asset purchase from Conopco/Unilever completed 2008-07-31 for $604M cash; filer states the acquisition did not include any manufacturing facilities or employees, so no headcount added. Annual sales of acquired business approx. $150M. | |||
| 2008-11-30 | acquisition_addition | completed | 2008-02-29 | Canada / North America | Consumer | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Purchased February 2008 for $76.4M cash; headcount added through the acquisition is not disclosed. Annual sales of acquired business approx. $37M. | ||||
| 2008-11-30 | divestiture_reduction | completed | 2008-07-31 | United States | Consumer | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Season-All business sold to Morton International Inc. on 2008-07-31 to comply with the FTC order condition on the Lawry's acquisition; $15M cash sale ($14M net proceeds) with a $12.9M pre-tax gain. Headcount removed is not disclosed. Annual sales of divested business approx. $18M. | ||||
| 2008-11-30 | restructuring | in_progress | 55 | 2005-09-01 | 2009-11-30 | Global | Consumer and Industrial | USD 17 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Part of multi-year plan announced in 2005. 1,270 positions eliminated cumulatively as of Nov 30, 2008. 2008 charges included $13.0M severance and $9.1M other exit costs, offset by $5.5M asset disposal credit. Plan expected to eliminate 1,325 positions total. | |
| 2008-08-31 | restructuring | in_progress | 1,250 | 2005-11-01 | 2008-11-30 | Global (North America, Europe) | Consumer (~65% of charges) and Industrial (~35% of charges) | USD 115 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Program approved November 2005 to consolidate global manufacturing, rationalize distribution, improve go-to-market strategy, eliminate administrative redundancies and rationalize joint ventures. Estimated total pre-tax charges of approximately $115 million; approximately $90 million severance/personnel costs and $50 million other exit costs; asset write-offs ~$10 million. Cash portion ~$95-100 million. 1,105 of the 1,250 expected position reductions had been eliminated as of August 31, 2008. From inception, $100.1 million of charges incurred (including $8.4 million Salinas disposal gain and $33.7 million Signature redemption gain). | |
| 2008-08-31 | reduction_in_force | in_progress | 2005-11-01 | 2008-11-30 | Europe | Administrative personnel | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Severance costs of $1.0 million recorded in the three months ended August 31, 2008, primarily associated with reduction of administrative personnel in Europe. | ||
| 2008-08-31 | restructuring | in_progress | 2005-11-01 | 2008-11-30 | Europe / United Kingdom | Production facilities consolidation and distribution network reorganization | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Other exit costs of $1.5 million recorded in the three months ended August 31, 2008 related to consolidation of production facilities in Europe and reorganization of distribution networks in the U.K. An additional $1.0 million of asset write-downs in Europe was also recorded in the quarter. | ||
| 2008-08-31 | plant_closure | completed | 2005-11-01 | 2008-04-30 | Salinas, California, United States | Consumer | USD 8 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Salinas manufacturing facility was consolidated with other facilities in 2007 under the restructuring plan; the facility was sold in April 2008 with an $8.4 million pre-tax gain on disposal recorded as an asset-related credit within restructuring charges, and $14.4 million cash received. | ||
| 2008-08-31 | restructuring | in_progress | 1,105 | 2005-11-01 | 2008-11-30 | Global (primarily United States and Europe) | Consumer and Industrial segments; administrative, manufacturing and distribution functions | USD 4 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Board-approved program (Nov 2005) targeting ~1,250 position reductions by Nov 2008; 1,105 positions eliminated as of 2008-08-31 (cumulative since inception, not quarter-only). Charge shown is nine-months 2008 total ($4.2M; $3.5M in Q3); full program estimated at ~$115M pre-tax. Some initiatives may extend into 2009. | |
| 2008-08-31 | acquisition_addition | completed | 2008-07-31 | 2008-07-31 | North America | Consumer (~90% of sales) and Industrial (~10% of sales) | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Lawry's/Adolph's brands purchased from Unilever for $604M cash plus assumed liabilities and $15M transaction costs; filing states the deal did not include manufacturing facilities or employees, so no headcount added. Annual sales ~$150M. | |||
| 2008-08-31 | divestiture_reduction | completed | 2008-07-31 | 2008-07-31 | North America | Season-All business (seasoning blends) | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Season-All sold to Morton International for $15M cash ($14M net) as an FTC condition of the Lawry's acquisition; $12.9M pre-tax gain recorded in Other income, net. No employee count disclosed. Annual sales ~$18M. | |||
| 2008-08-31 | acquisition_addition | completed | 2008-02-20 | 2008-02-20 | North America (Canada) | Consumer segment | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Billy Bee Honey Products purchased for $76.4M cash; annual sales ~$37.0M. No headcount disclosed for the acquired business. | |||
| 2008-08-31 | restructuring | in_progress | 2005-11-01 | 2008-11-01 | Global | Consumer and Industrial | USD 4 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Ongoing global restructuring plan approved in Nov 2005. Q3 2008 charges of $3.5M include $1.0M severance (Europe admin), $1.5M other exit costs (Europe production consolidation, UK distribution reorg), and $1.0M asset write-downs (Europe). Cumulative positions eliminated: 1,105 of 1,250 expected. | ||
| 2008-08-31 | acquisition_addition | completed | 0 | 2008-07-31 | 2008-07-31 | North America | Consumer and Industrial | business_combinations_footnote f5-10q / Qwen3.6-27B-Q8_0 | Acquisition of Lawry's business assets. Filing explicitly states: 'It did not include any manufacturing facilities or employees.' | ||
| 2008-08-31 | acquisition_addition | completed | 2008-02-20 | 2008-02-20 | North America | Consumer | business_combinations_footnote f5-10q / Qwen3.6-27B-Q8_0 | Acquisition of Billy Bee Honey Products Ltd. Headcount not explicitly disclosed. | |||
| 2008-05-31 | restructuring | in_progress | 1,200 | 2005-11-01 | 2008-11-30 | Global | Consumer and Industrial segments | USD 115 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Board-approved November 2005 plan; total pre-tax charges estimated at $115-$120 million. 1,034 of approximately 1,200 position eliminations completed as of May 31, 2008; $96.6 million of charges incurred to date. | |
| 2008-05-31 | restructuring | in_progress | 2005-11-01 | 2008-11-30 | Canada and Europe | Administrative personnel | USD 2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Severance costs recorded in the three months ended May 31, 2008 for reduction of administrative personnel. | ||
| 2008-05-31 | restructuring | in_progress | 2005-11-01 | 2008-11-30 | Europe and United Kingdom | Production facilities and distribution networks | USD 3 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Other exit costs in Q2 2008 for consolidation of European production facilities and reorganization of U.K. distribution networks; offset by a $7.6 million asset-disposal credit, primarily an $8.4 million gain on the Salinas facility sale. | ||
| 2008-05-31 | restructuring | in_progress | 2005-11-01 | 2008-11-30 | Europe and Canada | Administrative personnel | USD 3 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Six months ended May 31, 2008 severance costs for reduction of administrative personnel. | ||
| 2008-05-31 | restructuring | in_progress | 2005-11-01 | 2008-11-30 | Europe, United States and United Kingdom | Production facilities and distribution networks | USD 5 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Six-month other exit costs for production consolidation in Europe and distribution reorganization in the U.S. and U.K.; offset by a $7.0 million asset-disposal credit including the Salinas facility gain. | ||
| 2008-05-31 | plant_closure | completed | 2005-11-01 | 2008-04-30 | Salinas, California, United States | Consumer segment | USD 8 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Gain on disposal of Salinas manufacturing facility, consolidated with other facilities in 2007; $14.4 million cash received in April 2008, recorded as a restructuring credit. | ||
| 2008-05-31 | acquisition_addition | completed | 2008-02-20 | 2008-02-20 | North America | Consumer segment | USD 76 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Purchase of Billy Bee Honey Products Ltd. for $76.4 million cash; annual sales approximately $37.0 million. No employee headcount disclosed. | ||
| 2008-05-31 | restructuring | in_progress | 1,034 | 2005-11 | 2008-11 | Global (reductions disclosed in United States, Canada, Europe and United Kingdom) | Consumer and Industrial segments; administrative, manufacturing and distribution functions | USD 115 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Value shown is the low end of the disclosed program estimate of $115 to $120 million pre-tax; net charge recorded in the six months ended May 31, 2008 was $0.8 million. Count is positions eliminated from the November 2005 program inception through May 31, 2008; approximately 1,200 positions are targeted for reduction by November 2008. In the quarter, $2.0 million of severance was recorded (primarily Canada and Europe administrative staff) and $2.5 million of other exit costs, offset by a $7.6 million asset disposal credit. | |
| 2008-05-31 | acquisition_addition | completed | 2008-02-20 | 2008-02-20 | Canada (North America) | Consumer segment | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Billy Bee Honey Products Ltd. purchased for $76.4 million cash; headcount added not disclosed. Acquired business has annual sales of approximately $37.0 million. | |||
| 2008-05-31 | restructuring | in_progress | 1,200 | 2005-11-01 | 2008-11-30 | Global | Consumer and Industrial | USD 118 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Board approved plan in Nov 2005 to consolidate manufacturing, rationalize distribution, and eliminate redundancies. Estimated total pre-tax charges $115-$120 million. Expected to reduce positions by approx 1,200 by Nov 2008. As of May 31, 2008, 1,034 positions eliminated. Includes $90M severance/personnel and $50M other exit costs. | |
| 2008-05-31 | acquisition_addition | completed | 2008-02-20 | 2008-02-20 | North America | Consumer | USD 76 (millions) | business_combinations_footnote f5-10q / Qwen3.6-27B-Q8_0 | Purchased Billy Bee Honey Products Ltd. for $76.4 million. Headcount not explicitly disclosed. | ||
| 2008-05-31 | acquisition_addition | completed | 2007-07-30 | 2007-07-30 | Europe | Consumer | USD 13 (millions) | business_combinations_footnote f5-10q / Qwen3.6-27B-Q8_0 | Purchased Thai Kitchen SA for $12.8 million. Headcount not explicitly disclosed. | ||
| 2008-05-31 | acquisition_addition | completed | 2007-01-31 | 2007-01-31 | North America | Consumer | USD 3 (millions) | business_combinations_footnote f5-10q / Qwen3.6-27B-Q8_0 | Purchased Fish Crisp Enterprises, Inc. for $3.1 million. Headcount not explicitly disclosed. | ||
| 2008-02-29 | restructuring | in_progress | 1,200 | 2005-11-01 | 2008-11-30 | Global (North America, Europe, Asia) | Consumer and Industrial segments | USD 4 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Multi-year program approved November 2005 to consolidate global manufacturing, rationalize distribution, and eliminate administrative redundancies; total pre-tax charges estimated at $115-$125 million. 1,025 of the approximately 1,200 expected position reductions had been eliminated as of February 29, 2008. First-quarter 2008 charges of $3.9 million pre-tax ($2.7 million after-tax) comprised $1.1 million severance (primarily European administrative personnel), $2.3 million other exit costs (production consolidation in Europe, distribution reorganization in U.S. and U.K.), and $0.5 million inventory write-offs and accelerated depreciation. Segment split of Q1 2008 charges: consumer $2.6 million, industrial $1.3 million. Cumulative charges from inception: $99.8 million. | |
| 2008-02-29 | restructuring | in_progress | 1,200 | 2005-11 | 2008-11-30 | Global (primarily United States and Europe) | Consumer and Industrial segments; manufacturing, distribution, and administrative functions | USD 4 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Board-approved program targets reduction of approximately 1,200 positions by November 2008; 1,025 positions eliminated as of 2008-02-29. Q1 2008 charge of $3.9M ($2.7M after-tax), of which $3.6M in restructuring charges and $0.3M in cost of goods sold. Total program pre-tax charges estimated at $115–125M; $99.8M incurred since inception including a $33.7M gain. Q1 2008 charges split Consumer $2.610M / Industrial $1.313M; position-reduction counts not split by segment. $5.0M cash spent on the plan during the quarter. | |
| 2008-02-29 | acquisition_addition | completed | 2008-02-20 | 2008-02-20 | North America | Consumer segment | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Purchased for $76.4M cash; annual sales approximately $37.0M. Headcount added not disclosed. Purchase price allocation preliminary: $19.1M to other intangibles, $50.4M to goodwill. | |||
| 2008-02-29 | restructuring | in_progress | 2005-11-01 | 2008-11-30 | Global | Consumer and Industrial | USD 4 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Part of global restructuring plan approved Nov 2005. Total expected position reduction is 1,200 by Nov 2008; 1,025 eliminated as of Feb 29, 2008. Q1 2008 charges include severance for admin personnel in Europe and exit costs for facility consolidations in Europe and distribution reorganization in US/UK. | ||
| 2008-02-29 | acquisition_addition | completed | 2008-02-20 | 2008-02-20 | North America | Consumer | USD 76 (millions) | business_combinations_footnote f5-10q / Qwen3.6-27B-Q8_0 | Acquired Billy Bee Honey Products Ltd. for $76.4 million. Headcount not explicitly disclosed. | ||
| 2008-02-29 | acquisition_addition | completed | 2007-07-30 | 2007-07-30 | Europe | Consumer | USD 13 (millions) | business_combinations_footnote f5-10q / Qwen3.6-27B-Q8_0 | Acquired Thai Kitchen SA for $12.8 million. Headcount not explicitly disclosed. | ||
| 2007-11-30 | restructuring | in_progress | 1,015 | 2005-09-01 | 2008-11-30 | Global (U.S., Europe, Australia, Finland, Scotland) | Consumer and Industrial segments; administrative functions | USD 34 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Three-year program approved November 2005, completing fiscal 2008. Position count of 1,015 is cumulative through November 30, 2007 of an expected ~1,200 total reduction; charge of $34.0M is fiscal 2007 only ($30.7M in restructuring charges plus $3.3M in cost of goods sold). Includes a voluntary separation/early retirement program; FY2007 severance and personnel costs were $14.9M, other exit costs $16.7M, asset write-downs $2.4M. | |
| 2007-11-30 | plant_closure | completed | 2005-09-01 | 2007-11-30 | Salinas, California, United States | Consumer segment manufacturing | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Closure of consumer manufacturing facility during fiscal 2007; component of the 2005 restructuring program, with headcount included in the program total above. Related exit costs recorded within the $34.0M fiscal 2007 charge. | |||
| 2007-11-30 | plant_closure | completed | 2005-09-01 | 2007-11-30 | Hunt Valley, Maryland, United States | Industrial segment manufacturing | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Closure of industrial manufacturing facility during fiscal 2007; component of the 2005 restructuring program, with headcount included in the program total above. Related exit costs recorded within the $34.0M fiscal 2007 charge. | |||
| 2007-11-30 | acquisition_addition | completed | 2007-07-30 | 2007-07-30 | Europe | Consumer segment (Thai Kitchen brand) | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Purchase of Thai Kitchen SA for $12.8M cash on July 30, 2007; annual sales approximately $7 million. Employee headcount added not disclosed. | |||
| 2007-11-30 | acquisition_addition | announced | 2007-11-13 | 2008-08-31 | United States | Consumer segment (Lawry's and Adolph's brands) | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Definitive agreement signed November 13, 2007 to purchase Lawry's assets for $605M cash; expected to close in fiscal 2008 (second half). Acquisition includes brand rights, inventory and production lines but no manufacturing facilities or employees; $30M termination fee if HSR clearance not obtained. Headcount impact not disclosed. | |||
| 2007-11-30 | restructuring | in_progress | 1,015 | 2005-11-01 | 2008-11-30 | Global | Consumer and Industrial | USD 34 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Cumulative positions eliminated as of Nov 30, 2007 under the 2005 restructuring plan. Total expected reduction is 1,200 positions. FY2007 charges were $34.0 million. | |
| 2007-08-31 | restructuring | in_progress | 1,200 | 2005-11-01 | 2008-11-30 | Global | Consumer and Industrial segments | USD 110 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Board-approved plan to consolidate global manufacturing, rationalize distribution, eliminate administrative redundancies and rationalize joint ventures. Total pre-tax charges estimated at $110-$130 million inclusive of a $34 million pre-tax gain on the Signature Brands joint venture redemption. Approximately 975 of the expected 1,200 affected employees had left the company as of 2007-08-31. Cumulative charges of $80.3 million incurred since inception; $74.6 million cash spent. | |
| 2007-08-31 | restructuring | in_progress | 2005-11-01 | 2008-11-30 | United States and Europe | Consumer segment | USD 14 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Nine months ended 2007-08-31 consumer restructuring charges of $13.8 million ($4.2 million in Q3), covering severance for administrative personnel reductions in the U.S. and Europe, exit and inventory write-off costs for the Salinas, California facility closure, consolidation of European production facilities, and accelerated depreciation. | ||
| 2007-08-31 | restructuring | in_progress | 2005-11-01 | 2008-11-30 | United States and Europe | Industrial segment | USD 6 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Nine months ended 2007-08-31 industrial restructuring charges of $5.5 million (none in Q3), covering severance for administrative personnel reductions in the U.S. and Europe, exit costs for the Hunt Valley, Maryland facility closure and European production consolidation, partially offset by an asset gain on the sale of the Paisley, Scotland manufacturing facility. | ||
| 2007-08-31 | plant_closure | in_progress | 2005-11-01 | Salinas, California, United States | Consumer segment | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Closure of the Salinas, California manufacturing facility; 2007 charges include other exit costs, inventory write-offs and accelerated depreciation of related assets. | ||||
| 2007-08-31 | plant_closure | in_progress | 2005-11-01 | Hunt Valley, Maryland, United States | Industrial segment | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Closure of the Hunt Valley, Maryland manufacturing facility; 2007 charges include other exit costs, inventory write-offs and accelerated depreciation of related assets. | ||||
| 2007-08-31 | restructuring | in_progress | 1,200 | 2005-11 | 2008 | Global | Consumer and Industrial segments | USD 19 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Board-approved program (Nov 2005) to consolidate global manufacturing, rationalize distribution, cut administrative redundancy; expected to reduce global workforce by about 1,200 over three years, with roughly 975 employees having left as of 2007-08-31. Charge shown is nine-months-ended 2007 total of $19.3M ($13.3M after-tax); full-program pre-tax charges estimated at $110-130M, with about $36M expected in fiscal 2007. Severance accrual balance was $3.0M at 2007-08-31. | |
| 2007-08-31 | plant_closure | in_progress | Salinas, California, United States | Consumer | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Manufacturing facility closure driving severance, other exit costs, inventory write-offs and accelerated depreciation in 2007; employee count for this site not separately disclosed. | |||||
| 2007-08-31 | plant_closure | in_progress | Hunt Valley, Maryland, United States | Industrial | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Manufacturing facility closure within the global restructuring program; employee count for this site not separately disclosed. | |||||
| 2007-08-31 | acquisition_addition | completed | 2007-07-30 | Europe | Consumer | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Purchase of Thai Kitchen SA for $12.8M cash; acquired business has annual sales of about $7.0M. Headcount added not disclosed; purchase price allocation preliminary. | ||||
| 2007-08-31 | restructuring | in_progress | 2005-11-01 | 2008-11-30 | Global | Consumer and Industrial | USD 4 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Part of global plan approved Nov 2005 to reduce workforce by approx 1,200 over three years. 975 employees have left as of Aug 31, 2007. Q3 2007 charges include severance for admin personnel in Europe/US and exit costs for facility closures. | ||
| 2007-05-31 | restructuring | in_progress | 1,100 | 2005-11-01 | 2008-11-30 | Global | Consumer and Industrial segments | USD 76 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Program approved November 2005; total pre-tax charges estimated at $110-$130 million including a $34 million pre-tax gain on the Signature Brands joint venture redemption. Approximately 1,100 global workforce reduction expected over three years; about 950 employees notified, most of whom had left the company as of May 31, 2007. $76.1 million of charges incurred from inception through May 31, 2007. Expected annual cost savings of $50 million by 2008. | |
| 2007-05-31 | restructuring | in_progress | 2005-11-01 | 2008-11-30 | United States and Europe | Consumer segment | USD 10 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Six months ended May 31, 2007 consumer-segment restructuring charges of $9.6 million (Q2: $4.2 million), versus $30.0 million in the prior-year six months. Charges include severance for administrative personnel reductions in the U.S. and Europe, exit and inventory write-off costs for the Salinas, California facility closure, and accelerated depreciation. | ||
| 2007-05-31 | restructuring | in_progress | 2005-11-01 | 2008-11-30 | United States and Europe | Industrial segment | USD 6 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Six months ended May 31, 2007 industrial-segment restructuring charges of $5.5 million (Q2: $3.0 million), versus $16.4 million in the prior-year six months. Charges include severance for U.S. administrative personnel reductions, exit costs for the Hunt Valley, Maryland facility closure, and consolidation of European production facilities. | ||
| 2007-05-31 | plant_closure | in_progress | 2005-11-01 | Salinas, California; Hunt Valley, Maryland | Consumer and Industrial segments | USD 8 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Six months ended May 31, 2007 other exit costs of $8.0 million related to closure of manufacturing facilities in Salinas, California and Hunt Valley, Maryland; plus $1.9 million of asset write-downs including inventory write-offs and accelerated depreciation tied to these closures. | |||
| 2007-05-31 | restructuring | in_progress | 1,100 | 2005-11 | 2008-11-30 | Global | Consumer and Industrial segments | USD 15 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Board-approved plan (November 2005, day not specified) to consolidate manufacturing, rationalize distribution and cut administrative redundancy through fiscal 2008; charge shown is the six months ended May 31, 2007 total ($13.8M in restructuring charges plus $1.3M in COGS). Program-wide pre-tax charges estimated at $110-$130M. Approximately 950 of the 1,100 employees had been notified as of May 31, 2007, most already separated. Charge split disclosed as ~65% consumer, ~35% industrial; headcount not split by segment. | |
| 2007-05-31 | plant_closure | in_progress | 2005-11 | Salinas, California, United States | Consumer | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Manufacturing facility closure within the restructuring program; Q2 2007 charges include severance, other exit costs and accelerated depreciation. The $3.1M of Q2 2007 other exit costs covers Salinas and Hunt Valley combined and is not split by site; facility-specific headcount not disclosed. | ||||
| 2007-05-31 | plant_closure | in_progress | 2005-11 | Hunt Valley, Maryland, United States | Industrial | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Manufacturing facility closure within the restructuring program; industrial segment charges in the quarter include severance and other exit costs for this closure. Facility-specific headcount not disclosed. | ||||
| 2007-05-31 | acquisition_addition | completed | 2007-01-31 | 2007-01-31 | North America | Consumer | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Purchase of the assets of Fish Crisp Enterprises, Inc. for $3.1 million; business has annual sales of approximately $2 million. Employees added through the acquisition are not disclosed. | |||
| 2007-05-31 | restructuring | in_progress | 1,100 | 2005-11-01 | 2008-11-30 | Global | Consumer and Industrial | USD 120 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Global workforce reduction of approx. 1,100 over three-year period. Total pre-tax charges estimated at $110-$130 million. Approx. 950 employees notified as of May 31, 2007. | |
| 2007-02-28 | restructuring | in_progress | 1,000 | 2005-11-01 | 2008-11-30 | Global | Consumer and Industrial segments | USD 120 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Board-approved plan to consolidate global manufacturing, rationalize distribution, eliminate administrative redundancies and rationalize joint ventures over three years; total pre-tax charges estimated at $110-$130 million. Approximately 750 of the ~1,000 affected employees had been notified by quarter-end, most already departed. Cumulative charges of $68.9 million incurred since inception, including a $33.7 million gain on the Signature joint venture redemption in 2006. | |
| 2007-02-28 | restructuring | in_progress | 2005-11-01 | 2008-11-30 | Europe; Salinas, California | Consumer segment | USD 5 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | First quarter 2007 consumer restructuring charges of $5.3 million, comprising severance for reduction of administrative personnel in Europe, exit and inventory write-off costs for the Salinas, California plant closure, and accelerated depreciation. | ||
| 2007-02-28 | restructuring | in_progress | 2005-11-01 | 2008-11-30 | Hunt Valley, Maryland; Europe | Industrial segment | USD 3 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | First quarter 2007 industrial restructuring charges of $2.5 million for other exit costs related to closure of the Hunt Valley, Maryland manufacturing facility and consolidation of production facilities in Europe. | ||
| 2007-02-28 | plant_closure | in_progress | 2005-11-01 | Salinas, California | Consumer segment | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Closure of the Salinas, California manufacturing facility; Q1 2007 charges include other exit costs, inventory write-offs and accelerated depreciation attributable to this closure. | ||||
| 2007-02-28 | plant_closure | in_progress | 2005-11-01 | Hunt Valley, Maryland | Industrial segment | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Closure of the Hunt Valley, Maryland manufacturing facility; Q1 2007 industrial charges of $2.5 million include other exit costs related to this closure. | ||||
| 2007-02-28 | acquisition_addition | completed | 2007-01-31 | North America | Consumer segment | USD 3 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Purchased assets of Fish Crisp Enterprises for $3.0 million cash on January 31, 2007; business has annual sales of approximately $2 million. No headcount figure disclosed. | |||
| 2007-02-28 | divestiture_reduction | completed | 2006-08-31 | Asia | Unconsolidated joint venture | USD 0 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | In connection with exiting an unprofitable unconsolidated joint venture in Asia in the third quarter of fiscal 2006, the company recorded a net loss of $0.3 million after tax in Q1 2007. No headcount figure disclosed. | |||
| 2007-02-28 | restructuring | in_progress | 1,000 | 2005-11 | 2008-12-31 | Global (U.S., Europe, Australia, Finland) | Consumer and Industrial segments; administrative, manufacturing and distribution functions | USD 8 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Board-approved program targets roughly 1,000 position reductions over three years; about 750 employees notified as of 2007-02-28, most already separated. Q1 2007 charge of $7.8M ($5.3M after-tax): $2.1M severance (mainly Europe admin staff), $4.8M other exit costs, $0.9M inventory write-offs/accelerated depreciation. Total program pre-tax charges estimated at $110-$130M; ~$36M expected in 2007 with remainder in 2008. Q1 charges split $5.3M consumer / $2.5M industrial; headcount not split by segment. | |
| 2007-02-28 | plant_closure | in_progress | 2005-11 | 2008-12-31 | Salinas, California | Consumer segment manufacturing | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Component of the Nov 2005 restructuring program. Q1 2007 recorded $4.8M of other exit costs combined for the Salinas and Hunt Valley facility closures (not split between sites), plus inventory write-offs and accelerated depreciation. Headcount not disclosed for this site. | |||
| 2007-02-28 | plant_closure | in_progress | 2005-11 | 2008-12-31 | Hunt Valley, Maryland | Industrial segment manufacturing | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Component of the Nov 2005 restructuring program. Q1 2007 recorded $4.8M of other exit costs combined for the Salinas and Hunt Valley facility closures (not split between sites). Headcount not disclosed for this site. | |||
| 2007-02-28 | acquisition_addition | completed | 2007-01-31 | 2007-01-31 | North America | Consumer segment | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Assets of Fish Crisp Enterprises, Inc. purchased for $3.0M cash; business markets seafood products under Rocky Madsen's Fish Crisp Original and Gourmet Grill brands with annual sales of approximately $2 million. Headcount added not disclosed. | |||
| 2007-02-28 | restructuring | in_progress | 2005-11-01 | 2008-11-30 | Global | Consumer and Industrial | USD 8 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Program approved Nov 2005 to reduce global workforce by approx 1,000 over three years. Q1 2007 charges of $7.8M include $2.1M severance (Europe admin) and $4.8M other exit costs (Salinas, CA and Hunt Valley, MD closures). Approx 750 employees notified to date. | ||
| 2006-11-30 | restructuring | in_progress | 700 | 2005-11-30 | 2008-11-30 | Global (United States, Europe, Australia, Scotland, Finland) | Consumer and Industrial segments; administrative functions | USD 84 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | FY2006 pre-tax charges of $84.1M ($57.1M consumer, $27.0M industrial; $72.4M in restructuring charges, $11.7M in cost of goods sold). Approximately 700 of a targeted ~1,000 global workforce reduction notified cumulatively through FY2006, majority departed during FY2006; program runs through 2008 with total estimated pre-tax charges of $110-130M. Announcement date reflects Board approval in November 2005 (actions announced September 2005). | |
| 2006-11-30 | voluntary_separation | in_progress | 2005-11-30 | 2008-11-30 | United States | Several corporate functions | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Voluntary separation program in several U.S. functions generating severance costs and special early retirement benefits (including $6.8M special termination benefits in pension expense). Component of the 2005 restructuring program; charges included in the $84.1M FY2006 total — do not add separately. Headcount not separately disclosed. | |||
| 2006-11-30 | plant_closure | in_progress | 2005-11-30 | 2008-11-30 | United States (Salinas, California; Hunt Valley, Maryland), Australia (Sydney), Scotland (Paisley), Finland (Kerava) | Manufacturing — consumer and industrial plants | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Closures of five manufacturing facilities recorded through FY2006, including the company's second-largest plant in California (described as ahead-of-plan transfer/consolidation in the shareholder letter). Charges included within the $84.1M FY2006 restructuring total — do not add separately. Per-facility headcount not disclosed. | |||
| 2006-11-30 | acquisition_addition | completed | 2006-06-27 | 2006-06-27 | North America | Consumer segment | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Purchase of assets of Epicurean International (Simply Asia Foods) for $97.6M cash; acquired business has annual sales of approximately $50 million. Employee headcount added not disclosed. | |||
| 2006-11-30 | restructuring | in_progress | 700 | 2005-11-01 | 2008-11-30 | Global | Consumer and Industrial | USD 84 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Approximately 700 employees notified as of fiscal year-end 2006 under a plan expected to reduce global workforce by 1,000 over three years. Charges include severance, early retirement, and exit costs. | |
| 2006-08-31 | restructuring | in_progress | 1,000 | 2005-11-01 | 2008-11-30 | Global | Consumer and Industrial segments | USD 130 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Three-year program approved November 2005; estimated total pre-tax charges of $110-$130 million (upper end of range used for count of 800-1,000). Approximately 65% consumer, 35% industrial. Expected $50 million annual cost savings by 2008. Approximately 650 of the 800-1,000 affected employees notified, majority expected to leave in fiscal 2006. | |
| 2006-08-31 | voluntary_separation | in_progress | 2005-11-01 | United States | Several functions | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Voluntary separation program in several U.S. functions; part of the broader restructuring plan. Nine-month severance and special early retirement costs of $48.6 million include this program. | ||||
| 2006-08-31 | plant_closure | in_progress | 2005-11-01 | Salinas, California, United States | Consumer | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Closure of consumer manufacturing plant; charges include severance and accelerated depreciation. | ||||
| 2006-08-31 | plant_closure | in_progress | 2005-11-01 | Hunt Valley, Maryland, United States | Consumer | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Closure of manufacturing facility; asset write-downs primarily accelerated depreciation. | ||||
| 2006-08-31 | plant_closure | in_progress | 2005-11-01 | Sydney, Australia | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Closure of manufacturing facility under the restructuring plan. | |||||
| 2006-08-31 | plant_closure | in_progress | 2006-06-01 | Scotland | Industrial | USD 13 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Third-quarter severance of $12.5 million primarily associated with closure of an industrial plant in Scotland; $5.7 million asset write-downs primarily related to this closure. | |||
| 2006-08-31 | plant_closure | completed | 2005-11-01 | Finland | Consumer | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Closure of business in Finland; includes contract termination costs with customers and distributors. $0.6 million of additional tax benefits related to the closure. | ||||
| 2006-08-31 | plant_closure | completed | 2005-11-01 | Belgium | Consumer | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Closing costs for a small plant in Belgium recorded in fourth quarter 2005. | ||||
| 2006-08-31 | acquisition_addition | completed | 2006-06-27 | North America | Consumer | USD 98 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Acquired Simply Asia Foods (Thai Kitchen and Simply Asia brands) for $97.6 million cash; annual sales approximately $50 million. Headcount added not disclosed. | |||
| 2006-08-31 | divestiture_reduction | completed | 2006-04-01 | United States | Unconsolidated joint venture (Signature Brands, L.L.C.) | USD 27 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Exchanged 50% interest in Signature Brands for remaining 49% of DPI plus $20.0 million cash; net after-tax gain of $26.5 million recorded in Q2 2006. Purchase price adjustment of $10.8 million paid to Hero A.G. in Q3 2006. Headcount impact not disclosed. | |||
| 2006-08-31 | divestiture_reduction | completed | 2006-08-01 | Asia | Unconsolidated joint venture | USD 0 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Exited an unconsolidated joint venture in Asia in Q3 2006; net gain of $0.3 million after tax. Headcount impact not disclosed. | |||
| 2006-08-31 | acquisition_addition | completed | 2006-08-01 | South Africa | Industrial joint venture | USD 5 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Invested $5.0 million in an industrial joint venture in South Africa. Headcount impact not disclosed. | |||
| 2006-08-31 | restructuring | in_progress | 650 | 2005-11 | 2008 | Global (U.S., Europe, Australia) | Consumer and Industrial segments (approx. 65% consumer / 35% industrial by charge) | USD 66 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Board-approved program (Nov 2005) targets a global workforce reduction of 800-1,000 over three years; approximately 650 employees notified as of Q3 2006, majority expected to leave in fiscal 2006. Charge shown is nine months ended 2006-08-31 ($65.6M pre-tax, $59.2M in restructuring charges line plus $6.4M in COGS); total program pre-tax charges now estimated at $110-130M. Includes a U.S. voluntary separation program and special early retirement benefits. | |
| 2006-08-31 | plant_closure | in_progress | 2005-11 | 2008 | United States (Salinas, CA; Hunt Valley, MD), Australia (Sydney), Scotland, Finland, Belgium | Consumer and Industrial manufacturing | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Facility closures disclosed as components of the Nov 2005 restructuring program; no separate employee counts or charges allocated per site. Severance and asset write-downs for these sites are captured in the consolidated restructuring record. | |||
| 2006-08-31 | acquisition_addition | completed | 2006-06-27 | 2006-06-27 | North America | Consumer segment (Thai Kitchen and Simply Asia brands) | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Assets of Epicurean International (Simply Asia Foods) purchased for $97.6M cash; business has annual sales of approximately $50 million. No headcount disclosed for the acquired workforce. | |||
| 2006-08-31 | restructuring | in_progress | 650 | 2005-11-01 | 2008-11-30 | Global | Consumer and Industrial | USD 19 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Approximately 650 employees notified to date as part of a plan to reduce global workforce by 800-1,000 over three years. Q3 charges of $19.3M include severance, asset write-downs, and exit costs. | |
| 2006-08-31 | acquisition_addition | completed | 2006-06-27 | 2006-06-27 | North America | Consumer | USD 98 (millions) | business_combinations_footnote f5-10q / Qwen3.6-27B-Q8_0 | Acquired assets of Epicurean International (Simply Asia Foods) for $97.6M. Headcount not disclosed. | ||
| 2006-05-31 | restructuring | in_progress | 2005-11-01 | 2008-11-30 | Global | Consumer and Industrial segments; manufacturing, distribution, go-to-market, administrative, joint venture partnerships | USD 120 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Board-approved plan in November 2005; estimated total pre-tax charges of $110-$130 million (revised from $130-$150 million after considering the $33.7 million pre-tax Signature gain). Expected to reduce global workforce by 800-1,000 over three years; approximately 580 employees notified, majority expected to leave in 2006. Annual cost savings of $50 million expected by 2008. | ||
| 2006-05-31 | voluntary_separation | in_progress | 2005-11-01 | 2008-11-30 | United States | Several functions in the U.S. | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Voluntary separation program in several U.S. functions; part of the $36.2 million of severance costs and special early retirement benefits recorded in the six months ended May 31, 2006. | |||
| 2006-05-31 | plant_closure | in_progress | 2005-11-01 | 2008-11-30 | Salinas, California, United States | Consumer | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Closure of consumer manufacturing plant in Salinas, California; includes severance costs and accelerated depreciation recorded in cost of goods sold. | |||
| 2006-05-31 | plant_closure | in_progress | 2005-11-01 | 2008-11-30 | Hunt Valley, Maryland, United States | Consumer | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Closure of manufacturing facility in Hunt Valley, Maryland; includes accelerated depreciation recorded in cost of goods sold. | |||
| 2006-05-31 | plant_closure | in_progress | 2005-11-01 | 2008-11-30 | Sydney, Australia | Consumer | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Closure of manufacturing facility in Sydney, Australia; severance costs recorded in the six months ended May 31, 2006. | |||
| 2006-05-31 | plant_closure | in_progress | 2006-03-01 | 2008-11-30 | Finland | Consumer | USD 9 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Closure of business in Finland during the second quarter of 2006: $5.1 million severance costs plus $3.4 million other exit costs, primarily contract termination costs with customers and distributors. Also drove $1.1 million of accelerated stock-compensation vesting expense. | ||
| 2006-05-31 | plant_closure | completed | 2005-11-01 | 2005-11-30 | Belgium | Consumer | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Closing costs for a small plant in Belgium were included in the $10.7 million of charges recorded in the fourth quarter of fiscal 2005. | |||
| 2006-05-31 | restructuring | in_progress | 2005-11-01 | 2008-11-30 | United States and Europe | Sales and distribution networks | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Reorganization of sales and distribution networks in the U.S. and Europe; other exit costs recorded in the six months ended May 31, 2006. | |||
| 2006-05-31 | divestiture_reduction | completed | 2006-03-01 | 2006-05-31 | United States and France | Joint ventures with Hero A.G. (Signature Brands, L.L.C. and Dessert Products International, S.A.S.) | USD 27 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Exchanged remaining 49% share of DPI for 50% ownership in Signature plus $20.0 million cash; recorded $26.5 million net after-tax gain on sale of unconsolidated operations. Part of plan to simplify joint venture structure under the restructuring program. | ||
| 2006-05-31 | acquisition_addition | announced | 2006-06-27 | 2006-06-27 | North America | Consumer | USD 97 (millions) | subsequent_events f5-10q / GLM-5.3-flash-fp4-HTML | Purchased assets of Epicurean International for $97 million in cash, funded with commercial paper; business has annual sales of approximately $50 million. No headcount figures disclosed. | ||
| 2006-05-31 | restructuring | in_progress | 580 | 2005-11 | 2008 | Global (U.S., Europe, Australia, Finland) | Consumer and industrial segments (approx. 65% consumer / 35% industrial of charges) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Board-approved Nov 2005 program to cut global workforce by 800-1,000 over three years; 580 employees notified to date, majority expected to leave in 2006. Program pre-tax charges revised to $110-$130M (severance/personnel $75-$85M, other exit $40-$45M, asset write-offs $30-$35M). Includes facility closures in Salinas CA, Hunt Valley MD, Sydney, Finland and a small Belgium plant. Charges recorded in period: $13.0M (Q2) and $46.4M (six months), of which $41.7M YTD in restructuring charges line and $4.7M YTD in cost of goods sold. Restructuring accrual balance $37.1M at 2006-05-31; $14.8M cash spent since inception. | ||
| 2006-05-31 | voluntary_separation | in_progress | 2005-11 | 2006-11-30 | United States | Several corporate functions | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Voluntary separation program with special early retirement benefits; part of the Nov 2005 restructuring plan. No standalone employee count disclosed; severance and special early retirement benefits included in the $36.2M of severance costs recorded YTD 2006. No separate count disclosed to avoid double-counting with the consolidated restructuring record. | |||
| 2006-05-31 | acquisition_addition | completed | 2006-06-27 | 2006-06-27 | North America | Consumer segment (Thai Kitchen and Simply Asia brands) | subsequent_events f5-10q / MiMo-V2.6-Flash-fp8-HTML | Assets of Epicurean International purchased for $97M cash, funded with commercial paper; acquired business has annual sales of approximately $50 million. No headcount of acquired employees disclosed. | |||
| 2006-05-31 | restructuring | in_progress | 2005-11-01 | 2008-11-30 | Global | Consumer and Industrial | USD 13 (thousands) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Q2 2006 charges of $13.0M. Program aims to reduce global workforce by 800-1,000 over three years; 580 notified to date. | ||
| 2006-05-31 | acquisition_addition | announced | 2006-06-27 | North America | Consumer | USD 97 (millions) | subsequent_events f5-10q / Qwen3.6-27B-Q8_0 | Acquisition of Epicurean International assets for $97M. Headcount not disclosed. | |||
| 2006-02-28 | restructuring | in_progress | 2005-11-01 | 2008-11-30 | Global | Consumer and Industrial segments | USD 130 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Board-approved restructuring plan in November 2005; total pre-tax charges estimated at $130-$150 million, with approximately 75% consumer segment and 25% industrial segment; expected to reduce global workforce by 800-1,000 over three years; approximately $50 million of annual cost savings expected by 2008. | ||
| 2006-02-28 | voluntary_separation | in_progress | 2005-11-01 | 2006-11-30 | United States | Several functions in the U.S. | USD 31 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Severance costs and special early retirement benefits associated with a voluntary separation program in several U.S. functions, recorded in the first quarter of fiscal 2006. | ||
| 2006-02-28 | plant_closure | in_progress | 2005-11-01 | 2006-11-30 | United States | Consumer segment | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Closure of the consumer manufacturing plant in Salinas, California; severance costs included in the first-quarter 2006 special charges. | |||
| 2006-02-28 | plant_closure | in_progress | 2005-11-01 | 2006-11-30 | United States | Consumer segment | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Closure of a manufacturing facility in Hunt Valley, Maryland; severance costs included in the first-quarter 2006 special charges. | |||
| 2006-02-28 | plant_closure | in_progress | 2005-11-01 | 2006-11-30 | Australia | Consumer segment | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Closure of a manufacturing facility in Sydney, Australia announced during the first quarter of fiscal 2006. | |||
| 2006-02-28 | plant_closure | in_progress | 2005-11-01 | 2006-11-30 | Finland | Consumer segment | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Closure of a manufacturing facility in Kerava, Finland; the company decided to exit a small and unprofitable part of its business there. | |||
| 2006-02-28 | restructuring | in_progress | 2005-11-01 | 2006-11-30 | Global | Consumer segment | USD 21 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | First-quarter 2006 special charges of $21.3 million in the consumer business, of which $19.8 million was severance for the voluntary separation program and facility closures; the remaining $1.5 million covered production consolidation and sales/distribution network reorganization in the U.S. and Europe. | ||
| 2006-02-28 | restructuring | in_progress | 2005-11-01 | 2006-11-30 | Global | Industrial segment | USD 12 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | First-quarter 2006 special charges of $12.0 million in the industrial business, of which $11.5 million was severance for the voluntary separation program and facility closures; the remaining $0.5 million covered other exit costs for production facility consolidation. | ||
| 2006-02-28 | reduction_in_force | in_progress | 525 | 2005-11-01 | 2006-11-30 | Global | Consumer and Industrial segments | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Of the expected global workforce reduction of 800-1,000 employees under the restructuring plan, approximately 525 employees had been notified as of February 28, 2006, with the majority expected to leave during 2006. | ||
| 2006-02-28 | restructuring | in_progress | 2005-11 | 2008-11-30 | Global | Consumer | USD 21 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Q1 2006 special charges for the consumer segment ($21.3M, including $19.8M severance). Part of a Board-approved plan (Nov 2005) targeting 800-1,000 global workforce reduction over three years; approximately 525 employees notified as of 2006-02-28, not split by segment. Total plan charges estimated at $130-150M, ~75% consumer. | ||
| 2006-02-28 | restructuring | in_progress | 2005-11 | 2008-11-30 | Global | Industrial | USD 12 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Q1 2006 special charges for the industrial segment ($12.0M, including $11.5M severance). Same global restructuring program; ~25% of total plan charges relate to the industrial segment. Employee counts not disclosed by segment. | ||
| 2006-02-28 | voluntary_separation | in_progress | 2005-11 | United States | Several corporate and operational functions | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Voluntary separation program in several U.S. functions; part of the $31.0M of Q1 2006 severance and special early retirement benefits (which also covers facility closures), so no separate charge allocated to avoid double counting. Majority of notified employees expected to leave in 2006. | ||||
| 2006-02-28 | plant_closure | in_progress | 2005-11 | United States (Salinas, California) | Consumer | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Closure of consumer manufacturing plant; severance costs first recorded in fiscal Q4 2005 and additional severance recorded in Q1 2006. Component of the restructuring program; no separate charge disclosed. | ||||
| 2006-02-28 | plant_closure | in_progress | United States (Hunt Valley, Maryland) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Manufacturing facility closure announced during the quarter (exact date not disclosed); severance included in the $31.0M of Q1 2006 severance costs. | ||||||
| 2006-02-28 | plant_closure | in_progress | Australia (Sydney) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Manufacturing facility closure announced during the quarter (exact date not disclosed); severance included in the $31.0M of Q1 2006 severance costs. | ||||||
| 2006-02-28 | plant_closure | in_progress | Finland (Kerava) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Closure tied to exit from a small, unprofitable part of the Finland business; announced during the quarter (exact date not disclosed). Severance included in the $31.0M of Q1 2006 severance costs. | ||||||
| 2006-02-28 | restructuring | in_progress | 525 | 2005-11-01 | 2008-12-31 | Global | Consumer and Industrial | USD 33 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Approximately 525 employees notified in Q1 2006 as part of a global plan to reduce workforce by 800-1,000 over three years. Charges include severance and early retirement benefits. | |
| 2005-11-30 | restructuring | in_progress | 2005-09 | 2008-11-30 | Global | Consumer and Industrial segments; approximately 75% of charges in consumer, 25% in industrial | USD 11 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Actions announced September 2005 and approved by the Board in November 2005; workforce reduction disclosed as a range of 800-1,000 positions over three years (not a single point figure). Charge shown is the fiscal 2005 amount ($10.7M pre-tax, $7.2M after-tax); total program estimated at $130-$150M pre-tax through fiscal 2008, with up to $85M expected in fiscal 2006. | ||
| 2005-11-30 | plant_closure | in_progress | 2005-09 | United States — Salinas, California | Consumer | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Closure of the consumer manufacturing plant in Salinas, California; component of the 2005 restructuring program. Severance and closing costs included in the program's fiscal 2005 charge; no separate headcount or charge disclosed. | ||||
| 2005-11-30 | plant_closure | in_progress | 2005-09 | Belgium | Consumer | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Closing costs for a small plant in Belgium; component of the 2005 restructuring program. No separate headcount or charge disclosed. | ||||
| 2005-11-30 | restructuring | completed | 392 | 2001 | 2005-11-30 | Global | Administrative and manufacturing | USD 1 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | 2001 streamlining plan completed during fiscal 2005. The 392 positions reduced is cumulative for the entire plan adopted in 2001, not fiscal 2005 activity; charge shown is the fiscal 2005 amount ($0.5M pre-tax, $0.3M after-tax). Total plan cost was $30.9M ($21.1M after-tax). | |
| 2005-11-30 | voluntary_separation | announced | United States | Certain groups of U.S. employees | subsequent_events f5-10k / MiMo-V2.6-Flash-fp8-HTML | Early retirement program offered under the restructuring plan after the November 30, 2005 fiscal year-end and before the January 27, 2006 filing date; expense to be recorded in fiscal 2006 when estimable. Announcement date not specified beyond 'subsequent to year end'. | |||||
| 2005-11-30 | acquisition_addition | completed | France | Consumer | other f5-10k / MiMo-V2.6-Flash-fp8-HTML | Small business acquired in France during fiscal 2005 for $5.5M cash; headcount added not disclosed. | |||||
| 2005-11-30 | restructuring | in_progress | 2005-11-01 | 2008-11-30 | Global | Consumer and Industrial | USD 130 (millions) | MD&A f5-10k / Qwen3.6-27B-Q8_0 | Board approved comprehensive restructuring plan in Nov 2005. Estimated total pre-tax charges $130-$150 million. Expected to reduce global workforce by 800-1,000 over three years. $10.7 million charged in FY2005. | ||
| 2005-11-30 | restructuring | completed | 392 | 2001-01-01 | 2005-11-30 | Global | Various | USD 31 (millions) | MD&A f5-10k / Qwen3.6-27B-Q8_0 | Plan adopted in 2001 to streamline operations, completed in 2005. Included reduction of 392 administrative and manufacturing positions. | |
| 2005-08-31 | restructuring | completed | 392 | 2001-10-31 | Global | Distribution, manufacturing, administrative, and joint ventures | USD 33 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Plan adopted Q4 2001 to streamline operations; all 392 targeted position reductions completed as of 2005-08-31. Total cost $32.8M pre-tax ($22.3M after tax); cash expenditures of $22.9M funded internally. Final 2005 charges of $0.6M pre-tax ($0.4M after tax) for nine months ended 2005-08-31 were the last severance costs; no further costs expected. Remaining accrual of $212 thousand at 2005-08-31. | ||
| 2005-08-31 | restructuring | announced | 2005-09 | 2008-11-30 | Global | Global supply chain and industrial business | MD&A f5-10q / GLM-5.3-flash-fp4-HTML | Actions announced in September 2005 include consolidating global manufacturing, rationalizing distribution facilities, go-to-market improvements, eliminating administrative redundancies, and significantly reducing SKUs and inventory. Expected over three years with cumulative pre-tax charges of $100-$130 million, weighted toward years one and two. Annual pre-tax savings of $30-$45 million expected after year three, with savings beginning in 2006. Details to be disclosed in the fiscal 2005 Form 10-K. | |||
| 2005-08-31 | restructuring | completed | 392 | 2001 | 2005-08-31 | Global | Distribution, manufacturing, and administrative functions | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | 2001 streamlining plan; 392 position reductions is the cumulative program total, all completed by 2005-08-31. YTD 2005 charge of $0.6M ($0.4M after tax) represents the final severance portion. Total program cost $32.8M ($22.3M after tax); remaining accrual $212 thousand. | |
| 2005-08-31 | restructuring | announced | 2005-09 | Global | Global supply chain and industrial business | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | Announced September 2005, after quarter end. Consolidation of global manufacturing, distribution rationalization, SKU/inventory reduction, and elimination of administrative redundancies over three years. Cumulative pre-tax charge estimated at $100-130 million; annual pre-tax savings of $30-45 million after year three. No employee count disclosed; charges to be recorded as phases are approved. | ||||
| 2005-08-31 | plant_closure | in_progress | 2005-08-29 | Gretna, Louisiana, United States | Consumer — Zatarain's product line (manufacturing and headquarters) | USD 1 (millions) | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | Facility shut down 2005-08-29 due to Hurricane Katrina; not severely damaged. $1.0M liability accrued for repair costs. Production shifted to co-packers and other facilities. No headcount reduction disclosed; estimated FY2005 EPS impact of $0.02-$0.03 from property damage and sales disruption. | |||
| 2005-08-31 | restructuring | completed | 392 | 2001-10-01 | 2005-08-31 | Global | Administrative and manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | 2001 restructuring plan targeting 392 position reductions. As of Aug 31, 2005, targeted reductions had taken place. $0.6M charge recorded for nine months ended Aug 31, 2005 represents final portion of severance. Company does not expect to incur other costs. | |
| 2005-08-31 | restructuring | announced | 2005-09-01 | 2008-11-30 | Global | Global supply chain and industrial business | USD 115 (millions) | MD&A f5-10q / Qwen3.6-27B-Q8_0 | Announced in September 2005. Actions include consolidation of global manufacturing, rationalization of distribution, elimination of administrative redundancies. Cumulative pre-tax impact estimated at $100-$130 million over three years. Savings expected to reach $30-$45 million annually after third year. | ||
| 2005-05-31 | restructuring | completed | 392 | 2001-12-01 | Distribution, manufacturing and administrative locations; joint ventures | USD 33 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | 2001 streamlining plan consolidating distribution and manufacturing sites and reducing administrative and manufacturing positions; all 392 targeted position reductions had taken place as of May 31, 2005. Total plan cost $32.8 million ($22.3 million after tax); cash expenditures of $22.9 million funded internally. Final severance costs recorded in 2005: a $0.7 million credit in Q2 and $0.6 million of charges for the six months; no further costs expected. | |||
| 2005-05-31 | restructuring | completed | 392 | 2001-11-30 | 2005-05-31 | Global | Distribution, manufacturing, and administrative functions | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Legacy 2001 streamlining plan; all 392 targeted position reductions completed by May 31, 2005. Six-month charge of $0.6M represents final severance payments; Q2 recorded a $0.7M credit for over-accrued severance. Total plan cost $32.8M ($22.3M after tax). No further costs expected. | |
| 2005-05-31 | restructuring | completed | 392 | 2001-10-01 | 2005-05-31 | Global | Administrative and Manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | 2001 restructuring plan targeting 392 position reductions. As of May 31, 2005, targeted reductions had taken place. Final portion of severance and related benefits recorded in 2005. Company does not expect to incur any other costs. | |
| 2005-02-28 | restructuring | in_progress | 392 | 2001-10-31 | Distribution and manufacturing locations; administrative and manufacturing positions; joint ventures | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Plan adopted Q4 2001 to consolidate distribution/manufacturing locations and reduce positions. All 392 targeted position reductions completed as of 2005-02-28; cumulative plan cost $33.5 million ($22.7 million after tax), cash spent $22.8 million. Q1 2005 charge of $1.3 million ($0.9 million after tax) is final severance for position eliminations; remaining costs limited to possible joint venture reorganization and completion of UK industrial facility reorganization. Remaining accrual $0.847 million at quarter-end. | |||
| 2005-02-28 | restructuring | in_progress | 392 | 2001 | Global | Operations, Distribution, Manufacturing, Administration | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | 2001 streamlining plan; all 392 targeted position reductions completed by 2005-02-28. Q1 2005 charge of $1.3M ($0.9M after tax) was final severance. Remaining costs: possible JV reorganization and UK industrial facility completion. Total plan cost to date $33.5M ($22.7M after tax). | ||
| 2005-02-28 | restructuring | in_progress | 2001-Q4 | Global | Administrative and manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Final portion of severance for 2001 plan; targeted 392 position reductions completed as of Feb 28, 2005. | |||
| 2004-11-30 | restructuring | in_progress | 389 | 2001-11-30 | 2005-11-30 | United States, Canada, United Kingdom, Australia | Industrial manufacturing, Consumer, and corporate | USD 6 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | 2001 streamlining plan adopted in Q4 2001; 389 of 392 planned position reductions completed as of 2004-11-30 (cumulative through fiscal year-end). FY2004 charge of $6.2M ($4.3M after-tax) related mainly to UK and Canada industrial manufacturing consolidation, a consumer joint venture reorganization, and severance for position eliminations; $4.7M cash spent in FY2004. Remaining actions (joint venture reorganization, UK industrial facility reorganization) expected to complete in 2005 | |
| 2004-11-30 | acquisition_addition | completed | 2004-11-01 | 2004-11-01 | Netherlands, Belgium | Consumer | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | C.M. van Sillevoldt B.V. acquired 2004-11-01 for EUR 58 million ($74.5 million); headcount added not disclosed; expected to contribute approximately $50 million of sales in 2005 | |||
| 2004-11-30 | restructuring | in_progress | 3 | 2001-10-01 | 2005-11-30 | Global | All segments | USD 6 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | 2001 restructuring plan. 389 of 392 planned position reductions completed as of Nov 30, 2004. 2004 charges included consolidation of industrial manufacturing in UK/Canada and consumer JV reorganization. Completion expected in 2005. | |
| 2004-08-31 | restructuring | in_progress | 385 | 2001-12-01 | 2005-12-31 | United States, Canada, United Kingdom | Distribution, manufacturing, administrative positions, and joint ventures | USD 33 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Plan adopted Q4 2001 to streamline operations. As of 2004-08-31, 378 of 385 planned position reductions completed. Includes $1.8M of charges classified in discontinued operations (Packaging and Jenks). Remaining costs of $4.2M include a joint venture reorganization and manufacturing location consolidation; additional cash expenditures of ~$3.1M expected. Annualized cash savings of ~$8.0M ($5.3M after tax) largely realized. | |
| 2004-08-31 | restructuring | in_progress | 2001-12-01 | 2005-12-31 | United Kingdom | Industrial manufacturing facilities | USD 3 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Nine months ended 2004-08-31 charges of $2.5M ($1.7M after tax) under the 2001 plan, primarily machinery relocation and asset write-offs related to consolidation of U.K. industrial manufacturing facilities. Q3 FY2004 portion was $0.2M ($0.1M after tax). | ||
| 2004-08-31 | restructuring | in_progress | 385 | 2005-12-31 | United States; United Kingdom; Canada | Consumer and Industrial segments; corporate | USD 33 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | 2001 streamlining plan: 378 of 385 planned position reductions completed as of 2004-08-31; total plan cost $32.6M ($25.6M after tax), of which $2.5M recorded in the nine months ended 2004-08-31; remaining costs to be incurred $4.2M, actions expected to be completed in 2005. Announcement date not stated (plan adopted in the fourth quarter of 2001). | ||
| 2004-08-31 | restructuring | in_progress | 7 | 2001-10-01 | 2005-12-31 | Global | Administrative and Manufacturing | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | 2001 restructuring plan; 378 of 385 planned position reductions completed as of Aug 31, 2004. Remaining 7 positions expected to be completed in 2005. Q3 2004 charges of $0.2M and YTD 2004 charges of $2.5M recorded primarily for relocation and asset write-offs. | |
| 2004-05-31 | restructuring | in_progress | 385 | 2001-11-30 | 2004-12-31 | Distribution and manufacturing locations, administrative and manufacturing positions, joint ventures | USD 33 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Plan adopted Q4 2001; 377 of 385 planned position reductions completed as of May 31, 2004. Total plan cost approximately $32.6 million ($25.6 million after tax), of which $16.7 million cash and $15.9 million asset write-offs; includes $1.8 million reclassified to discontinued operations. Annualized savings expected at $8.0 million ($5.3 million after tax). Remaining costs of $4.4 million and cash expenditures of $4.5 million expected; completion expected in 2004. | ||
| 2004-05-31 | restructuring | in_progress | 2004-03-01 | International locations | Administrative and other functions | USD 4 (millions) | MD&A f5-10q / GLM-5.3-flash-fp4-HTML | Reorganization of administrative and other functions in international locations; primarily a headcount reduction intended to lower future operating costs. $4.3 million ($3.0 million after tax) recorded in SG&A in Q2 2004, reducing EPS by $0.02; includes $1.3 million in the industrial business. No employee count disclosed. | |||
| 2004-05-31 | restructuring | in_progress | 377 | 2001 | 2004 | Global (includes United Kingdom, Canada) | Distribution, manufacturing and administrative positions; joint venture reorganizations | USD 33 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | 2001 streamlining plan; 377 of 385 planned position reductions had occurred as of 2004-05-31 (cumulative since adoption in Q4 2001). Total plan cost approx. $32.6M ($25.6M after tax); $16.7M cash and $15.9M asset write-offs. Current-period charges: $2.2M in Q2 2004 and $2.3M in six months 2004. Remaining costs to incur: $4.4M; actions expected to complete in 2004. Annualized savings approx. $8.0M ($5.3M after tax). | |
| 2004-05-31 | restructuring | in_progress | International (non-U.S. locations) | Administrative and other functions | USD 4 (millions) | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | Plan to reorganize administrative and other functions in international locations; $4.3M ($3.0M after tax, $0.02 per share) of SG&A expense recorded in Q2 2004, primarily a headcount reduction intended to lower future operating costs. No employee count, announcement date, or completion date disclosed. | ||||
| 2004-05-31 | restructuring | in_progress | 377 | 2001-10-01 | 2004-12-31 | Global | Administrative and Manufacturing | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | 2001 plan to streamline operations; 377 of 385 planned position reductions completed as of May 31, 2004. Q2 2004 charges of $2.3M primarily for relocating machinery and asset write-offs in UK industrial facilities. | |
| 2004-05-31 | restructuring | in_progress | 2004-04-01 | International | Administrative | USD 4 (millions) | MD&A f5-10q / Qwen3.6-27B-Q8_0 | Reorganization of administrative and other functions in international locations involving headcount reduction. Cost of $4.3M recorded in SG&A. | |||
| 2004-02-29 | restructuring | in_progress | 385 | 2001-11-30 | 2005-11-30 | Distribution and manufacturing locations, administrative and manufacturing positions, joint ventures | USD 33 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Plan adopted in Q4 2001; 361 of 385 planned position reductions completed as of 2004-02-29. Includes $1.8 million of charges reclassified to discontinued operations (Packaging and Jenks). Remaining costs of $6.6 million; completion expected in 2004 and 2005. Expected annualized cash savings of approximately $8.0 million ($5.3 million after tax). | ||
| 2004-02-29 | restructuring | in_progress | 385 | 2001 | 2005 | Distribution, manufacturing, and administrative operations; joint venture reorganizations | USD 33 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining plan adopted in Q4 2001; 361 of 385 planned position reductions completed as of 2004-02-29. Total plan cost ~$32.6M ($25.6M after tax), of which ~$16.7M cash and $15.9M asset write-offs; $1.8M relates to discontinued operations. Remaining costs to incur ~$6.6M; actions expected to complete during 2004 and 2005. Annualized cash savings expected ~$8.0M ($5.3M after tax). | ||
| 2004-02-29 | restructuring | in_progress | 361 | 2001-10-01 | 2005-12-31 | Global | Administrative and manufacturing | USD 0 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Part of a plan adopted in Q4 2001 to streamline operations. 361 of 385 planned position reductions completed as of Feb 29, 2004. Q1 2004 charges of $0.1M primarily for consolidation of a manufacturing location. Total plan cost approx $32.6M. | |
| 2003-11-30 | restructuring | in_progress | 252 | 2001-11-30 | 2005-11-30 | United States, Canada, United Kingdom, Australia | Consumer and Industrial segments; manufacturing, distribution and administrative functions | USD 6 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | 2001 multi-year streamlining plan. The 252 positions reduced is cumulative through November 30, 2003 (of 385 total planned reductions); FY2003 special charges were $5.5 million ($3.6 million after tax) with $4.7 million of cash expenditures in the year. $6.6 million of costs remain to be incurred, with actions expected to complete in 2004 and 2005. FY2003 charges covered Canada production consolidation, U.K. industrial manufacturing consolidation and Australia consumer sales realignment. | |
| 2003-11-30 | acquisition_addition | completed | 270 | 2003-06-04 | 2003-06-04 | United States (Gretna, Louisiana) | Consumer segment | USD 180 (millions) | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Zatarain's acquired for $180.0 million cash; headcount of approximately 270 employees described in the annual report narrative rather than the footnote. Charge value shown is the purchase price, not a severance charge. | |
| 2003-11-30 | acquisition_addition | completed | 2003-01-09 | 2003-01-09 | Europe | Consumer and Industrial segments | USD 20 (millions) | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Uniqsauces condiment business acquired for $19.5 million cash; headcount added not disclosed. Charge value shown is the purchase price, not a severance charge. | ||
| 2003-11-30 | divestiture_reduction | completed | 2003-08-12 | 2003-08-12 | United States | Packaging segment (discontinued operations) | discontinued_operations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Packaging business sold to Kerr Group, Inc. for $142.5 million; headcount removed not disclosed. Included a net pension and postretirement curtailment gain of $3.3 million. | |||
| 2003-11-30 | divestiture_reduction | completed | 2003-07-01 | 2003-07-01 | United Kingdom | Jenks Sales Brokers (consumer segment brokerage) | discontinued_operations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Jenks assets sold to its senior management for $5.8 million cash; headcount removed not disclosed. | |||
| 2003-11-30 | restructuring | completed | 2000-08-31 | 2003-11-30 | Europe (France) | Ducros organization — sales areas, offices and smaller market exits | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Reorganization plan tied to the 2000 Ducros acquisition ($11.4 million accrual) was completed during fiscal 2003; the remaining $2.2 million accrual was fully utilized in 2003. Position-reduction counts for 2003 activity not separately disclosed. | |||
| 2003-11-30 | restructuring | in_progress | 133 | 2001-10-01 | 2005-11-30 | Global | All segments | USD 6 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | 2001 restructuring plan. Total plan includes 385 position reductions. As of Nov 30, 2003, 252 had taken place. 133 positions reduced in FY2003 (252 total - 119 prior). FY2003 charges were $5.5 million. | |
| 2003-11-30 | divestiture_reduction | completed | 2003-08-12 | 2003-08-12 | United States | Packaging | discontinued_operations_footnote f5-10k / Qwen3.6-27B-Q8_0 | Sale of Packaging segment to Kerr Group. No specific headcount disclosed. | |||
| 2003-11-30 | divestiture_reduction | completed | 2003-07-01 | 2003-07-01 | United Kingdom | Consumer | discontinued_operations_footnote f5-10k / Qwen3.6-27B-Q8_0 | Sale of Jenks Sales Brokers to senior management. No specific headcount disclosed. | |||
| 2003-08-31 | restructuring | in_progress | 275 | 2001 | 2004 | All geographic areas | All segments; distribution and manufacturing locations, administrative and manufacturing positions, joint ventures | USD 33 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Plan adopted Q4 2001; 249 of 275 position reductions achieved as of 2003-08-31. Includes $1.8M of charges reclassified to discontinued operations (Packaging and Jenks). Expected annualized savings ~$8.0M ($5.3M after tax). Costs yet to be incurred ~$10.7M; additional cash expenditures ~$5.0M; completion expected in 2003 and 2004. | |
| 2003-08-31 | divestiture_reduction | completed | 2003-08-12 | 2003-08-12 | Packaging segment | USD 12 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Sale of packaging segment to Kerr Group, Inc. for $142.5 million; net gain of $11.6 million recorded (includes $3.6M pension/post-retirement curtailment gain). Employee headcount transferred not disclosed. | |||
| 2003-08-31 | divestiture_reduction | completed | 2003-07-01 | 2003-07-01 | United Kingdom | Consumer segment (Jenks Sales Brokers) | USD -2 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Sale of Jenks Sales Brokers assets to senior management for $5.8 million cash; net loss of $2.0 million recorded. Employee headcount transferred not disclosed. | ||
| 2003-08-31 | acquisition_addition | completed | 2003-06-04 | 2003-06-04 | United States | Consumer segment (Zatarain's) | USD 180 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Acquisition of Zatarain's for $180.0 million cash; annualized sales ~$100 million. Employee headcount added not disclosed. | ||
| 2003-08-31 | acquisition_addition | completed | 2003-01-09 | 2003-01-09 | Europe | Consumer and Industrial segments (Uniqsauces) | USD 20 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Acquisition of Uniqsauces condiment business for $19.5 million cash; annualized sales ~$40-45 million. Employee headcount added not disclosed. | ||
| 2003-08-31 | restructuring | in_progress | 275 | 2001-11-30 | 2004-12-31 | All geographic areas | All segments; administrative and manufacturing positions, distribution and manufacturing location consolidations, joint venture reorganizations | USD 33 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining plan adopted in fiscal Q4 2001 (announcement date approximated to fiscal quarter end); 249 of 275 planned position reductions achieved as of 2003-08-31. Total plan cost approx. $32.6M ($25.6M after tax), incl. $1.8M reclassified to discontinued operations; $20.1M special charges and $9.9M cash expenditures recorded to date excluding discontinued ops; $10.7M costs yet to be incurred. Company expects completion during 2003 and 2004. Q3 2003 charges of $1.3M ($0.9M after tax) and YTD charges of $1.9M ($1.3M after tax) relate primarily to Canada production facility consolidation under this same plan. | |
| 2003-08-31 | divestiture_reduction | completed | 2003-06-26 | 2003-08-12 | United States | Packaging segment (discontinued operations) | other f5-10q / MiMo-V2.6-Flash-fp8-HTML | Sale of substantially all packaging operating assets to Kerr Group, Inc. completed 2003-08-12 for $142.5M ($132.5M cash plus $10.0M contingent over five years); net gain of $11.6M after tax recorded. Asset Purchase Agreements dated 2003-06-26. No employee count disclosed. | |||
| 2003-08-31 | divestiture_reduction | completed | 2003-07-01 | 2003-07-01 | United Kingdom | Jenks Sales Brokers division (previously consumer segment) | other f5-10q / MiMo-V2.6-Flash-fp8-HTML | Sale of Jenks assets to its senior management for $5.8M cash; net loss of $2.0M after tax recorded in Q3 2003. No employee count disclosed. | |||
| 2003-08-31 | acquisition_addition | completed | 2003-06-04 | 2003-06-04 | United States | Consumer | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Purchase of Zatarain's for $180.0M cash funded with commercial paper; annualized sales approx. $100M; $169.5M excess purchase price recorded entirely to goodwill pending intangible valuation. No headcount added disclosed. | |||
| 2003-08-31 | acquisition_addition | completed | 2003-01-09 | 2003-01-09 | Europe | Consumer and Industrial (condiments business) | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Acquisition of Uniqsauces condiment business for $19.5M cash; annualized sales approx. $40-45M; purchase price allocated to fixed assets and working capital with no goodwill recorded. No headcount added disclosed. | |||
| 2003-08-31 | restructuring | in_progress | 26 | 2001-10-01 | 2004-12-31 | Global | Administrative and manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | 249 of 275 position reductions achieved as of Aug 31, 2003. Q3 charges primarily related to consolidation of production facilities in Canada. | |
| 2003-05-31 | restructuring | in_progress | 275 | 2001-11-30 | 2004-11-30 | All geographic areas | All segments; consolidation of distribution and manufacturing locations, reduction of administrative and manufacturing positions, reorganization of joint ventures | USD 33 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Plan adopted Q4 2001; 242 of 275 position reductions achieved as of May 31, 2003. Special charges recorded to date $21.0 million; costs yet to be incurred $11.6 million; additional cash expenditures approx. $9.0 million. Expected annualized savings approx. $8.0 million ($5.3 million after tax). Actions expected to be completed in 2003 and 2004. | |
| 2003-05-31 | acquisition_addition | completed | 2003-05-31 | Europe | Consumer/Industrial — condiment business | USD 20 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Acquired Uniqsauces business in Q1 2003 for $19.5 million cash; estimated annualized sales $40-45 million. No employee headcount disclosed. | |||
| 2003-05-31 | acquisition_addition | completed | 2003-06-04 | 2003-06-04 | United States | Consumer — flavored rice, dinner mixes, seafood seasonings | USD 180 (millions) | subsequent_events f5-10q / GLM-5.3-flash-fp4-HTML | Purchased Zatarain's Brands, Inc. for $180.0 million cash funded with commercial paper borrowings; estimated annualized sales approx. $100 million. No employee headcount disclosed. | ||
| 2003-05-31 | divestiture_reduction | announced | 2003-06-26 | 2003-08-31 | United States | Packaging | USD 143 (millions) | subsequent_events f5-10q / GLM-5.3-flash-fp4-HTML | Agreement to sell substantially all operating assets of packaging business to Kerr Group, Inc. for $142.5 million ($132.5 million cash at closing, $10.0 million contingent over five years). Expected gain approx. $0.09 per share; to be reported as discontinued operation in Q3. No employee headcount disclosed. | ||
| 2003-05-31 | divestiture_reduction | completed | 2003-07-01 | 2003-07-01 | United Kingdom | Consumer — Jenks Sales Brokers (sales and distribution services) | USD 6 (millions) | subsequent_events f5-10q / GLM-5.3-flash-fp4-HTML | Sold Jenks Sales Brokers assets to Jenks senior management for $5.9 million cash; annual sales approx. $100 million. Expected loss approx. $0.01 per share in Q3 2003; reported as discontinued operation. No employee headcount disclosed. | ||
| 2003-05-31 | restructuring | in_progress | 275 | 2001 | 2004 | All geographic areas | Administrative and manufacturing positions across all segments | USD 33 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | 2001 streamlining plan covering distribution/manufacturing consolidation, position reductions and joint venture reorganization; 242 of 275 position reductions achieved as of 2003-05-31. Total plan cost approx. $32.6M ($25.6M after tax), of which $21.0M recorded and $7.7M cash spent to date; $11.6M of costs yet to be incurred. Q2 2003 special charges of $1.2M ($0.8M after tax) related to Canadian production consolidation and further severance/relocation under this same plan. Annualized savings expected of approx. $8.0M ($5.3M after tax). | |
| 2003-05-31 | acquisition_addition | completed | 2003 | Europe | Consumer and Industrial (condiments) | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Uniqsauces condiments business acquired in first quarter of fiscal 2003 for $19.5M cash; estimated annualized sales of $40-45M. No headcount disclosed. | ||||
| 2003-05-31 | acquisition_addition | announced | 2003-06-04 | 2003-06-04 | United States | Consumer (flavored rice, dinner mixes, seafood seasonings) | subsequent_events f5-10q / MiMo-V2.6-Flash-fp8-HTML | Zatarain's purchased for $180.0M cash funded with commercial paper; estimated annualized sales of approx. $100M. Stock Purchase Agreement dated 2003-05-07. No headcount disclosed. | |||
| 2003-05-31 | divestiture_reduction | announced | 2003-06-26 | 2003-08-31 | United States | Packaging segment | subsequent_events f5-10q / MiMo-V2.6-Flash-fp8-HTML | Agreement to sell substantially all packaging operating assets to Kerr Group for $142.5M ($132.5M cash at closing, $10.0M contingent over five years); closing expected in fiscal Q3 2003. To be reported as discontinued operation; expected gain of approx. $0.09 per share. No headcount disclosed. | |||
| 2003-05-31 | divestiture_reduction | announced | 2003-07-01 | 2003-07-01 | United Kingdom | Jenks Sales Brokers (sales and distribution brokerage) | subsequent_events f5-10q / MiMo-V2.6-Flash-fp8-HTML | Assets of Jenks Sales Brokers sold to its senior management for $5.9M cash; business has annual sales of approx. $100M. To be reported as discontinued operation with expected loss of approx. $0.01 per share in fiscal Q3 2003. No headcount disclosed. | |||
| 2003-05-31 | restructuring | in_progress | 33 | 2001-10-01 | 2004-12-31 | Global | Administrative and manufacturing | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Part of 2001 plan to reduce 275 positions; 242 achieved as of May 31, 2003. Q2 2003 charges include consolidation of Canadian production facilities and severance/relocation costs. | |
| 2003-05-31 | acquisition_addition | completed | 2003-03-31 | Europe | Consumer | USD 20 (millions) | business_combinations_footnote f5-10q / Qwen3.6-27B-Q8_0 | Acquired Uniqsauces business for $19.5 million in cash. Headcount not disclosed. | |||
| 2003-05-31 | acquisition_addition | announced | 2003-06-04 | United States | Consumer | USD 180 (millions) | subsequent_events f5-10q / Qwen3.6-27B-Q8_0 | Completed purchase of Zatarain's for $180.0 million. Headcount not disclosed. | |||
| 2003-05-31 | divestiture_reduction | announced | 2003-06-26 | 2003-09-30 | United States | Packaging | USD 143 (millions) | subsequent_events f5-10q / Qwen3.6-27B-Q8_0 | Agreement to sell packaging business assets to Kerr Group for $142.5 million. Headcount not disclosed. | ||
| 2003-05-31 | divestiture_reduction | completed | 2003-07-01 | United Kingdom | Consumer | USD 6 (millions) | subsequent_events f5-10q / Qwen3.6-27B-Q8_0 | Sold assets of Jenks Sales Brokers to senior management for $5.9 million. Headcount not disclosed. | |||
| 2003-02-28 | restructuring | in_progress | 275 | 2001-10-31 | All geographic areas | All segments; consolidation of distribution and manufacturing locations, reduction of administrative and manufacturing positions, reorganization of joint ventures | USD 33 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Plan adopted in Q4 2001. As of 2003-02-28, 194 of 275 position reductions realized. Cash expenditures expected to approximate $16.7 million; annualized savings expected of approximately $8.0 million ($5.3 million after tax). Remaining accrual of $5.7 million at 2003-02-28 (severance $4.1M, other exit costs $1.6M). | ||
| 2003-02-28 | acquisition_addition | completed | Europe | Industrial (condiments to retail grocery and food service customers) | USD 20 (millions) | business_combinations_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Acquired the Uniqsauces condiment business in Q1 2003 for $19.5 million cash; estimated annualized sales of $40-45 million. No employee headcount added was disclosed. | ||||
| 2003-02-28 | restructuring | in_progress | 275 | 2001 | All segments and geographic areas | Administrative and manufacturing positions across all segments | USD 33 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining plan adopted in Q4 2001; 194 of 275 position reductions realized as of 2003-02-28. Total plan cost $32.6M ($25.6M after tax), cash expenditures ~$16.7M; annualized savings expected ~$8.0M. Includes consolidation of distribution/manufacturing locations and joint venture reorganizations. | ||
| 2003-02-28 | acquisition_addition | completed | Europe | Condiments business (retail grocery and food service) | USD 20 (millions) | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Uniqsauces acquired in Q1 2003 for $19.5M cash; estimated annualized sales of $40-45M. No headcount added disclosed; purchase price allocated to fixed assets and working capital, no goodwill recorded. | ||||
| 2003-02-28 | restructuring | in_progress | 275 | 2001-10-01 | Global | All segments | USD 0 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Plan adopted in Q4 2001 to streamline operations, including consolidation of distribution/manufacturing locations and reduction of administrative/manufacturing positions. As of Feb 28, 2003, 194 of 275 position reductions realized. Q1 2003 special charges of $0.1M include relocation/severance costs partially offset by gain on plant sale. | ||
| 2003-02-28 | acquisition_addition | completed | 2003-02-28 | Europe | Condiments | USD 20 (millions) | business_combinations_footnote f5-10q / Qwen3.6-27B-Q8_0 | Acquired Uniqsauces business for $19.5M cash. Headcount not explicitly disclosed. | |||
| 2002-11-30 | restructuring | in_progress | 190 | 2001-11-30 | 2003-11-30 | United States, Canada, United Kingdom | All segments (administrative and manufacturing positions) | USD 8 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | 2001 streamlining plan targets 275 position reductions; 190 realized as of November 30, 2002 (cumulative since plan adoption in Q4 2001, including 10 administrative and 34 production positions added during fiscal 2002). Fiscal 2002 charge of $8.0M ($5.8M after-tax); $12.9M of costs remain, with actions expected to complete in 2003 and 2004. Includes consolidation of Canadian manufacturing resulting in disposition of a manufacturing facility, U.S. distribution center closure, and U.K. sales realignment. | |
| 2002-11-30 | restructuring | in_progress | 2000-08-31 | 2003-11-30 | France / Europe | Consumer (Ducros) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Ducros acquisition-related reorganization (consolidation of sales areas/offices, exit from smaller markets). Headcount not disclosed; $7.2M of the $11.4M accrual utilized during fiscal 2002, $2.2M remaining at year-end; actions expected to complete in 2003. | |||
| 2002-11-30 | acquisition_addition | announced | 2003-01-08 | 2003-01-08 | United Kingdom | Industrial (condiments / food service) | USD 20 (millions) | subsequent_events f5-10k / MiMo-V2.6-Flash-fp8-HTML | Acquisition of the Uniqsauces business of Uniq PLC for approximately $19.5 million in cash; headcount added not disclosed. Occurred after fiscal year-end but before the February 4, 2003 filing date. | ||
| 2002-11-30 | restructuring | in_progress | 44 | 2001-10-01 | 2003-11-30 | United States | Administrative and Production | USD 8 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Part of 2001 streamlining plan. Includes 10 administrative and 34 production positions. Total 2002 charges $8.0 million. | |
| 2002-11-30 | restructuring | in_progress | 2001-10-01 | 2004-11-30 | Canada | Manufacturing | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Consolidation of manufacturing in Canada. Included in total 2002 charges. | |||
| 2002-11-30 | plant_closure | in_progress | 2001-10-01 | 2003-11-30 | United States | Distribution | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Closure of a U.S. distribution center. Included in total 2002 charges. | |||
| 2002-08-31 | restructuring | in_progress | 275 | 2001-12 | 2003-12-31 | United States, Canada, United Kingdom and other geographic areas | All segments; consolidation of distribution and manufacturing locations, reduction of administrative and manufacturing positions, reorganization of joint ventures | USD 33 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Plan adopted in Q4 fiscal 2001; total cost approximately $32.6 million ($25.6 million after tax), of which $11.7 million was recorded in Q4 2001 and $4.9 million in the nine months ended August 31, 2002. As of August 31, 2002, 180 of the 275 position reductions had been realized. Expected annualized savings of approximately $8.0 million ($5.3 million after tax) once fully implemented. | |
| 2002-08-31 | restructuring | in_progress | 275 | 2001-11-30 | 2003-11-30 | United States, Canada, United Kingdom (global program) | Administrative and manufacturing positions across all segments; includes Canadian manufacturing consolidation, U.S. distribution center consolidation, product line elimination, and U.K. sales operations realignment | USD 33 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining plan adopted in fiscal Q4 2001; total plan cost $32.6M ($25.6M after tax), cash expenditures ~$13.7M, expected annualized savings ~$8.0M ($5.3M after tax). 180 of 275 position reductions realized as of 2002-08-31. Special charges of $2.9M (Q3) and $4.9M (nine months) recorded in 2002; remaining accrual $6.5M at 2002-08-31. Announcement date is fiscal Q4 2001 (exact date not disclosed); completion stated as 'in 2003' (fiscal year end shown). | |
| 2002-08-31 | restructuring | in_progress | 275 | 2001-11-30 | 2003-11-30 | Global | All segments | USD 33 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Plan adopted in Q4 2001 to streamline operations. Includes consolidation of distribution/manufacturing locations, reduction of administrative/manufacturing positions, and reorganization of joint ventures. As of Aug 31, 2002, 180 of 275 position reductions realized. Total plan cost approx $32.6M. | |
| 2002-05-31 | restructuring | in_progress | 275 | 2001-11-30 | 2003-11-30 | All segments and across all geographic areas | Administrative and manufacturing positions; consolidation of distribution and manufacturing locations; reorganization of joint ventures | USD 33 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Plan adopted in Q4 2001; total cost approximately $32.6 million ($25.6 million after tax), with cash expenditures of approximately $13.7 million. As of May 31, 2002, 173 of the 275 position reductions had been realized. Special charges recorded in the three and six months ended May 31, 2002 were $1.7 million and $2.0 million ($1.1 million and $1.3 million after tax), respectively, for costs that could not be accrued in Q4 2001, including severance for U.S. sales/marketing realignment, severance and relocation for a U.S. distribution center closure, and a loss on sale of a Canadian manufacturing facility. Remaining accrual at May 31, 2002: $7.8 million ($4.5 million severance and personnel costs, $3.3 million other exit costs). Expected annualized savings of approximately $8.0 million ($5.3 million after tax) once fully implemented. | |
| 2002-05-31 | reduction_in_force | in_progress | United States | Packaging | MD&A f5-10q / GLM-5.3-flash-fp4-HTML | In response to declining demand from the health and personal care industry, actions were taken to adjust production activities, including a reduction in the packaging segment workforce. No headcount figure disclosed. | |||||
| 2002-05-31 | restructuring | in_progress | 275 | 2001-11-30 | 2003-12-31 | United States; Canada; United Kingdom | All segments (consumer, industrial, packaging) and corporate | USD 33 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Plan adopted in fiscal Q4 2001; exact announcement date not disclosed, fiscal year end used. Total plan cost $32.6M pre-tax ($25.6M after tax); $11.7M recorded in fiscal Q4 2001 and $2.0M in the six months ended May 31, 2002. 173 of 275 position reductions realized as of 2002-05-31. Annualized savings expected of approximately $8.0M ($5.3M after tax). | |
| 2002-05-31 | plant_closure | in_progress | 2001-11-30 | 2003-12-31 | Canada | Manufacturing | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Consolidation of Canadian manufacturing, including a loss on sale of a Canadian manufacturing facility recorded in the first half of fiscal 2002; facility headcount not separately disclosed. Component of the 275-position streamlining program. | |||
| 2002-05-31 | plant_closure | in_progress | 2001-11-30 | 2003-12-31 | United States | Distribution | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Closure of a U.S. distribution center; severance and relocation costs recorded in the first half of fiscal 2002. Facility headcount not separately disclosed. Component of the 275-position streamlining program. | |||
| 2002-05-31 | restructuring | in_progress | 2001-11-30 | 2003-12-31 | United Kingdom | Consumer — sales operations and brokerage | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | Product line elimination and realignment of U.K. sales operations under the streamlining plan; separately, $3.0M of inventory and receivable write-offs in the U.K. brokerage business in the quarter and a switch of distributors at end of June 2002. Headcount impact not quantified. Component of the 275-position streamlining program. | |||
| 2002-05-31 | restructuring | in_progress | 275 | 2001-11-30 | 2003-11-30 | Global | All segments | USD 33 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Plan adopted in Q4 2001 to streamline operations. Includes consolidation of distribution/manufacturing locations and reduction of 275 administrative and manufacturing positions. As of May 31, 2002, 173 reductions realized. Total plan cost approx $32.6M. | |
| 2002-02-28 | restructuring | in_progress | 275 | 2001-11-30 | 2003-12-31 | All geographic areas | All segments | USD 12 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Plan adopted Q4 2001 to streamline operations; total plan cost approximately $32.6 million ($25.6 million after tax). Includes consolidation of distribution and manufacturing locations, reduction of administrative and manufacturing positions, and reorganization of joint ventures. 140 of 275 position reductions realized as of February 28, 2002. Annualized savings expected of approximately $8.0 million ($5.3 million after tax). | |
| 2002-02-28 | restructuring | in_progress | 2001-11-30 | 2003-12-31 | United States | Sales and marketing operations realignment | USD 0 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | First quarter 2002 special charges of $0.4 million ($0.2 million after tax) primarily related to realignment of U.S. sales and marketing operations, plus costs associated with closures of a U.S. distribution center and a Canadian manufacturing facility. | ||
| 2002-02-28 | plant_closure | in_progress | 2001-11-30 | 2003-12-31 | Canada | Manufacturing | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Consolidation of manufacturing in Canada under the Q4 2001 streamlining plan; part of the broader 275-position reduction. | |||
| 2002-02-28 | plant_closure | in_progress | 2001-11-30 | 2003-12-31 | United States | Distribution | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Distribution center consolidation in the U.S. under the Q4 2001 streamlining plan; part of the broader 275-position reduction. | |||
| 2002-02-28 | restructuring | in_progress | 2001-11-30 | 2003-12-31 | United Kingdom | Sales operations; product line elimination | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Product line elimination and realignment of sales operations in the U.K. under the Q4 2001 streamlining plan; part of the broader 275-position reduction. | |||
| 2002-02-28 | reduction_in_force | in_progress | 2001-11-30 | 2003-12-31 | United States | Packaging segment | MD&A f5-10q / GLM-5.3-flash-fp4-HTML | Packaging operating income declined $2.5 million due to lower demand from health and personal care industry customers; actions taken to adjust production activities, including a reduction in the workforce. No headcount figure disclosed. | |||
| 2002-02-28 | restructuring | in_progress | 275 | 2003 | United States; Canada; United Kingdom | All segments — administrative and manufacturing positions | USD 33 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining plan adopted in Q4 FY2001; total plan cost $32.6M ($25.6M after tax), cash expenditures ~$13.7M, annualized savings ~$8.0M. $11.7M charged in Q4 2001 and $0.4M in Q1 2002 (U.S. sales/marketing realignment plus U.S. distribution center and Canadian manufacturing facility closures). 140 of 275 position reductions realized as of 2002-02-28; remaining accrual $9.2M. Announcement date not specified beyond fiscal Q4 2001. | ||
| 2002-02-28 | restructuring | in_progress | 275 | 2001-11-30 | 2003-11-30 | Global | All segments | USD 33 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Plan adopted in Q4 2001 includes consolidation of distribution/manufacturing locations and workforce reduction of 275 positions. As of Feb 28, 2002, 140 reductions realized. Total plan cost approx $32.6 million. | |
| 2002-02-28 | restructuring | in_progress | 2002-01-01 | United States | Sales and Marketing | USD 0 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Q1 2002 special charges of $0.4 million related to realignment of sales and marketing operations in the U.S. Employee count not specified for this specific component. | |||
| 2001-11-30 | restructuring | in_progress | 275 | 2003-05-31 | Global (Canada, United States, United Kingdom and other locations) | All segments — administrative and manufacturing positions | USD 12 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Plan adopted in Q4 2001 to consolidate distribution and manufacturing locations, reduce positions and reorganize joint ventures. Total plan cost $32.6M ($25.6M after tax) over 18 months; $11.7M recorded in Q4 2001 ($10.8M special charges, $0.9M COGS); 135 of 275 reductions realized by 2001-11-30. Additional ~$20.9M expected to be recorded in 2002; annualized savings ~$8.0M. Announcement date not specified beyond 'fourth quarter of 2001'. | ||
| 2001-11-30 | restructuring | in_progress | 275 | 2001-10-01 | 2003-05-30 | Global | All segments | USD 12 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Plan adopted in Q4 2001 to streamline operations. Includes facility consolidations, workforce reductions, and joint venture reorganizations. Total plan cost approx $32.6M; $11.7M recorded in FY2001. 135 of 275 positions realized by year-end. Implementation over 18 months. | |
| 2001-11-30 | restructuring | in_progress | 275 | 2001-08-31 | 2003-05-31 | Global (U.S., Canada, United Kingdom) | Consumer, Industrial, Packaging; manufacturing, distribution and administrative functions | USD 12 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Plan adopted in Q4 FY2001 to be implemented over 18 months; total plan cost approximately $32.6M ($25.6M after tax), of which $11.7M ($7.7M after tax) recorded in Q4 FY2001 ($10.8M in special charges, $0.9M in cost of goods sold). Includes work-force reduction of 275 positions; 135 reductions realized as of 2001-11-30. Announcement date approximate (fourth quarter of fiscal 2001); expected completion date approximate (18 months from plan adoption). | |
| 2001-02-28 | acquisition_addition | completed | 2000-08-31 | 2000-08-31 | Continental Europe (France) | Consumer | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | Ducros acquisition completed 2000-08-31; no employee count disclosed. Filing notes Ducros results are included in the quarter and diluted EPS by $0.04. | |||
| 2000-11-30 | restructuring | completed | 300 | 1999-05-01 | 2000-11-30 | Primarily outside the United States (Europe) | Primarily European operations including U.K. facility consolidation | USD 1 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Program approved May 1999; 300 positions eliminated over the life of the program (primarily FY1999). FY2000 activity: $1.1M additional charges recorded, $5.7M utilized, $1.1M remaining accrued at year-end. Filing states restructuring is complete with remaining accrual to be spent in 2001. FY2000-specific headcount impact not separately disclosed. | |
| 2000-11-30 | acquisition_addition | completed | 2000-08-31 | 2000-08-31 | France (with operations in Belgium, Italy, Portugal, Spain) | Consumer segment — spices, herbs, dessert aids | USD 379 (millions) | business_combinations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Acquisition of Ducros S.A. and Sodis S.A.S. from Eridania Beghin-Say for 2.75 billion French francs ($379M). Employee headcount added through acquisition not disclosed. | ||
| 2000-11-30 | restructuring | completed | 300 | 1999-05-01 | 2001-11-30 | Europe | Global Operations | USD 1 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Plan approved May 1999. Elimination of approx 300 positions primarily outside US. $1.1M additional charges recorded in FY2000. Restructuring complete as anticipated with $1.1M accrued and unspent to be expended in 2001. | |
| 2000-08-31 | restructuring | in_progress | 240 | 1999-03-01 | 2000-11-30 | United Kingdom and Europe | Consumer and Industrial (food segments) | USD 22 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Streamlining program announced in Q2 1999 covering workforce reductions, building and equipment disposals, intangible asset write-downs and related expenses; includes consolidation of certain UK facilities and realignment between the UK and other European locations. Approximately 240 positions eliminated as of August 31, 2000; program expected to be completed in 2000. Remaining accrual balance of $3.2 million at August 31, 2000, including $1.6 million severance and personnel costs and $1.6 million other exit costs. Q3 2000 special charges of $0.06 million ($0.04 million after-tax); $0.4 million of accruals utilized in the quarter. Announcement date stated only as second quarter of 1999 (month not disclosed). | |
| 2000-08-31 | restructuring | in_progress | 240 | 1999 | 2000-12-31 | United Kingdom and Europe | Consumer and Industrial (streamlining program) | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | 240 positions is the cumulative count eliminated under the program as of 2000-08-31, not a quarterly figure; FY2000 special charges of $1.0M (nine months) comprise severance, asset write-downs and exit costs, with $3.2M accrual remaining; program announced in fiscal Q2 1999 (exact date not disclosed) and expected to complete in 2000. | |
| 2000-08-31 | acquisition_addition | completed | France (with operations in Portugal and Albania) | Consumer (spices, herbs and dessert aid products; Ducros and Sodis) | business_combinations_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Ducros, S.A. and Sodis, S.A.S. acquired 2000-08-31 for 2.75 billion French Francs (~US$379 million); five manufacturing locations in France, Portugal and Albania; no employee headcount for the acquired businesses is disclosed in the filing. | |||||
| 2000-08-31 | restructuring | in_progress | 240 | 1999-05-01 | 2000-12-31 | Global | Various | USD 0 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Approximately 240 positions eliminated under streamlining program as of Aug 31, 2000. Program announced in Q2 1999. Q3 2000 special charges of $0.06 million related to severance and personnel costs. | |
| 2000-08-31 | acquisition_addition | completed | 2000-08-31 | 2000-08-31 | France, Portugal, Albania | Consumer | USD 379 (millions) | business_combinations_footnote f5-10q / Qwen3.6-27B-Q8_0 | Acquired Ducros and Sodis for approx $379 million. Headquartered in France with manufacturing locations in France, Portugal, and Albania. Employee count not disclosed. | ||
| 2000-05-31 | restructuring | in_progress | 240 | 1999-04-30 | 2000-11-30 | Europe (primarily United Kingdom) and other global operations | Multiple segments; UK facility consolidation, European operations realignment | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Streamlining program announced in 1999 included workforce reductions, building and equipment disposals, and intangible asset write-downs. Approximately 240 positions eliminated as of May 31, 2000. Q2 2000 charge of $0.5 million ($0.3 million after-tax) primarily severance and personnel costs; $1.6 million of prior accruals utilized in the quarter. Company expects to recognize $2.0 million of special charges in total and complete the program in 2000. Remaining accrual balance at May 31, 2000: $3.5 million ($1.9 million severance and personnel costs; $1.6 million other exit costs). | |
| 2000-05-31 | acquisition_addition | announced | 2000-06-28 | 2000-08-31 | France, Belgium, Spain, Italy, Portugal, Poland | Consumer (spices and herbs; dessert aid products) | FRF 3 (billions) | subsequent_events f5-10q / GLM-5.3-flash-fp4-HTML | Agreement in principle to purchase the Ducros business from Eridania Beghin-Say for FFr 2.75 billion in cash; annual sales approximately $250 million with five manufacturing locations in France, Portugal, and Albania. No headcount figures disclosed. Expected to close in summer 2000, subject to regulatory approvals; financed via operating cash flow, existing credit lines, and long-term debt. Share repurchase program suspended due to this pending acquisition. | ||
| 2000-05-31 | restructuring | in_progress | 240 | 1999 | 2000 | Global | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Cumulative positions eliminated under the streamlining program as of May 30/31, 2000; charge shown is the six-months-2000 special charge ($0.5M in Q2 2000). Program announced in Q2 1999 (1999 charges of $19.0M net, including a $7.7M actuarial-method credit); company expects $2.0M of special charges in 2000 and completion of the program during 2000. Remaining accrual balance $3.5M at May 31, 2000. No total workforce figure disclosed, so percent-of-workforce cannot be computed. | ||
| 2000-05-31 | acquisition_addition | completed | 2000 | United States | Consumer | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | Acquisition of a regional line of Hispanic consumer food products (spices, herbs, chili pods) in the U.S. during the first quarter of fiscal 2000; contributed 0.5% to Q2 sales growth. No headcount added disclosed. | ||||
| 2000-05-31 | acquisition_addition | completed | 2000 | United States | Consumer | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | Acquisition of a 50% interest in a company offering fresh herbs for consumer and foodservice markets during the second quarter of fiscal 2000. No headcount added disclosed. | ||||
| 2000-05-31 | acquisition_addition | announced | 2000-06-28 | 2000 | France | Consumer | subsequent_events f5-10q / MiMo-V2.6-Flash-fp8-HTML | Agreement in principle to purchase the Ducros business from Eridania Beghin-Say for FFr 2.75 billion cash; annual sales approx. $250 million, five manufacturing locations in France, Portugal and Albania. Expected to close summer 2000, subject to regulatory approvals. No headcount disclosed; share repurchase program suspended in connection with the pending deal. | |||
| 2000-05-31 | restructuring | in_progress | 240 | 1999-04-01 | 2000-12-31 | Global | Various | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Cumulative 240 positions eliminated as of May 31, 2000 under streamlining program announced in Q2 1999. Q2 2000 charges of $0.5M related to severance and personnel costs. | |
| 2000-05-31 | acquisition_addition | completed | 2000-02-29 | 2000-02-29 | United States | Consumer | MD&A f5-10q / Qwen3.6-27B-Q8_0 | Acquired regional line of Hispanic consumer food products in Q1 2000. Headcount not disclosed. | |||
| 2000-05-31 | acquisition_addition | completed | 2000-05-31 | 2000-05-31 | United States | Consumer/Foodservice | MD&A f5-10q / Qwen3.6-27B-Q8_0 | Acquired 50% interest in company offering fresh herbs in Q2 2000. Headcount not disclosed. | |||
| 2000-05-31 | acquisition_addition | announced | 2000-06-28 | 2000-09-30 | France, Portugal, Albania | Consumer/Industrial | FFr 2,750 (millions) | subsequent_events f5-10q / Qwen3.6-27B-Q8_0 | Agreement in principle to purchase Ducros business for FFr 2.75 billion. Expected completion in summer 2000. Headcount not disclosed. | ||
| 2000-02-29 | restructuring | in_progress | 230 | 2000-11-30 | Europe (primarily U.K.) | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Streamlining program announced in 1999; approximately 230 positions eliminated as of February 29, 2000 (cumulative, not quarterly). Q1 2000 special charges of $0.5 million ($0.4 million after-tax) for other exit costs; $1.6 million of prior accruals utilized, primarily severance and personnel costs. Company expects total of $2.6 million in special charges and program completion in 2000. Remaining accrual balance $4.6 million at quarter-end, including $2.9 million severance and personnel and $1.7 million other exit costs. | |||
| 2000-02-29 | restructuring | in_progress | 230 | 2000-11-30 | Europe (primarily United Kingdom) | Consumer, Industrial, Packaging | USD 1 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining program announced during 1999; ~230 positions eliminated as of 2000-02-29. Q1 2000 charge $0.5M ($0.4M after-tax); $1.6M of prior accruals utilized. Company expects $2.6M total special charges and program completion in fiscal 2000. Remaining accrual balance $4.6M at quarter end. | ||
| 2000-02-29 | acquisition_addition | completed | United States | Consumer | USD 3 (millions) | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | Acquisition of a regional line of Hispanic food products (spices, herbs, chili pods) in the U.S. during Q1 2000; contributed 0.5% to sales growth. No headcount associated with the acquisition was disclosed. | ||||
| 2000-02-29 | restructuring | in_progress | 230 | 1999-01-01 | 2000-12-31 | Europe | Corporate | USD 1 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Cumulative positions eliminated under streamlining program as of Feb 29, 2000. Charges primarily related to other exit costs. | |
| 1999-11-30 | restructuring | in_progress | 300 | 1999-05-01 | 2000-11-30 | Primarily outside United States (Europe) | Consumer and Industrial segments — European operations | USD 27 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Streamlining plan includes closure of Oswaldtwistle UK facility, consolidation of European operations, and realignment between UK and other European locations. Approximately 220 positions eliminated as of Nov 30, 1999. Total program expenses expected to be $29.3M including future costs not yet accrued. Net cash outflows of $7.9M expected, $4.6M incurred in 1999. Expected to generate $6M annual after-tax savings beginning 2000. | |
| 1999-11-30 | restructuring | in_progress | 300 | 1999-05-01 | 2000-11-30 | Europe | Consumer and Industrial | USD 27 (millions) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Approximately 300 positions eliminated, primarily outside the U.S. As of Nov 30, 1999, approx 220 positions eliminated. Includes closure of Oswaldtwistle facility in U.K. and transition of Swiss operations to third-party distributor. Total expected expenses $29.3 million. | |
| 1999-11-30 | restructuring | in_progress | 300 | 1999-05 | 2000 | Europe (primarily United Kingdom) | European operations across consumer and industrial businesses | USD 27 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Approximately 300 positions to be eliminated, primarily outside the U.S.; about 220 positions had been eliminated by 1999-11-30. Program includes closure of the Oswaldtwistle liquid manufacturing facility, European consolidation and global process improvements. Charge of $26.7M ($23.2M after-tax) recorded in 1999; total expected program cost $29.3M, with $1.5M of future expense to be classified in cost of goods sold or SG&A. Net cash outflows of $7.9M expected, $4.6M incurred in 1999; actions expected to generate $6M annual after-tax savings beginning in 2000. | |
| 1999-08-31 | restructuring | in_progress | 300 | 1999-06-07 | 2000-05-31 | Primarily outside the U.S. (Europe: United Kingdom, Finland, Switzerland; plus global system/process improvements) | Manufacturing and administrative functions | USD 29 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Streamlining actions: workforce reductions, facility closures, asset write-downs ($5.2M PP&E, $9.6M intangibles). Q2 1999 charge $22.4M; Q3 1999 charge $3.0M; total expected $29.3M, of which $2.8M future expenses to be classified in COGS or SG&A. Net cash outflows expected $7.9M. Approximately 200 of ~300 positions eliminated as of 1999-08-31. Expected to generate $6M annual after-tax savings beginning 2000. Severance and personnel costs accrued $7.9M with $5.3M remaining at quarter-end. | |
| 1999-08-31 | plant_closure | in_progress | 1999-06-07 | 2000-05-31 | Oswaldtwistle, United Kingdom | Liquid manufacturing operations | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Closure of Oswaldtwistle facility, one of three liquid manufacturing operations in the UK, to be consolidated into remaining facilities; resulted in asset disposals, write-downs and position eliminations. Part of the broader streamlining program announced 1999-06-07; no separate headcount disclosed for this site. | |||
| 1999-08-31 | restructuring | in_progress | 300 | 1999-06-07 | 2000-06-30 | Primarily outside the U.S.; United Kingdom, Europe, and global operations | Manufacturing, selling, administration and distribution | USD 29 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining program presented only as a consolidated total; no per-geography or per-function position counts disclosed. Approximately 200 of the ~300 positions had been eliminated as of 1999-08-31. Includes closure of the Oswaldtwistle liquid manufacturing facility in the U.K., realignment between U.K. and other European locations, and global system/process improvements. Total expected expenses $29.3M, of which $25.4M recorded as special charges through 1999-08-31 (net of a $7.7M one-time actuarial-method credit); $2.8M of future expenses expected to be classified in cost of goods sold or SG&A. Net cash outflows of $7.9M expected; $6M in after-tax annual savings beginning in 2000. | |
| 1999-08-31 | restructuring | in_progress | 300 | 1999-06-07 | 2000-06-30 | Global (primarily outside the U.S., including UK, Finland, Switzerland) | Manufacturing, Administrative, Selling, Distribution | USD 29 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions including workforce reductions, facility closures (Oswaldtwistle, UK), and operational realignments. As of Aug 31, 1999, approx 200 positions eliminated. Total expected cost $29.3M. | |
| 1999-05-31 | restructuring | in_progress | 300 | 1999-06-07 | 2000-05-31 | Primarily Europe (United Kingdom, Finland, Switzerland) plus global operations | Manufacturing and administrative functions | USD 22 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Streamlining actions include workforce reductions, facility closures (Oswaldtwistle, UK), asset write-downs ($5.1M PP&E, $9.4M intangibles), and other exit costs. Total program expenses expected at $29.3 million; net cash outflows of $7.9 million; expected $6 million after-tax annual savings beginning 2000. Approximately 300 positions eliminated, primarily outside the U.S. | |
| 1999-05-31 | restructuring | in_progress | 300 | 1999-06-07 | 2000-06-30 | Primarily outside the United States (United Kingdom, Europe, and global operations) | Manufacturing and administrative functions, primarily European operations | USD 22 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining program recorded in Q2 FY1999 but publicly announced 1999-06-07, after quarter end. Eliminates approximately 300 positions. Includes closure of the Oswaldtwistle liquid manufacturing facility in the UK (one of three UK liquid plants), realignment between UK and other European locations, and write-downs of goodwill from prior Finland and Switzerland acquisitions. Charge recorded in quarter was $22.4M ($19.5M after-tax); total program cost expected to be $29.3M, of which $2.8M will be classified in cost of goods sold or SG&A rather than special charges. Severance and personnel accrual at 1999-05-31 was $5.991M (plus $1.875M other exit costs); net cash outflows required of $7.9M; expected after-tax savings of $6M annually beginning 2000. Program disclosed only as a consolidated total — no per-geography counts or charges given. | |
| 1999-05-31 | other | completed | 1999-06-07 | 1999-05-31 | United States | Pension / actuarial | USD -8 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | One-time special credit of $7.7M ($4.8M after-tax, $0.07 per share) from changing the actuarial method for calculating the market-related value of pension plan assets. No workforce impact; captured because it is netted within the special charges line alongside the restructuring program. | ||
| 1999-05-31 | restructuring | in_progress | 300 | 1999-06-07 | 2000-06-30 | Global, primarily outside the U.S. | Manufacturing and Administrative | USD 22 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Streamlining actions including workforce reductions, facility closures (Oswaldtwistle, UK), and asset write-downs. Total expected expenses $29.3 million. | |
| 1998-11-30 | plant_closure | completed | 1998-11-30 | United States | Packaging Products | USD 2 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Tubed Products plant in New Jersey closed; charges primarily for moving equipment and personnel. Tube manufacturing consolidated into Massachusetts and new Oxnard, California facility. | |||
| 1998-11-30 | plant_closure | completed | 1998-11-30 | Venezuela | Food Products | USD 4 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Manufacturing operations discontinued in Q4 1998; replaced by licensing agreement with Alfonzo Rivas & Cia. Charges include $1.1M severance, $1.8M asset write-down, $0.6M other exit costs. | |||
| 1998-11-30 | restructuring | completed | 1998-11-30 | International | Food Products | USD -3 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Restructuring credit from completion of multi-year restructuring plans; overseas operations realignment resulted in losses less than originally anticipated. | |||
| 1998-11-30 | restructuring | completed | 1998-11-30 | Global | Various | USD 2 (millions) | MD&A f5-10k / Qwen3.6-27B-Q8_0 | Completion of multi-year restructuring plans including overseas realignment and Venezuela operations discontinuation. Net charge of $2.3 million includes $1.1 million for severance and personnel costs. Employee count not explicitly disclosed. | |||
| 1998-11-30 | plant_closure | completed | 1998-11-30 | New Jersey | Packaging | MD&A f5-10k / Qwen3.6-27B-Q8_0 | Closed Tubed Products plant in New Jersey; consolidated manufacturing to Massachusetts and California. Employee count not disclosed. | ||||
| 1998-11-30 | plant_closure | completed | 1998-11-30 | Venezuela | Food Products | USD 4 (millions) | MD&A f5-10k / Qwen3.6-27B-Q8_0 | Discontinued manufacturing operations in Venezuela due to economic uncertainty. Charge of $3.5 million includes $1.1 million for severance and personnel costs. Employee count not disclosed. | |||
| 1998-08-31 | restructuring | in_progress | 1996-06-30 | 1998-11-30 | USD 58 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Plan begun in Q3 1996 with a $58.1 million charge; remaining liability of $2.3 million at August 31, 1998 for severance, personnel and other exit costs; all programs expected complete in 1998. | ||||
| 1998-08-31 | restructuring | in_progress | 1997-06-30 | 1998-11-30 | Food brokerage and distribution; domestic packaging plant | USD 6 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Q3 1997 initiatives to streamline the food brokerage and distribution business and close a domestic packaging plant; includes $2.5 million severance and personnel costs and a $3.2 million asset writedown. | |||
| 1998-08-31 | restructuring | announced | 1998-09-30 | 1998-11-30 | Venezuela | Venezuelan business | subsequent_events f5-10q / GLM-5.3-flash-fp4-HTML | Reorganization initiated September 30, 1998 including sale or closure of various plant operations; financial impact to be recorded in Q4 1998 and expected not to be material. | |||
| 1998-08-31 | restructuring | in_progress | 1997-06-01 | 1998-11-30 | United States | Food brokerage and distribution; packaging | USD 2 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Restructuring liability of $2.3M for severance, personnel costs, and exit costs. No employee count disclosed. Company expects all restructuring programs completed in 1998. | ||
| 1998-08-31 | restructuring | announced | 1998-09-30 | 1998-11-30 | Venezuela | Venezuelan business operations | subsequent_events f5-10q / MiMo-V2.6-Flash-fp8-HTML | Reorganization includes sale or closure of various plant operations; financial impact to be recorded in Q4 1998. No employee count or charge amount disclosed. | |||
| 1998-08-31 | restructuring | in_progress | 1998-09-30 | 1998-12-31 | Venezuela | subsequent_events f5-10q / Qwen3.6-27B-Q8_0 | Reorganization of Venezuelan business initiated Sept 30, 1998, including sale or closure of plant operations. Financial impact to be recorded in Q4 1998. | ||||
| 1998-08-31 | restructuring | completed | 1998-12-31 | Global | USD 2 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Remaining restructuring liability of $2.3 million for severance and personnel costs. Company expects all restructuring programs completed in 1998. | ||||
| 1998-05-31 | restructuring | in_progress | 1997-08-31 | 1998-11-30 | United States and overseas | Food brokerage and distribution business; domestic packaging plant | USD 5,734 (thousands) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | 1997 Q3 reevaluation: plans to streamline food brokerage/distribution business and close a domestic packaging plant; charge included severance/personnel costs of $2,516 thousand and a $3,218 thousand asset writedown to net realizable value. Remaining liability at 1998-05-31: $3,675 thousand severance/personnel and $770 thousand other exit costs. Company expects all restructuring programs completed in 1998. No employee counts disclosed. | ||
| 1998-05-31 | restructuring | in_progress | 1998-12-31 | United States and international operations | Food brokerage and distribution; packaging | USD 679 (thousands) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Six-month 1998 restructuring charges of $679 thousand ($611 thousand in Q2). Remaining liability at 1998-05-31: $3,675 thousand severance/personnel and $770 thousand other exit costs. No employee counts disclosed; company expects all restructuring programs completed in 1998. Prior-quarter initiatives included streamlining the food brokerage/distribution business and closing a domestic packaging plant. | |||
| 1998-05-31 | restructuring | in_progress | 1997-09-30 | 1998-11-30 | Global | Food brokerage and distribution; Packaging | USD 679 (thousands) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Reevaluation of plans initiated in Q3 1997. Includes streamlining food brokerage/distribution and closing a domestic packaging plant. Remaining liability at May 31, 1998 was $3,675k for severance/personnel and $770k for other exit costs. Company expects completion in 1998. | ||
| 1998-02-28 | restructuring | in_progress | 1997-09-01 | 1998-12-31 | Food brokerage and distribution business; domestic packaging plant | USD 5,734 (thousands) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Initiated in Q3 fiscal 1997: streamlining of an overseas food brokerage and distribution business and closure of a domestic packaging plant. Charge includes severance and personnel costs of $2,516 and a $3,218 asset writedown to net realizable value. Restructuring liability at 1998-02-28 was $4,398 for severance and personnel and $841 for other exit costs; all programs expected complete in 1998. No employee counts disclosed. | |||
| 1998-02-28 | restructuring | in_progress | 1996-06-30 | 1998-11-30 | Overseas operations | Unspecified | USD 58,095 (thousands) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Plan began in fiscal Q3 1996; charge reduced net income by $39,582 ($.49/share). Filer states only realignment of some overseas operations remains; no employee counts disclosed. Announcement date is approximate (fiscal Q3 1996). | ||
| 1998-02-28 | restructuring | in_progress | 1998-11-30 | International | Food brokerage and distribution | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Streamlining initiative announced concurrent with the fiscal Q3 1997 restructuring reevaluation; exact announcement date not disclosed. Part of a combined $5,734 restructuring charge (severance/personnel $2,516; asset writedown $3,218) not allocated between initiatives. Follows a failed agreement to divest an overseas food brokerage and distribution business representing 6% of consolidated net sales. | ||||
| 1998-02-28 | plant_closure | in_progress | 1998-11-30 | United States | Packaging | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Closure of a domestic packaging plant announced with the fiscal Q3 1997 restructuring reevaluation; exact announcement date not disclosed. Shares the combined $5,734 restructuring charge with the food brokerage streamlining; no separate charge or headcount disclosed. Restructuring liability at 1998-02-28 was $4,398 severance/personnel plus $841 other exit costs. | ||||
| 1998-02-28 | restructuring | in_progress | 1997-09-30 | 1998-12-31 | Domestic and Overseas | Food brokerage and distribution; Packaging | USD 5,734 (thousands) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Initiated in Q3 1997 to streamline food brokerage/distribution and close domestic packaging plant. Includes $2,516k severance/personnel and $3,218k asset writedown. Remaining liability $5,239k. | ||
| 1997-11-30 | plant_closure | in_progress | 1997-08-01 | 1998-11-30 | United States | Packaging Products | USD 5,734 (thousands) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Freehold, New Jersey packaging plant closure initiated in Q3 1997 as part of restructuring reevaluation; charge includes severance of $2,516K and asset writedown of $3,218K; net cash outflow ~$3,365K; no employee count disclosed | ||
| 1997-11-30 | restructuring | in_progress | 1997-08-01 | 1998-11-30 | International | Food Products — overseas food brokerage and distribution | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Streamlining of overseas food brokerage and distribution business initiated in Q3 1997; bundled with Freehold plant closure in a combined $5,734K charge; no separate employee count disclosed | |||
| 1997-11-30 | restructuring | in_progress | 1997-08-01 | 1998-11-30 | International | Food Products — overseas food brokerage and distribution | USD -9,493 (thousands) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Restructuring credit from reevaluation of 1994 and 1996 plans; agreement to dispose of overseas food brokerage business (6% of consolidated net sales) was not consummated; net restructuring credit for FY1997 was $3,227K ($2,033K after tax); remaining liabilities $4,274K severance + $1,287K other exit costs; ~$1,711K additional charges remain to be expensed | ||
| 1997-11-30 | restructuring | completed | 1997-09-30 | 1997-11-30 | Global | Food Products and Packaging Products | USD -3,227,000 (actual) | Item_1_Business f5-10k / Qwen3.6-27B-Q8_0 | Net restructuring credit of $3.2 million resulting from reevaluation of prior plans and new initiatives to streamline overseas food brokerage and close Freehold, NJ plant. | ||
| 1997-08-31 | restructuring | in_progress | 1996-09-01 | 1998-11-30 | United States, United Kingdom, Switzerland, Egypt | Multiple | USD 58,095 (thousands) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | 1996 plan: closed Brooklyn packaging plant, converted to broker sales force in some US regions, exited non-core lines, closed Swiss plant moving production to UK, sold Minipack and Giza National Dehydration. Remaining liability at 1997-08-31: $5,091 severance/personnel, $1,971 asset disposal, $1,344 other exit costs. Company expects completion in 1998. | ||
| 1997-08-31 | restructuring | completed | 1997-08-01 | Overseas food brokerage and distribution business | USD -9,493 (thousands) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Q3 1997 reevaluation: losses under prior plans less than anticipated and planned disposal of an overseas food brokerage and distribution business (6% of consolidated net sales) was not consummated, producing a pre-tax credit of $9,493. | ||||
| 1997-08-31 | restructuring | announced | 1997-08-01 | 1998-11-30 | United States | Food brokerage and distribution business; domestic packaging plant | USD 5,734 (thousands) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | New initiatives to streamline the food brokerage and distribution business and close a domestic packaging plant. Includes severance and personnel costs of $2,516 and a $3,218 asset writedown to net realizable value; expected net cash outflows approximately $3,365. | ||
| 1997-08-31 | restructuring | in_progress | 1998-11-30 | United States; overseas food brokerage and distribution operations | Food brokerage and distribution; domestic packaging | USD 5,734 (thousands) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Concurrent with a $9,493 credit from reevaluating prior plans, the company initiated streamlining of food brokerage/distribution and closure of a domestic packaging plant. Charge comprises $2,516 severance and personnel plus $3,218 asset write-down; net cash outflow about $3,365. No employee counts disclosed. Net pre-tax restructuring credit of $3,759 for the quarter and nine months. | |||
| 1997-08-31 | plant_closure | completed | Switzerland | Manufacturing | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Manufacturing facility closed during 1997 with production transferred to the U.K. facility. No headcount or facility-specific charge disclosed. | |||||
| 1997-08-31 | divestiture_reduction | completed | Egypt | Dehydration business | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Sale completed under the 1996 restructuring plan; proceeds included in investing activities. No headcount disclosed. | |||||
| 1997-08-31 | divestiture_reduction | completed | England | Packaging (Minipack Systems Limited) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Sale completed under the 1996 restructuring plan. No headcount disclosed. | |||||
| 1997-08-31 | acquisition_addition | completed | Canada | Dry seasoning mixes (French's brand) | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | Purchase of a line of dry seasoning mixes marketed under the French's brand; no headcount or purchase price disclosed in this filing. | |||||
| 1997-08-31 | divestiture_reduction | completed | United States | McCormick & Wild joint venture | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | Joint venture dissolved in Q2 1997 with the business split between partners rather than sold. No headcount disclosed. | |||||
| 1997-08-31 | restructuring | in_progress | 1997-07-01 | 1998-11-30 | United States | Food brokerage and distribution; Packaging | USD 5,734 (thousands) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Initiated plans to streamline food brokerage and distribution business and close a domestic packaging plant. Includes severance/personnel costs of $2,516k and asset writedown of $3,218k. Company expects all restructuring programs completed in 1998. | ||
| 1997-08-31 | restructuring | completed | 1996-07-01 | 1998-11-30 | Global | Various | USD -9,493 (thousands) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Reevaluation of prior restructuring plans resulted in a credit of $9,493k as losses were less than anticipated. Includes non-consummation of agreement to dispose of overseas food brokerage business. | ||
| 1997-05-31 | restructuring | in_progress | 1996-09-01 | 1998-12-31 | United States, Europe, Egypt | USD 58,095 (thousands) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Plan began Q3 fiscal 1996 with $58,095 charge; additional $386 expensed in first half of 1997. Remaining liability $12,626 at 5/31/97. Actions include Brooklyn NY packaging plant closure, shift to broker sales force, exit from non-core product lines, Switzerland plant closure with production moved to UK, and sales of Minipack and Giza National Dehydration. Company expects completion in 1998. | |||
| 1997-05-31 | plant_closure | completed | 1996-09-01 | Brooklyn, New York, United States | Packaging | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Packaging plant closure under 1996 restructuring plan; part of the consolidated $58,095 charge. | ||||
| 1997-05-31 | plant_closure | completed | 1996-09-01 | Switzerland / United Kingdom | Manufacturing | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Swiss manufacturing facility closed and production moved to the U.K. facility under the 1996 restructuring plan. | ||||
| 1997-05-31 | divestiture_reduction | completed | 1996-09-01 | England | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Sale of Minipack Systems Limited of England completed under the 1996 restructuring plan. | |||||
| 1997-05-31 | divestiture_reduction | completed | 1996-09-01 | Egypt | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Sale of Giza National Dehydration Company of Egypt completed under the 1996 restructuring plan. | |||||
| 1997-05-31 | restructuring | in_progress | 1994-12-01 | 1998-12-31 | United Kingdom | USD 70,445 (thousands) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | 1994 restructuring charge of $70,445; remaining liability of $6,139 at 5/31/97, principally for realignment of U.K. operations. All restructuring programs expected complete in 1998. | |||
| 1997-05-31 | acquisition_addition | completed | 1997-01-01 | Canada | U.S. retail / consumer brands | USD 3,315 (thousands) | MD&A f5-10q / GLM-5.3-flash-fp4-HTML | First-quarter 1997 purchase of a line of dry seasoning mixes in Canada to be marketed under the French's brand; no headcount added disclosed. | |||
| 1997-05-31 | restructuring | in_progress | 1996 | 1998 | United States, Switzerland, United Kingdom, Egypt, England | Multiple — packaging, sales force, manufacturing, non-core product lines | USD 58,095 (thousands) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Announced in fiscal Q3 1996. Components include Brooklyn NY packaging plant closure, conversion from direct to broker sales force in certain U.S. regions, exit from minor non-core product lines, closure of Switzerland manufacturing facility with production moved to U.K., sale of Minipack business, and sale of Giza National Dehydration Company of Egypt. Remaining liability at 5/31/97 was $12,626K. No employee headcount affected disclosed. An additional $386K of related costs expensed in H1 FY1997. | ||
| 1997-05-31 | acquisition_addition | completed | 1997 | Canada | Dry seasoning mixes — French's brand | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | Acquisition of a line of dry seasoning mixes in Canada during fiscal Q1 1997, to be marketed under the French's brand. No headcount associated with the acquisition disclosed. | ||||
| 1997-05-31 | divestiture_reduction | completed | 1997 | Egypt, England | Dehydration (Giza National Dehydration Company); Packaging (Minipack Systems Limited) | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | Sales of Giza National Dehydration Company of Egypt and Minipack Systems Limited of England completed during fiscal Q2 1997 under the 1996 restructuring plan. No headcount removed disclosed. | ||||
| 1997-05-31 | other | completed | 1997 | Not specified | McCormick & Wild joint venture | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | McCormick & Wild joint venture dissolved during fiscal Q2 1997; the business was split between the partners. No headcount impact disclosed. | ||||
| 1997-05-31 | restructuring | in_progress | 1996-09-30 | 1998-12-31 | Global | Various (Packaging, Sales, Manufacturing) | USD 386 (thousands) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Continuation of 1996 restructuring plan. Activities include closing Brooklyn NY plant, converting US sales force to brokers, exiting non-core lines, closing Swiss facility, and selling Minipack and Giza National Dehydration. $386k expensed in first half of 1997. | ||
| 1997-05-31 | plant_closure | completed | Switzerland | Manufacturing | MD&A f5-10q / Qwen3.6-27B-Q8_0 | Closed manufacturing facility in Switzerland and moved production to U.K. facility. | |||||
| 1997-05-31 | divestiture_reduction | completed | Egypt | Dehydration | MD&A f5-10q / Qwen3.6-27B-Q8_0 | Completed sale of Giza National Dehydration Company of Egypt. | |||||
| 1997-05-31 | divestiture_reduction | completed | England | Packaging | MD&A f5-10q / Qwen3.6-27B-Q8_0 | Completed sale of Minipack Systems Limited of England. | |||||
| 1997-05-31 | acquisition_addition | completed | Canada | Seasoning Mixes | MD&A f5-10q / Qwen3.6-27B-Q8_0 | Purchased a line of dry seasoning mixes in Canada to be marketed under French's brand. | |||||
| 1997-02-28 | restructuring | in_progress | 1996-07-01 | 1997-11-30 | United States; Egypt | Packaging; Sales; Minipack business; Giza National Dehydration Company | USD 58,095 (thousands) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Plan began Q3 1996 with $58,095 charge; $259 additional costs expensed in Q1 1997; remaining liability $23,308 at 2/28/97. Actions include closing Brooklyn, NY packaging plant, shift to broker sales force in some US regions, sale of Minipack, and post-quarter sale of Giza National Dehydration Company of Egypt. Company plans to complete program in 1997. No employee counts disclosed. | ||
| 1997-02-28 | restructuring | in_progress | 1994-10-01 | 1997-11-30 | United Kingdom | Operations realignment | USD 70,445 (thousands) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Q4 1994 charge of $70,445; remaining liability $8,161 at 2/28/97, principally for realignment of UK operations to be completed in 1997. No employee counts disclosed. | ||
| 1997-02-28 | restructuring | in_progress | 1996 | 1997 | United States; Egypt | Packaging operations; U.S. direct sales force | USD 259 (thousands) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Program began in fiscal Q3 1996; $58,095 thousand total charge recorded in fiscal 1996 (severance $9,983; asset/business write-downs $44,562; other exit costs $3,550), with $259 thousand additional costs expensed in Q1 1997. Remaining liability $23,308 thousand at 1997-02-28. Components disclosed: Brooklyn NY packaging plant closure, conversion from direct to broker sales force in certain U.S. regions, sale of Minipack, and sale of Giza National Dehydration Company of Egypt (completed after quarter end). No employee counts disclosed. | ||
| 1997-02-28 | restructuring | in_progress | 1994 | 1997 | United Kingdom | Operations realignment | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Original charge of $70,445 thousand recorded in fiscal Q4 1994; remaining liability of $8,161 thousand at 1997-02-28 relates principally to realignment of U.K. operations, expected to complete in 1997. No employee counts disclosed. | |||
| 1997-02-28 | acquisition_addition | completed | Canada | Dry seasoning mixes (French's brand) | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | Purchase of a line of dry seasoning mixes in Canada during the quarter; cash outflow for acquisitions of businesses was $3,315 thousand. No headcount added disclosed. | |||||
| 1997-02-28 | other | completed | McCormick & Wild joint venture | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | Company agreed to dissolve the McCormick & Wild joint venture during the quarter; the business was split between the partners. No workforce impact disclosed. | ||||||
| 1997-02-28 | restructuring | in_progress | 1996-09-30 | 1997-12-31 | United States | Sales & Marketing | USD 259 (thousands) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Conversion from direct sales force to broker sales force for certain regions. $259k expensed in Q1 1997. | ||
| 1997-02-28 | plant_closure | completed | 1996-09-30 | Brooklyn, New York | Manufacturing | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Closed Brooklyn, New York packaging plant as part of 1996 restructuring plan. | ||||
| 1997-02-28 | divestiture_reduction | completed | 1996-09-30 | United States | Other | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Sold Minipack business as part of 1996 restructuring plan. | ||||
| 1997-02-28 | divestiture_reduction | completed | 1997-03-01 | Egypt | Manufacturing | subsequent_events f5-10q / Qwen3.6-27B-Q8_0 | Sold Giza National Dehydration Company of Egypt subsequent to Q1 1997. | ||||
| 1997-02-28 | restructuring | in_progress | 1994-10-01 | 1997-12-31 | United Kingdom | Operations | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Realignment of operations in the United Kingdom. Remaining liability $8,161k as of Feb 28, 1997. | |||
| 1996-11-30 | restructuring | in_progress | 1996-06 | 1997 | United States and international operations | Consolidated (Food Products and Packaging Products) | USD 58,095 (thousands) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Charge components: severance and personnel costs $9,983; asset/business write-down $44,562; other exit costs $3,550. Program includes divestiture of small non-core businesses, exit from minor product lines, overseas manufacturing rationalization, and conversion of certain U.S. consumer regions from direct to broker sales force. Employees affected not disclosed; net cash outflows of approximately $12,000 expected. Remaining liability at year-end: $27,421, plus $1,915 of additional costs to be expensed. | ||
| 1996-11-30 | plant_closure | completed | 1996-06 | 1996-11-30 | United States | Packaging Products (Setco, Inc.) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Brooklyn, New York packaging plant closed with production transferred to another U.S. plant; component of the 1996 restructuring program, charge not separately allocated. Closed as of November 30, 1996. | |||
| 1996-11-30 | divestiture_reduction | completed | 1996-08-29 | 1996-08-29 | United States (Gilroy, California) | Food Products (dehydrated vegetable and energy cogeneration businesses) | discontinued_operations_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Gilroy Foods, Inc. sold to ConAgra, Inc. and Gilroy Energy Company, Inc. to Calpine Corporation for $263.3 million total; headcount removed not disclosed. Sale resulted in a $478 pre-tax loss ($291 after tax), reported within discontinued operations. | |||
| 1996-11-30 | divestiture_reduction | completed | 1996-03 | 1996-03 | United States (Ocala, Florida) | Food Products (Cake Mate dessert decorating brand) | Item_1_Business f5-10k / MiMo-V2.6-Flash-fp8-HTML | Cake Mate brand transferred to joint venture Signature Brands, LLC with Pioneer Products, Inc.; business no longer consolidated. Headcount transferred not disclosed. | |||
| 1996-11-30 | divestiture_reduction | announced | 1996-12 | Egypt and United Kingdom | Food Products (Giza National Dehydration Company; Minipack Systems Limited) | subsequent_events f5-10k / MiMo-V2.6-Flash-fp8-HTML | Agreements to sell Giza (Egypt) and Minipack (UK) entered in December 1996, after fiscal year-end; both are components of the 1996 restructuring plan. Headcount not disclosed. | ||||
| 1996-11-30 | restructuring | in_progress | 540 | 1994 | 1997 | United States and United Kingdom | Consolidated (includes foodservice products plant closure and distribution consolidation) | USD 14,911 (thousands) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | 1994 restructuring program: original charge $70,445 recorded in Q4 1994; 540 positions reduced is cumulative through fiscal year-end 1996, not current-year activity. Remaining liability of $14,911 at November 30, 1996 relates principally to U.K. realignment to be completed in early 1997. A foodservice products plant was closed and a consolidated distribution facility completed during fiscal 1996 under this program. | |
| 1996-11-30 | restructuring | in_progress | 1996-06-01 | 1997-11-30 | Global | Multiple | USD 58,095 (thousands) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | June 1996 plan includes divestitures, plant closures, and sales force conversion. Severance costs of $9,983k included. Completion expected in 1997. | ||
| 1996-11-30 | restructuring | in_progress | 540 | 1994-10-01 | 1997-03-31 | Global | Multiple | USD 70,445 (thousands) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | 1994 plan reduced workforce by approx 540 positions. Remaining liability $14,911k for UK realignment to be completed early 1997. | |
| 1996-08-31 | restructuring | in_progress | 1996-08-31 | 1997-08-31 | Global (US and overseas) | Consumer and industrial businesses; divestiture of small non-core businesses and Giza National Dehydration Company (Cairo, Egypt) | USD 58 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Q3 1996 charge of $57.5M: $10.0M severance/personnel, $44.6M writedown of assets and businesses identified for disposal, $2.9M other exit costs. About $2.5M additional charges to be expensed during implementation. Actions expected complete within one year; net cash outflows approximately $12M. Divested businesses represented roughly 5% of consolidated net sales. No employee counts disclosed. Remaining liability at 8/31/96: $6.7M severance, $24.3M disposal of businesses, $2.2M other exit costs. | ||
| 1996-08-31 | plant_closure | in_progress | 1996-08-31 | 1997-08-31 | Brooklyn, NY, United States | Packaging | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Closure of Brooklyn, NY packaging plant as part of the 1996 restructuring plan; headcount impact not disclosed. | |||
| 1996-08-31 | other | in_progress | 1996-08-31 | 1997-08-31 | United States | Consumer business — sales force | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Conversion from a direct sales force to a broker sales force for certain regions in the U.S.; headcount impact not disclosed. | |||
| 1996-08-31 | divestiture_reduction | completed | 1996-08-29 | 1996-08-29 | Gilroy, California, United States | Gilroy Foods, Incorporated (dehydrated onion, garlic, capsicum, vegetable products) and Gilroy Energy Company (cogeneration facility) | USD 1 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Sold substantially all assets of GFI to Conagra, Inc. and GEC to Calpine Corporation for $263 million total; resulted in a $0.5M loss ($0.3M after tax). Headcount transferred not disclosed. | ||
| 1996-08-31 | restructuring | in_progress | 1994-11-30 | 1997-02-28 | United States and United Kingdom | Workforce reduction, plant consolidations/closings, other projects | USD 70 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Q4 1994 charge of $70.4M ($24.4M workforce reduction, $33.5M plant consolidations/closings, $12.6M other). Workforce reduced by approximately 540 positions to date; industrial products plant and foodservice products plant closed; frozen food business sold. Remaining liability $14.7M at 8/31/96. UK operations realignment to be completed in early 1997. | ||
| 1996-08-31 | restructuring | in_progress | United States and international operations | Consumer and industrial businesses; includes divestiture of small non-core businesses and Giza (Egypt) | USD 58 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Plan began in Q3 FY1996; charge reduced net income $39.2M ($.49/share); ~$2.5M additional charges to be expensed during implementation; actions expected complete within one year with ~$12M net cash outflow; no employee count disclosed. Divested businesses represented ~5% of consolidated net sales. | ||||
| 1996-08-31 | plant_closure | in_progress | United States | Packaging (Brooklyn, NY plant) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Component of the 1996 restructuring plan; charge included in the $57.5M consolidated restructuring charge; no separate employee count or charge disclosed for this component. | |||||
| 1996-08-31 | divestiture_reduction | completed | 1996-08-29 | 1996-08-29 | United States | Gilroy Foods (dehydrated vegetable products) and Gilroy Energy (cogeneration) | other f5-10q / MiMo-V2.6-Flash-fp8-HTML | Sold to Conagra and Calpine on 1996-08-29; results reclassified to discontinued operations; no headcount associated with the sale disclosed. | |||
| 1996-08-31 | restructuring | in_progress | 1996-08-31 | 1997-08-31 | Global | Various (Consumer, Overseas Manufacturing, Non-core businesses) | USD 58 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Company began implementation of a restructuring plan in Q3 1996. Charge includes $10.0M severance/personnel, $44.6M asset writedown, $2.9M other exit costs. Actions include divestiture of non-core businesses, closing Brooklyn NY plant, exiting minor product lines, rationalizing overseas facilities, and converting direct sales to broker sales in US consumer business. Expected to be completed within one year. | ||
| 1996-08-31 | restructuring | in_progress | 540 | 1994-10-01 | 1997-01-01 | Global | Various | MD&A f5-10q / Qwen3.6-27B-Q8_0 | Ongoing 1994 restructuring program. As of Aug 31, 1996, company has reduced workforce by approx 540 positions. Includes plant closures, business sales, and administrative consolidations. UK realignment expected to complete in early 1997. | ||
| 1996-05-31 | restructuring | in_progress | 540 | 1994-11-30 | 1997-11-30 | United States; United Kingdom | Multiple | USD 70 (millions) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | 1994 restructuring charge of $70.4M; as of 1996-05-31, $17.4M liability remains. Cumulative workforce reduction of approximately 540 positions; includes closure of an industrial products plant, sale of a frozen food business, and consolidation of administrative activities. A foodservice products plant was closed in Q2 1996 and a consolidated distribution facility completed in Q2 1996; UK operations realignment to occur over balance of 1996, completed in 1997. | |
| 1996-05-31 | restructuring | announced | 1996-06-07 | 1997-06-30 | United States; Egypt; overseas manufacturing locations | Consumer and industrial businesses; non-core product lines | USD 57 (millions) | subsequent_events f5-10q / GLM-5.3-flash-fp4-HTML | Board-approved plan announced June 1996; ~$57M charge to be recorded in Q3 1996, reducing net income by ~$39M ($0.48/share), plus ~$3M ($0.02/share) of additional implementation charges. Components: $10M severance and personnel costs, $45M writedown of assets/businesses to net realizable value, $2M other exit costs. Actions include divestiture of small non-core businesses and Giza National Dehydration Company (Cairo, Egypt), closing the Brooklyn, NY packaging plant, exit from minor non-core product lines, rationalization of certain overseas manufacturing facilities, and conversion from direct to broker sales force in certain U.S. regions. Expected completion within one year; net cash outflows ~$12M. Net sales related to affected actions ~5% of consolidated net sales. | ||
| 1996-05-31 | divestiture_reduction | announced | 1996-05-31 | United States (Gilroy, CA) | Gilroy Foods (garlic and onion dehydration) and Gilroy Energy (cogeneration) | MD&A f5-10q / GLM-5.3-flash-fp4-HTML | Letters of intent signed in Q2 1996 to sell Gilroy Foods to ConAgra, Inc. and Gilroy Energy (120 megawatt cogeneration unit) to Calpine Corporation; subject to Board approvals and definitive agreements. Combined 1995 sales of both businesses were $233 million including sales to McCormick. Headcount affected not disclosed. | ||||
| 1996-05-31 | restructuring | announced | 1996-06-07 | 1997-06-30 | Global (United States, Egypt, and other international locations) | Multiple — consumer and industrial businesses, packaging, international manufacturing, and U.S. field sales | USD 57 (millions) | subsequent_events f5-10q / MiMo-V2.6-Flash-fp8-HTML | Announced via press release dated 1996-06-07 (Form 8-K filed 1996-06-13), after quarter end. Charge of ~$57M reduces net income by ~$39M ($.48/share), plus ~$3M ($.02/share) expensed during implementation. Components: severance $10M, asset/business writedown $45M, other exit costs $2M. Actions include divesting small non-core businesses and Giza National Dehydration (Egypt), closing the Brooklyn NY packaging plant, exiting minor non-core product lines, rationalizing overseas manufacturing, and converting certain U.S. regions from direct to broker sales force. Completion expected within one year; net cash outflows ~$12M; affected net sales ~5% of consolidated net sales. No employee count disclosed. | ||
| 1996-05-31 | restructuring | in_progress | 540 | 1994 | 1997 | United States and United Kingdom | Workforce reduction, plant consolidations, administrative consolidation | USD 70 (millions) | other f5-10q / MiMo-V2.6-Flash-fp8-HTML | Charge recorded in Q4 1994; 540 positions is the cumulative workforce reduction since inception, not a current-quarter figure. Remaining liability $17.4M at 1996-05-31 (work force reduction $0.7M, plant consolidations/closings $16.6M, other $0.1M). Includes a frozen food business sale and administrative consolidations; U.K. realignment to complete in 1997. | |
| 1996-05-31 | plant_closure | completed | 1996-05-31 | United States | Foodservice products manufacturing | other f5-10q / MiMo-V2.6-Flash-fp8-HTML | Foodservice products plant closed during the quarter ended 1996-05-31 under the 1994 restructuring program; production transferred to another facility. No employee count or separate charge disclosed for this closure. A consolidated distribution facility was also completed in the same quarter. | ||||
| 1996-05-31 | restructuring | announced | 1996-06 | 1997-06-30 | Global | Various | USD 57 (millions) | subsequent_events f5-10q / Qwen3.6-27B-Q8_0 | Board approved plan in June 1996. Includes divestitures, plant closure in Brooklyn, NY, and sales force conversion. Expected completion within one year. | ||
| 1996-05-31 | restructuring | in_progress | 540 | 1994-10 | 1997-11-30 | Global | Various | USD 70 (millions) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | 1994 program. Workforce reduced by approx 540 positions. UK realignment to be completed in 1997. | |
| 1996-02-29 | restructuring | in_progress | 540 | 1994-10-31 | 1997-12-31 | United States; United Kingdom | Business operations (workforce reduction, plant consolidations, administrative consolidation) | USD 70,445 (thousands) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Charge recorded in Q4 fiscal 1994. As of 1996-02-29, $19.1 million of the liability remains. About 540 positions eliminated to date; an industrial products plant closed, a frozen food business sold, and administrative activities consolidated. A foodservice plant closure and a consolidated distribution facility are expected in Q2 fiscal 1996; a UK operations realignment will run through 1996 and be completed in 1997. | |
| 1996-02-29 | restructuring | in_progress | 1994-10-31 | Workforce reduction | USD 24,375 (thousands) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Work force reduction component of the Q4 1994 restructuring charge; remaining liability of $852 thousand at 1996-02-29. | ||||
| 1996-02-29 | plant_closure | in_progress | 1994-10-31 | 1996-06-30 | United States | Plant consolidations and closings | USD 33,477 (thousands) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Plant consolidations and closings component of the Q4 1994 restructuring charge; remaining liability of $18.1 million at 1996-02-29. An industrial products plant has been closed; a foodservice products plant closure and a consolidated distribution facility are expected in Q2 fiscal 1996. | ||
| 1996-02-29 | restructuring | in_progress | 1994-10-31 | Other restructuring projects | USD 12,593 (thousands) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Other restructuring projects component of the Q4 1994 charge; remaining liability of $157 thousand at 1996-02-29. | ||||
| 1996-02-29 | divestiture_reduction | announced | 1996-03-15 | United States | Gilroy Foods, Incorporated (garlic and onion dehydration) | MD&A f5-10q / GLM-5.3-flash-fp4-HTML | Letter of intent signed to sell Gilroy Foods to ConAgra, Inc., subject to board approvals, definitive agreement, and Hart-Scott-Rodino compliance. Gilroy Foods had 1995 sales of approximately $200 million including sales to McCormick. Excludes Gilroy Energy Company and the interest in SupHerb Farms. No headcount impact quantified. | ||||
| 1996-02-29 | restructuring | in_progress | 540 | 1994-11-30 | United States and United Kingdom | Consolidated | USD 70,445 (thousands) | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | Charge recorded in fourth quarter of fiscal 1994; exact announcement date not disclosed (fiscal Q4 1994 ended 1994-11-30). The approximately 540 positions figure is cumulative since program inception and spans the plant closures and divestiture recorded separately below — do not sum across records. Remaining liability $19.1M at 1996-02-29. | ||
| 1996-02-29 | plant_closure | completed | 1994-11-30 | United States | Industrial products | USD 33,477 (thousands) | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | Industrial products plant closed as a component of the fiscal 1994 restructuring program; charge shown is the full plant consolidations and closings component of the program, not this plant alone. Affected headcount not disclosed. | |||
| 1996-02-29 | plant_closure | in_progress | 1994-11-30 | 1996-05-31 | United States | Foodservice products | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | Foodservice products plant to be closed in the second quarter of fiscal 1996 with production transferred to another facility; part of the fiscal 1994 restructuring program. Affected headcount not disclosed. | |||
| 1996-02-29 | divestiture_reduction | completed | United States | Frozen food business | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | Frozen food business sold as a component of the restructuring program; sale date and headcount removed not disclosed. | |||||
| 1996-02-29 | restructuring | in_progress | 1997-11-30 | United Kingdom | Operations realignment | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | Realignment of some UK operations to occur over the balance of fiscal 1996 and be completed in 1997; announcement date and affected headcount not disclosed. | ||||
| 1996-02-29 | divestiture_reduction | announced | 1996-03-15 | United States | Gilroy Foods, Incorporated (garlic and onion dehydration) | subsequent_events f5-10q / MiMo-V2.6-Flash-fp8-HTML | Post-quarter letter of intent to sell Gilroy Foods to ConAgra; subject to board approvals, definitive agreement and Hart-Scott-Rodino compliance. Gilroy had 1995 sales of approximately $200M; headcount to be removed not disclosed. Gilroy Energy Company and interest in SupHerb Farms excluded from sale. | ||||
| 1996-02-29 | restructuring | in_progress | 540 | 1994-10-01 | Global | Work force reduction | USD 24,375 (thousands) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Part of Q4 1994 restructuring program; 540 positions reduced. | ||
| 1996-02-29 | plant_closure | completed | 1994-10-01 | Global | Industrial products | USD 33,477 (thousands) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Industrial products plant closed as part of Q4 1994 restructuring. | |||
| 1996-02-29 | plant_closure | announced | 1996-02-29 | 1996-04-30 | Global | Foodservice products | MD&A f5-10q / Qwen3.6-27B-Q8_0 | Foodservice products plant to close in Q2 1996; production transferred to another facility. | |||
| 1996-02-29 | divestiture_reduction | completed | 1994-10-01 | Global | Frozen food business | MD&A f5-10q / Qwen3.6-27B-Q8_0 | Frozen food business sold as part of Q4 1994 restructuring. | ||||
| 1996-02-29 | restructuring | in_progress | 1994-10-01 | 1997-11-30 | United Kingdom | Operations realignment | MD&A f5-10q / Qwen3.6-27B-Q8_0 | Realignment of operations in UK to occur over balance of 1996 and complete in 1997. | |||
| 1995-11-30 | restructuring | in_progress | 540 | 1994-10-01 | Worldwide | Multiple | USD 70 (millions) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Program announced Q4 1994 targeting ~600 positions; 540 reduced through position eliminations and retirements as of 1995-11-30. Charge of $70.4M recorded in fiscal 1994; $18.9M liability remained at fiscal year-end 1995. Cumulative through fiscal year-end. | ||
| 1995-11-30 | plant_closure | completed | 1994-10-01 | 1995-11-30 | United States | Industrial Products | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | One industrial products plant closed during fiscal 1995; production transferred to existing facilities. Headcount not separately disclosed. | |||
| 1995-11-30 | plant_closure | announced | 1994-10-01 | 1996-02-28 | United States | Foodservice | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Foodservice products plant scheduled for closure in early 1996 with production transferred to another facility; part of the fiscal 1994 restructuring program. | |||
| 1995-11-30 | divestiture_reduction | completed | 1994-10-01 | 1995-11-30 | United States | Golden West Foods (frozen foods) | restructuring_footnote f5-10k / MiMo-V2.6-Flash-fp8-HTML | Sale of Golden West Foods, Inc. completed during fiscal 1995 as part of restructuring; headcount removed not separately disclosed. | |||
| 1995-11-30 | divestiture_reduction | completed | 1994-10-01 | 1995-11-30 | United States | Festin Foods | Item_1_Business f5-10k / MiMo-V2.6-Flash-fp8-HTML | Sale of Festin Foods cited as one of two under-performing businesses sold under the restructuring program; headcount not disclosed. | |||
| 1995-11-30 | restructuring | completed | 540 | 1994-10-01 | 1995-11-30 | Worldwide | Various | USD 70,445 (thousands) | restructuring_footnote f5-10k / Qwen3.6-27B-Q8_0 | Program announced in Q4 1994. As of Nov 30, 1995, workforce reduced by approx 540 due to position eliminations and retirements. Includes closing of industrial plant, sale of Golden West Foods, and UK realignment. Total charge recorded in 1994 was $70.4 million. | |
| 1995-11-30 | plant_closure | announced | 1995-11-30 | 1996-03-31 | United States | Foodservice | MD&A f5-10k / Qwen3.6-27B-Q8_0 | Foodservice plant expected to close in early 1996. Production to be transferred to other existing facilities. | |||
| 1995-08-31 | restructuring | in_progress | 600 | 1994-11-30 | Worldwide | Company-wide | USD 70,445 (thousands) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Comprehensive restructuring announced in Q4 FY1994; pre-tax charge $70,445 thousand ($46,295 after tax). Approximately 530 of ~600 positions eliminated through August 31, 1995 via position eliminations and voluntary special retirement program. | ||
| 1995-08-31 | voluntary_separation | in_progress | 1994-11-30 | Worldwide | Company-wide | USD 24,375 (thousands) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Voluntary special retirement program as part of work force reduction; termination benefits of ~$5.4 million paid in first nine months of FY1995; additional employee benefit plan liabilities of ~$18.0 million charged to restructuring liability in 1995. | |||
| 1995-08-31 | plant_closure | in_progress | 1994-11-30 | 1996-03-31 | Hayward, California, United States | McCormick Flavor Group | USD 33,477 (thousands) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Industrial products plant closure underway; production being transferred to other existing facilities. Charge figure is the plant consolidations and closings component shared with Hunt Valley closure. | ||
| 1995-08-31 | plant_closure | in_progress | 1994-11-30 | 1996-03-31 | Hunt Valley, Maryland, United States | Food Service Division | USD 33,477 (thousands) | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Foodservice products plant closure underway; production being transferred to other existing facilities. Charge figure is the plant consolidations and closings component shared with Hayward closure. | ||
| 1995-08-31 | divestiture_reduction | completed | 1994-11-30 | 1995-07-06 | United States | Golden West Foods, Inc. frozen foods subsidiary | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Sale of frozen foods subsidiary completed July 6, 1995 as part of restructuring plan. | |||
| 1995-08-31 | restructuring | in_progress | 1994-11-30 | 1997-11-30 | United Kingdom | U.K. operations | restructuring_footnote f5-10q / GLM-5.3-flash-fp4-HTML | Realignment of certain operating facilities in the U.K. has begun and is expected to be completed in 1997. | |||
| 1995-08-31 | restructuring | in_progress | 530 | 1994 | 1996-03-31 | Worldwide | Company-wide administrative and operations functions | USD 24 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Comprehensive restructuring announced in fiscal Q4 1994 (total pre-tax charge $70.445M, of which the work force reduction component is $24.375M). Plan targeted reduction of about 600 positions worldwide; approximately 530 positions eliminated as of 1995-08-31 through position eliminations and a voluntary special early retirement program. Termination benefits of about $5.4M paid in the nine months, plus about $18.0M of associated retirement benefit plan liabilities charged to the restructuring liability in 1995; severance costs about $0.5M lower than expected due to higher transfer rates. Remaining pre-tax liability for this component at 1995-08-31 was $1.302M. Remainder of the reduction completes as designated production facilities close. | |
| 1995-08-31 | plant_closure | in_progress | 1994 | 1996-03-31 | Hayward, California and Hunt Valley, Maryland, United States | McCormick Flavor Group and Food Service Division | USD 33 (millions) | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Plant consolidations and closings component of the fiscal 1994 restructuring program; production to be absorbed by other existing facilities by end of the first quarter of 1996 (filing does not state whether fiscal or calendar quarter). Expected pre-tax disposal loss reduced by $1.5M in Q1 1995; remaining pre-tax liability at 1995-08-31 was $22.904M, stated as adequate. No separate headcount for the closures disclosed; associated workforce reductions are included in the work force reduction record. | ||
| 1995-08-31 | restructuring | in_progress | 1994 | 1997 | United Kingdom | MD&A f5-10q / MiMo-V2.6-Flash-fp8-HTML | Realignment of certain U.K. operating facilities begun and expected to be completed in 1997; no headcount or separately allocated charge disclosed. | ||||
| 1995-08-31 | divestiture_reduction | completed | 1994 | 1995-07-06 | Golden West Foods, Inc. frozen foods subsidiary | restructuring_footnote f5-10q / MiMo-V2.6-Flash-fp8-HTML | Sale of the frozen food subsidiary completed 1995-07-06 as part of the restructuring program; no headcount associated with the divestiture disclosed. | ||||
| 1995-08-31 | restructuring | in_progress | 530 | 1994-10-01 | 1996-03-31 | Worldwide | Various (Workforce reduction, Plant consolidations, Administrative) | USD 70,445 (thousands) | restructuring_footnote f5-10q / Qwen3.6-27B-Q8_0 | Announced in Q4 1994. As of Aug 31, 1995, 530 positions reduced via eliminations and retirements. Includes closing of Hayward, CA and Hunt Valley, MD plants; sale of Golden West Foods; UK realignment. Total pre-tax charge $70.4M. |