Rayovac 2009 Annual Report Download - page 68

Table of Contents
Index to Financial Statements
Restructuring and Related Charges. See Note 15, Restructuring and Related Charges of Notes to Consolidated Financial Statements, included in this
Annual Report on Form 10−K for additional information regarding our restructuring and related charges.
The following table summarizes all restructuring and related charges we incurred in 2008 and 2007 (in millions):
2008 2007
Costs included in cost of goods sold:
Breitenbach, France facility closure:
Termination benefits $ — $ —
Other associated costs — 0.5
United & Tetra integration:
Termination benefits — 0.2
Other associated costs 0.3 13.0
European initiatives:
Termination benefits (0.8) 7.5
Other associated costs 0.1 0.3
Latin America initiatives:
Termination benefits — 0.7
Other associated costs 0.3 9.8
Global Realignment initiatives:
Termination benefits 0.1 (0.7)
Other associated costs 0.1 —
Ningbo Exit Plan:
Termination benefits 1.2 —
Other associated costs 15.2 —
Total included in cost of goods sold $16.5 $31.3
Costs included in operating expenses:
United & Tetra integration:
Termination benefits $ 2.0 $ 1.1
Other associated costs 0.9 12.8
European initiatives:
Termination benefits — (1.3)
Latin America initiatives:
Termination benefits 0.1 0.4
Global Realignment:
Termination benefits 12.3 48.7
Other associated costs 7.5 5.0
Total included in operating expenses $22.8 $66.7
Total restructuring and related charges $39.3 $98.0
During our fiscal year ended September 30, 2005 (“Fiscal 2005”), we announced the closure of a zinc carbon manufacturing facility in Breitenbach,
France within Global Batteries and Personal Care. We recorded no pretax restructuring and related charges during Fiscal 2008, and approximately $1
million in Fiscal 2007, in connection with this closure. The costs associated with the initiative are complete and totaled approximately $11 million.
In connection with the acquisitions of United and Tetra in Fiscal 2005, we implemented a series of initiatives to optimize the global resources of the
combined companies. These initiatives included: integrating all of United’s home and garden administrative services, sales and customer service functions
into our operations in Madison, Wisconsin; converting all information systems to SAP; consolidating United’s home and garden manufacturing and
distribution locations in North America; rationalizing the North America supply chain; and consolidating administrative, manufacturing and distribution
facilities at our Global Pet Supplies business. In
65