We record restructuring charges associated with management-approved restructuring plans to either reorganize one or more of our business segments, or to remove duplicative headcount and infrastructure associated with our businesses. Restructuring charges can include severance costs to eliminate a specified number of employees, infrastructure charges to vacate facilities and consolidate operations, contract cancellation costs and other costs. Restructuring charges are recorded based upon planned employee termination dates and site closure and consolidation plans. The timing of associated cash payments is dependent upon the type of restructuring charge and can extend over a multi-year period. We record the short-term portion of our restructuring liability in Other Accrued Liabilities and the long-term portion, if any, in Other Long-Term Liabilities in our Consolidated Balance Sheets.

Between May and August 2018, we approved and implemented the initial phases of a multi-year restructuring plan, the 2020 MAP to Growth. The initial phases of our 2020 MAP to Growth affected all of our reportable segments, as well as our corporate/nonoperating segment, and focused on margin improvement by simplifying business processes; reducing inventory categories and rationalizing SKUs; eliminating underperforming businesses; reducing headcount and working capital; and improving operating efficiency. The majority of the activities included in the initial phases of the restructuring activities have been completed.

During the second quarter ended November 30, 2018, we formally announced the final phases of our 2020 MAP to Growth. This multi-year restructuring is expected to increase operational efficiency while maintaining our entrepreneurial growth culture and will

include three additional phases originally expected to be implemented between September 2018 and December 2020. Recently, however, the disruption caused by the outbreak of Covid-19 is expected to delay the finalization of our 2020 MAP to Growth past the original target completion date of December 31, 2020. Our execution of the 2020 MAP to Growth will continue to drive the de-layering and simplification of management and businesses associated with group realignment. We have implemented four center-led functional areas including manufacturing and operations; procurement and supply chain; information technology; and accounting and finance.

Our 2020 MAP to Growth optimizes our manufacturing facilities and will ultimately provide more efficient plant and distribution facilities. Through the balance sheet date, in association with our 2020 MAP to Growth, we have completed, or are in the process of completing, the planned closure of 22 plants and 25 warehouses. We also expect to incur additional severance and benefit costs as part of our planned closure of these facilities.

Throughout the remaining phases of our 2020 MAP to Growth, we will continue to assess and identify areas of improvement and cost savings. As such, the final implementation of the aforementioned phases and total expected costs are subject to change. In addition to the announced plan, we have continued to broaden the scope of our 2020 MAP to Growth, specifically in consolidation of the general and administrative areas, potential outsourcing, as well as additional future plant closures and consolidations, the estimated costs of which have not yet been finalized. The current total expected costs associated with this plan are outlined in the table below and remained flat compared to our prior quarter estimate, reflecting decreases in expected severance and benefit costs of approximately $4.3 million, offset by increases in expected other asset write-offs and facility closure and other related costs of $3.8 million and $0.5 million, respectively.

A summary of the charges recorded in connection with restructuring by reportable segment during is as follows:

	Year Ended		Year Ended		Year Ended		Cumulative Costs		Total Expected
(in thousands)	May 31, 2020		May 31, 2019		May 31, 2018		to Date		Costs
CPG Segment:
Severance and benefit costs (a)	$	6,866	$	9,459	$	1,769	$	18,094	$	22,243
Facility closure and other related costs		1,508		1,924		1,045		4,477		7,140
Other asset write-offs		352		215		1,373		1,940		2,024
Total Charges	$	8,726	$	11,598	$	4,187	$	24,511	$	31,407

PCG Segment:
Severance and benefit costs (b)	$	6,973	$	6,012	$	400	$	13,385	$	17,073
Facility closure and other related costs		1,873		3,474		-		5,347		7,349
Other asset write-offs		248		353		-		601		908
Total Charges	$	9,094	$	9,839	$	400	$	19,333	$	25,330

Consumer Segment:
Severance and benefit costs (c)	$	3,089	$	1,726	$	5,652	$	10,467	$	11,493
Facility closure and other related costs		2,245		1,553		5,139		8,937		10,137
Other asset write-offs		4,094		25		-		4,119		4,119
Total Charges	$	9,428	$	3,304	$	10,791	$	23,523	$	25,749

SPG Segment:
Severance and benefit costs (d)	$	1,592	$	5,338	$	-	$	6,930	$	8,267
Facility closure and other related costs		2,922		1,244		-		4,166		5,649
Other asset write-offs		119		1,003		-		1,122		1,170
Total Charges	$	4,633	$	7,585	$	-	$	12,218	$	15,086

Corporate/Other Segment:
Severance and benefit costs (e)	$	1,227	$	9,984	$	2,136	$	13,347	$	13,347
Total Charges	$	1,227	$	9,984	$	2,136	$	13,347	$	13,347

Consolidated:
Severance and benefit costs	$	19,747	$	32,519	$	9,957	$	62,223	$	72,423
Facility closure and other related costs		8,548		8,195		6,184		22,927		30,275
Other asset write-offs		4,813		1,596		1,373		7,782		8,221
Total Charges	$	33,108	$	42,310	$	17,514	$	92,932	$	110,919

A summary of the activity in the restructuring reserves related to the 2020 MAP to Growth plan is as follows:

(in thousands)	Severance and Benefits Costs			Facility Closure and Other Related Costs			Other Asset Write-Offs			Total
Balance at June 1, 2018	$	9,957		$	6,184		$	1,373		$	17,514
Additions charged to expense		32,519			8,195			1,596			42,310
Cash payments charged against reserve		(31,219	)		(3,019	)		-			(34,238	)
Non-cash charges included above (f)		(6,420	)		(3,503	)		(2,969	)		(12,892	)
Balance at May 31, 2019	$	4,837		$	7,857		$	-		$	12,694
Additions charged to expense		19,747			8,548			4,813			33,108
Cash payments charged against reserve		(17,038	)		(9,239	)		-			(26,277	)
Non-cash charges included above (f)		(189	)		(1,286	)		(4,813	)		(6,288	)
Balance at May 31, 2020	$	7,357		$	5,880		$	-		$	13,237

In connection with our 2020 MAP to Growth, during fiscal 2020, we incurred approximately $16.3 million, $3.2 million, $0.7 million and $0.1 million of inventory-related charges at our Consumer, PCG, CPG and SPG segments, respectively. All of the aforementioned inventory-related charges were the result of the exit of a business or product line and SKU rationalization initiatives in connection with our overall plan of restructuring, and are recorded in cost of sales in our Consolidated Statements of Income.

In connection with our 2020 MAP to Growth, during fiscal 2019, we incurred approximately $1.0 million, $9.0 million and $2.1 million of inventory-related charges at our CPG, PCG and Consumer segments, respectively. The inventory-related charges are partially offset by a favorable adjustment of approximately $0.2 million to the previous write-off at our Consumer segment. All of the aforementioned inventory-related charges were the result of the exit of a business or product line and SKU rationalization initiatives in connection with our overall plan of restructuring, and are recorded in cost of sales in our Consolidated Statements of Income.

In connection with the 2020 MAP to Growth, during fiscal 2018, we incurred approximately $36.5 million of inventory-related charges at our Consumer segment and approximately $1.2 million at our CPG segment, all of which were recorded in cost of sales in our Consolidated Statements of Income. These inventory charges were the result of product line and SKU rationalization that was initiated in the fourth quarter of fiscal 2018 by new leadership within the Consumer segment. Refer to Note A(10) for additional information.