GCP's Board of Directors approves all major restructuring and repositioning programs. Major restructuring programs may involve reorganizations, the discontinuation of significant product lines, the shutdown of significant facilities, or other major strategic initiatives. From time to time, GCP takes additional restructuring actions, including involuntary employee terminations that are not a part of a major program. Repositioning activities generally represent major strategic or transformational actions to enhance the value and performance of the Company, improve business efficiency or optimize the Company’s footprint.

Repositioning expenses associated with the Plans discussed below, as well as a review of strategic, financial and operational alternatives, are primarily related to consulting, professional services, and other employee-related costs associated with the Company’s organizational realignment and advancing its technology strategy. Due to the scope and complexity of the Company’s repositioning activities, the range of estimated repositioning expenses and capital expenditures could increase or decrease and the timing of incurrence could change.

On February 22, 2019, the Board of Directors approved a business restructuring and repositioning plan (the “2019 Plan”). The 2019 Plan is focused on GCP’s global supply chain strategy, processes and execution, including its manufacturing, purchasing, logistics, and warehousing operations. The plan also addresses GCP’s service delivery model, primarily in North America, to streamline the Company’s pursuit of combined admixture and VERIFI^® opportunities. The program is expected to be completed by December 31, 2020. Please refer to the tables below for financial information pertaining to the 2019 Plan.

On July 31, 2019, the Board approved a business restructuring and repositioning plan to further optimize the design and footprint of the Company's global organization, primarily with respect to its general administration and business support functions, and streamline cross-functional activities (the “2019 Phase 2 Plan”). The 2019 Phase 2 Plan is expected to result in the net reduction of approximately 8%-10% of the Company's workforce. The program is expected to be completed by December 31, 2021. Please refer to the tables below for financial information pertaining to the 2019 Phase 2 Plan.

On February 27, 2019, the Company announced a comprehensive review of strategic alternatives to enhance shareholder value. Over the course of this review, GCP contacted and engaged with both strategic industry players and private equity investors. This process did not result in a transaction that would provide adequate value to the Company's shareholders, and as a result, GCP has determined that it will be pursuing its

standalone strategic and financial plan (the "Strategic Alternatives Plan"). Please refer to the below tables for financial information pertaining to the Strategic Alternatives Plan.


(In millions)	Severance/employee costs	Asset Impairments	Other Associated Costs	Total Restructuring	Repositioning	Total Costs	Capital Expenditures
2019 Plan: ⁽¹⁾
Estimated Total Costs	$2-3	$1	$1-2	$4-6	$11-12	$15-18	$2-3
Cumulative Costs to Date	$0.9	$0.9	$0.3	$2.1	$10.4	$12.5	$1.7
2019 Phase 2 Plan: ⁽²⁾
Estimated Total Costs	$13-16	$—	$3-4	$16-20	$7-8	$23-28	$2
Cumulative Costs to Date	$4.8	$0.3	$—	$5.1	$4.3	$9.4	$0.4

⁽¹⁾As of June 30, 2020, the cumulative restructuring costs incurred under the 2019 Plan since its inception were $2.1 million, of which $1.7 million was related to the SCC segment and $0.4 million was related to the SBM segment.

⁽²⁾As of June 30, 2020, the cumulative restructuring costs recognized under the 2019 Phase 2 Plan since its inception were $5.1 million, of which $3.0 million was attributable to the SCC segment and $2.1 million was attributable to the SBM segment. Estimated total pre-tax costs expected to be incurred in connection with the 2019 Phase 2 Plan decreased by approximately $2 million from the prior estimate due to lower than expected severance costs.

The following tables represent the repositioning expenses incurred and cash payments made under the plans discussed above and other plans during each period:


	Three Months Ended June 30, 2020
(In millions)	2019 Plan		2019 Plan Phase 2		Strategic Alternatives Plan		2018 Plan		2017 Plan		Total
Repositioning Expenses	$	0.2	$	0.7	$	—	$	0.1	$	—	$	1.0
Cash Paid for Repositioning Expenses	1.2		1.3		0.8		—		0.2		3.5
Capital Expenditures	0.5		0.2		—		0.2		0.7		1.6
Cash Paid for Capital Expenditures	0.5		0.1		—		0.3		0.6		1.5


	Six Months Ended June 30, 2020
(In millions)	2019 Plan		2019 Plan Phase 2		Strategic Alternatives Plan		2018 Plan		2017 Plan		Total
Repositioning Expenses	$	1.6	$	1.9	$	—	$	0.1	$	0.1	$	3.7
Cash Paid for Repositioning Expenses	4.5		2.8		1.0		—		0.2		8.5
Capital Expenditures	0.9		0.3		—		0.5		0.9		2.6
Cash Paid for Capital Expenditures	0.8		0.2		—		0.4		1.2		2.6


	Three Months Ended June 30, 2019
(In millions)	2019 Plan		2019 Plan Phase 2		Strategic Alternatives Plan		2018 Plan		2017 Plan		Total
Repositioning Expenses	$	1.3	$	—	$	2.5	$	1.8	$	0.2	$	5.8
Cash Paid for Repositioning Expenses	1.9		—		—		2.6		0.3		4.8
Capital Expenditures	0.2		—		—		—		0.9		1.1
Cash Paid for Capital Expenditures	0.2		—		—		—		1.0		1.2


	Six Months Ended June 30, 2019
(In millions)	2019 Plan		2019 Plan Phase 2		Strategic Alternatives Plan		2018 Plan		2017 Plan		Total
Repositioning Expenses	$	3.3	$	—	$	2.5	$	5.1	$	0.3	$	11.2
Cash Paid for Repositioning Expenses	2.1		—		—		7.7		1.5		11.3
Capital Expenditures	0.3		—		—		—		1.9		2.2
Cash Paid for Capital Expenditures	0.2		—		—		—		1.1		1.3


	As of June 30, 2020
(In millions)	2019 Plan		2019 Plan Phase 2		Strategic Alternatives Plan		2018 Plan		2017 Plan
Cumulative Repositioning Expenses	$	10.4	$	4.3	$	3.1	$	10.7	$	9.7
Cumulative Cash Paid for Repositioning Expenses	10.1		3.8		3.0		10.7		9.6
Cumulative Capital Expenditure	1.7		0.4		—		1.4		13.3
Cumulative Cash Paid for Capital Expenditures	1.4		0.2		—		1.2		12.5

The following restructuring expenses and asset impairment charges were incurred under the plans discussed above and other plans during each period:


	Three Months Ended June 30,						Six Months Ended June 30,
(In millions)	2020		2019		2020		2019
Severance and other employee costs	$	—	$	0.2	$	1.9	$	0.5
Asset impairments	0.2		3.8		1.2		4.0

Other associated costs	0.2		0.5		0.4		0.7
Total restructuring expenses and asset impairments	$	0.4	$	4.5	$	3.5	$	5.2
Less: restructuring expenses and asset impairments reflected in discontinued operations	—		0.1		—		0.2
Total restructuring expenses and asset impairments from continuing operations	$	0.4	$	4.4	$	3.5	$	5.0

GCP incurred restructuring expenses and asset impairment charges related to its two operating segments and Corporate function as follows:


	Three Months Ended June 30,						Six Months Ended June 30,
(In millions)	2020		2019		2020		2019
SCC	$	0.3	$	1.3	$	2.6	$	1.9
SBM	0.1		3.2		0.9		3.2
Corporate	—		(0.1)		—		(0.1)
Total restructuring expenses and asset impairments from continuing operations	$	0.4	$	4.4	$	3.5	$	5.0
Restructuring expenses and asset impairments reflected in discontinued operations	—		0.1		—		0.2
Total restructuring expenses and asset impairments	$	0.4	$	4.5	$	3.5	$	5.2

Restructuring liabilities were $2.8 million and $2.7 million, respectively, as of June 30, 2020 and December 31, 2019. These liabilities are included within “Other current liabilities” in the accompanying unaudited Consolidated Balance Sheets. GCP settled in cash substantially all of the remaining liabilities related to the 2017 Plan during the six months ended June 30, 2020.


	2019 Plan						2019 Phase 2 Plan			2018 Plan				2017 Plan
(In millions)	Severance and other employee costs		Other Costs		Severance and other employee costs			Severance and other employee costs		Other Costs		Severance and other employee costs			Total
Balance, December 31, 2019	$	0.2	$	—	$	0.9		$	1.0	$	0.4	$	0.2		$	2.7

Expense⁽¹⁾	0.2		0.2		1.7			—		—		—			2.1
Payments	(0.1)		—		(0.6)			(0.2)		(0.3)		(0.1)			(1.3)
Impact of foreign currency and other	—		—		—			(0.1)		(0.1)		—			(0.2)
Balance, March 31, 2020	$	0.3	$	0.2	$	2.0		$	0.7	$	—	$	0.1		$	3.3
Expense⁽¹⁾	—		0.1		—			—		0.1		—			0.2
Payments	(0.1)		(0.1)		(0.3)			(0.1)		(0.1)		—			(0.7)

Balance, June 30, 2020	$	0.2	$	0.2	$	1.7		$	0.6	$	—	$	0.1		$	2.8