EXIT OR DISPOSAL ACTIVITIES (Tables)

9 Months Ended

Sep. 29, 2013

EXIT OR DISPOSAL ACTIVITIES [Abstract]

Schedule of Exit or Disposal Efforts

	Facility Closures(a)		Administrative Integration (b)		Total
	(In thousands, except positions eliminated)
Earliest implementation date		October 2008		January 2010
Latest expected completion date		September 2014		September 2012
Positions eliminated		2,410		480		2,890
Costs incurred and expected to be incurred:
Employee-related costs	$	2,492	$	864	$	3,356
Asset impairment costs		15,878		37,362		53,240
Inventory valuation costs		344		-		344
Other exit or disposal costs		15,206		4,112		19,318
Total exit or disposal costs	$	33,920	$	42,338	$	76,258
Costs incurred since earliest implementation date:
Employee-related costs	$	2,492	$	864	$	3,356
Asset impairment costs		15,878		37,362		53,240
Inventory valuation costs		344		-		344
Other exit or disposal costs		13,749		4,112		17,861
Total exit or disposal costs	$	32,463	$	42,338	$	74,801

	Thirteen Weeks Ended September 29, 2013						Thirteen Weeks Ended September 23, 2012
	Facility Closures		Administrative Integration		Total		Facility Closures		Administrative Integration		Total
	(In thousands)
Asset impairment costs	$	2,629	$	466	$	3,095	$	-	$	-	$	-
Other exit or disposal costs		563		-		563		805		1,993		2,798
Total exit or disposal costs	$	3,192	$	466	$	3,658	$	805	$	1,993	$	2,798
	Thirty-Nine Weeks Ended September 29, 2013						Thirty-Nine Weeks Ended September 23, 2012
	Facility Closures		Administrative Integration		Total		Facility Closures		Administrative Integration		Total
	(In thousands)
Employee-related costs	$	-	$	-	$	-	$	78	$	-	$	78
Asset impairment costs		2,629		466		3,095		960		382		1,342
Other exit or disposal costs		1,527		-		1,527		2,737		1,993		4,730
Total exit or disposal costs	$	4,156	$	466	$	4,622	$	3,775	$	2,375	$	6,150

(a)

Significant facilities closed included one processing plant in 2008, two processing plants in 2009, two processing plants in the transition period and one processing plant in 2011. The transition period began September 27, 2009 and ended December 27, 2009 and resulted from the Company's change in its fiscal year end from the Saturday nearest September 30 each year to the last Sunday in December of each year.

(b)

Company management implemented certain activities to integrate the administrative functions of the Company into those of JBS USA. These included the closures of administrative offices in Georgia and Texas.

Schedule of Accrued Exit or Disposal Cost Accounts Activity

	Accrued Severance			Accrued Inventory Charges			Total
	(In thousands)
Balance at December 30, 2012	$	-		$	808		$	808
Accruals		-			-			-
Payment /Disposal		-			(808	)		(808	)
Adjustments		-			-			-
Balance at September 29, 2013	$	-		$	-		$	-
Balance at December 25, 2011	$	90		$	793		$	883
Accruals		-			151			151
Payment /Disposal		(155	)		(136	)		(291	)
Adjustments		78			-			78
Balance at September 23, 2012	$	13		$	808		$	821

Schedule of Exit or Disposal Costs

	Thirteen Weeks Ended				Thirty-Nine Weeks Ended
	September 29, 2013		September 23, 2012		September 29, 2013		September 23, 2012
	(In thousands)
Cost of sales	$	-	$	151	$	-	$	229
Administrative restructuring charges		3,658		2,647		4,622		5,921
Total exit or disposal costs	$	3,658	$	2,798	$	4,622	$	6,150

Schedule of Components of Administrative Restructuring Charges

	Thirteen Weeks Ended				Thirty-Nine Weeks Ended
	September 29, 2013		September 23, 2012		September 29, 2013		September 23, 2012
	(In thousands)
Asset impairment costs (Note 6. Property, Plant and        Equipment)	$	3,095	$	-	$	3,095	$	1,342
Loss on egg sales and flock depletion expensed as        incurred		-		-		-		509
Other restructuring costs		563		2,647		1,527		4,070
Total administrative restructuring charges	$	3,658	$	2,647	$	4,622	$	5,921