· Grading GuideProject Management Concepts and Applications Pa.docx

· Grading Guide
Project Management Concepts and Applications Paper Grading
Guide
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All key elements of the paper are covered in a substantive way
including the following:
· A brief description of the student's project, including
identifying the primary goals of the project
· A description of how this project met the definition and
characteristics of a project as defined in Ch. 1 of Project
Management. Why would you consider it a project as opposed
to day-to-day work?
· A description of the organizational structure, based on the
structures discussed in Ch. 2 of Project Management
· An explaination of how this project fits within the
organizational structure and the pros and cons of the
organizational structure in terms of the project outcomes
· A description of the culture of the organization that includes
concepts from Ch. 3 of Project Management
· An explanaition of how the cultural norms affect this project
from a positive or negative perspective

· A suggestion for changes that would reduce the project life
cycle.
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UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 10-K
þ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d)
OF THE SECURITIES EXCHANGE ACT OF 1934
FOR THE FISCAL YEAR ENDED SEPTEMBER 27, 2015
COMMISSION FILE NUMBER 1-9390

Delaware 95-2698708
(State of Incorporation) (I.R.S. Employer Identification No.)
9330 Balboa Avenue, San Diego, CA 92123
(Address of principal executive offices) (Zip Code)
Registrant’s telephone number, including area code (858) 571-
2121
Securities registered pursuant to Section 12(b) of the Act:
Title of each class Name of each exchange on which registered
Common Stock, $0.01 par value The NASDAQ Stock Market
LLC (NASDAQ Global Select Market)
Securities registered pursuant to Section 12(g) of the Act: None
Indicate by check mark whether the registrant is a well-known
seasoned issuer, as defined in Rule 405 of the Securities Act.
Yes þ No ¨
Indicate by check mark if the registrant is not required to file
reports pursuant to Section 13 or 15(d) of the Act.
Yes ¨ No þ
Indicate by check mark if the registrant (1) has filed all reports
required to be filed by Section 13 or 15(d) of the Securities
Exchange Act of 1934 during the preceding 12 months (or
for such shorter period that the registrant was required to file
such reports), and (2) has been subject to such filing
requirements for the past 90 days.
Yes þ No ¨

Indicate by check mark whether the registrant has submitted
electronically and posted on its corporate Website, if any, every
Interactive Data File required to be submitted and posted
pursuant to Rule 405 of Regulations S-T (§232.405 of this
chapter) during the preceding 12 months (or for such shorter
period that the registrant was required to submit and post such
files).
Yes þ No ¨
Indicate by check mark if disclosure of delinquent filers
pursuant to Item 405 of Regulation S-K (§229.405 of this
chapter) is not contained herein, and will not be contained, to
the
best of registrant’s knowledge, in definitive proxy or
information statements incorporated by reference in Part III of
this Form 10-K or any amendment to this Form 10-K. þ
Indicate by check mark whether the registrant is a large
accelerated filer, an accelerated filer, a non-accelerated filer, or
a smaller reporting company. See the definitions of “large
accelerated filer,” “accelerated filer” and “smaller reporting
company” in Rule 12b-2 of the Exchange Act.
Large accelerated filer þ Accelerated filer ¨ Non-
accelerated filer ¨ Smaller reporting company ¨
Indicate by check mark whether the registrant is a shell
company (as defined in Rule 12b-2 of the Exchange Act).
Yes ¨ No þ
The aggregate market value of the common stock held by non-
affiliates of the registrant as of the last business day of the
registrant’s most recently completed second fiscal quarter,
computed by reference to the closing price reported on the
NASDAQ Global Select Market — Composite Transactions as

of April 10, 2015, was approximately $3.5 billion.
Number of shares of common stock, $0.01 par value,
outstanding as of the close of business on November 13, 2015
— 35,793,030.
DOCUMENTS INCORPORATED BY REFERENCE
Portions of the Proxy Statement to be filed with the Securities
and Exchange Commission in connection with the 2016 Annual
Meeting of Stockholders are incorporated by reference
into Part III hereof.
JACK IN THE BOX INC.
TABLE OF CONTENTS
Page
PART I
Item 1. Business 2
Item 1A. Risk Factors 10
Item 1B. Unresolved Staff Comments 15
Item 2. Properties 15
Item 3. Legal Proceedings 16
Item 4. Mine Safety Disclosures 16
PART II
Item 5. Market for Registrant’s Common Equity, Related
Stockholder Matters and Issuer Purchases of Equity Securities
17
Item 6. Selected Financial Data 19

Item 7. Management’s Discussion and Analysis of Financial
Condition and Results of Operations 20
Item 7A. Quantitative and Qualitative Disclosures About Market
Risk 35
Item 8. Financial Statements and Supplementary Data 36
Item 9. Changes in and Disagreements With Accountants on
Accounting and Financial Disclosure 36
Item 9A. Controls and Procedures 36
Item 9B. Other Information 38
PART III
Item 10. Directors, Executive Officers and Corporate
Governance 38
Item 11. Executive Compensation 38
Item 12. Security Ownership of Certain Beneficial Owners and
Management and Related Stockholder Matters 38
Item 13. Certain Relationships and Related Transactions, and
Director Independence 39
Item 14. Principal Accounting Fees and Services 39
PART IV
Item 15. Exhibits, Financial Statement Schedules 39
FORWARD-LOOKING STATEMENTS
From time to time, we make oral and written forward-looking
statements that reflect our current expectations regarding future
results of operations,
economic performance, financial condition and achievements of
Jack in the Box Inc. (the “Company”). A forward-looking
statement is neither a prediction
nor a guarantee of future events or results. In some cases,
forward-looking statements can be identified by words such as
“anticipate,” “assume,” “believe,”
“estimate,” “expect,” “forecast,” “goals,” “guidance,” “intend,”
“plan,” “project,” “may,” “should,” “will,” “would,” and similar

expressions. Certain forward-
looking statements are included in this Form 10-K, principally
in the sections captioned “Business,” “Legal Proceedings,”
“Consolidated Financial
Statements” and “Management’s Discussion and Analysis of
Financial Condition and Results of Operations,” including
statements regarding our strategic
plans and operating strategies. Although we believe that the
expectations reflected in our forward-looking statements are
based on reasonable assumptions,
such expectations and forward-looking statements may prove to
be materially incorrect due to known and unknown risks and
uncertainties.
In some cases, information regarding certain important factors
that could cause our actual results to differ materially from any
forward-looking statement
appears together with such statement. In addition, the factors
described under “Risk Factors” and “Discussion of Critical
Accounting Estimates” in this Form
10-K, as well as other possible factors not listed, could cause
our actual results, economic performance, financial condition or
achievements to differ
materially from those expressed in any forward-looking
statements. As a result, investors should not place undue
reliance on such forward-looking
statements, which speak only as of the date of this report. The
Company is under no obligation to update forward-looking
statements, whether as a result of
new information or otherwise.
1
PART I

ITEM 1. BUSINESS
The Company
Overview. Jack in the Box Inc., based in San Diego, California,
operates and franchises 2,910 Jack in the Box® quick-service
restaurants (“QSRs”) and
Qdoba Mexican Eats® fast-casual restaurants ("Qdoba").
References to the Company throughout this Annual Report on
Form 10-K are made using the first
person notations of “we,” “us” and “our.”
Jack in the Box. The first Jack in the Box restaurant opened in
1951. Jack in the Box is one of the nation’s largest hamburger
chains and, based on number
of restaurants, is the second largest QSR hamburger chain in
eight of our top 10 major markets, which comprise 61% of the
total system. As of the end of our
fiscal year on September 27, 2015, the Jack in the Box system
included 2,249 restaurants in 21 states, and Guam, of which 413
were company-operated and
1,836 were franchise-operated.
Qdoba Mexican Eats. To supplement our core growth and
balance the risk associated with growing solely in the highly
competitive hamburger segment
of the QSR industry, in 2003 we acquired Qdoba Restaurant
Corporation, operator and franchisor of Qdoba Mexican Eats.
Qdoba is the second largest fast-
casual Mexican food brand in the United States. As of
September 27, 2015, the Qdoba system included 661 restaurants
in 47 states, the District of Columbia
and Canada, of which 322 were company-operated and 339 were
franchise-operated.

Strategic Plan. Our long-term strategic plan focuses on
continued growth, increasing average unit volumes, and
improving restaurant profitability and
returns on invested capital.
Through the execution of our refranchising strategy over the
last five years, we have increased franchise ownership of the
Jack in the Box system from
57% at the end of fiscal 2010 to 82% at the end of fiscal 2015.
In fiscal 2015, our Jack in the Box franchisees independently
developed 16 new franchise
restaurants, and we expect the majority of Jack in the Box new
unit growth will be through franchise restaurants.
Through new unit growth, acquisitions of franchised Qdoba
restaurants in select markets, and the refranchising of Jack in
the Box restaurants, Qdoba has
become a more prominent part of our company restaurant
operations. As of the end of fiscal 2015, Qdoba comprised
approximately 44% of our total
company-operated units as compared with approximately 16%
five years ago. We plan to continue to build out the number of
Qdoba company locations at
an accelerated pace over the next several years. Accelerating
the growth of our Qdoba brand by increasing market penetration
is anticipated to generate
heightened brand awareness.
Restaurant Concepts
Jack in the Box. Jack in the Box restaurants offer a broad
selection of distinctive, innovative products including classic
burgers like our Jumbo Jack®, and
innovative new product lines such as our Buttery Jack™. We
also offer tacos, regular and curly fries, specialty sandwiches,
salads and real ice cream shakes.

We allow our guests to customize their meals to their tastes and
order any product when they want it, including breakfast items
any time of day (or night).
The Jack in the Box restaurant chain was the first major
hamburger chain to develop and expand the concept of drive-
thru restaurants. In addition to
drive-thru windows, most of our restaurants have seating
capacities ranging from 20 to 100 persons and are open 18-24
hours a day. Drive-thru sales currently
account for approximately 70% of sales at company-operated
restaurants. The average check in fiscal year 2015 was $7.15 for
company-operated restaurants.
With a presence in only 21 states, we believe Jack in the Box is
a brand with significant growth opportunities. In fiscal 2015, we
continued to expand in
existing markets. We opened two company-operated restaurants
and franchisees opened 16 Jack in the Box restaurants during
the year. In fiscal 2016, we
expect to open approximately 20 new Jack in the Box
restaurants system-wide.
2
The following table summarizes the changes in the number of
company-operated and franchise Jack in the Box restaurants
over the past five years:
Fiscal Year
2015 2014 2013 2012 2011
Company-operated restaurants:
Beginning of period 431 465 547 629 956

New 2 1 6 19 15
Refranchised (21) (37) (78) (97) (332)
Closed (6) (2) (11) (4) (10)
Acquired from franchisees 7 4 1 — —
End of period total 413 431 465 547 629
% of system 18% 19% 21% 24% 28%
Franchise restaurants:
Beginning of period 1,819 1,786 1,703 1,592 1,250
New 16 11 11 18 16
Refranchised 21 37 78 97 332
Closed (13) (11) (5) (4) (6)
Sold to company (7) (4) (1) — —
End of period total 1,836 1,819 1,786 1,703 1,592
% of system 82% 81% 79% 76% 72%
System end of period total 2,249 2,250 2,251 2,250 2,221
Qdoba. Qdoba’s menu features Mexican-themed food items
including burritos, tacos, salads, and quesadillas. Guests can
customize their meals by adding
3-cheese queso, guacamole, and a variety of sauces and salsas
without paying an extra charge. In fiscal 2016, the Qdoba brand
will continue to evolve
through menu innovation, and a new restaurant design,
uniforms, and logo. Our new logo modifies the full name of our
brand from Qdoba Mexican Grill® to
Qdoba Mexican Eats to better reflect the flavors and variety our
menu offers.
Our restaurants also offer a variety of catering options that can
be tailored to feed groups of ten to several hundred. While some
of our restaurants serve

breakfast, the majority generally operate from 10:30 a.m. to
10:00 p.m. and have a seating capacity that ranges from 60 to
80 persons, including outdoor
patio seating at many locations. In fiscal 2015, the average
check for company-operated restaurants was $11.82, which
excludes catering sales.
We believe there is significant opportunity for continued growth
at Qdoba, and currently estimate the long-term growth potential
for Qdoba to be
approximately 2,000 units across the United States. Our
company-operated restaurants are generally located in larger
market areas, while franchise
development is more weighted towards non-traditional sites
(airports, campuses, etc.) or areas where local franchisees can
operate more efficiently. During
fiscal 2015, we opened 17 company-operated restaurants and
franchisees opened 22 Qdoba restaurants, including 11 non-
traditional sites. In fiscal 2016, 50-
60 new Qdoba restaurants are expected to open system-wide, of
which approximately half are expected to be company-operated
locations.
3
The following table summarizes the changes in the number of
company-operated and franchise Qdoba restaurants over the past
five years:
Fiscal Year
2015 2014 2013 2012 2011
Company-operated restaurants:

New 17 16 34 26 25
Refranchised — — (3) — —
Closed (5) (2) (64) (1) —
Acquired from franchisees — — 13 46 32
% of system 49% 49% 48% 50% 42%
Franchise restaurants:
New 22 22 34 32 42
Refranchised — — 3 — —
Closed (11) (13) (16) (13) (9)
Sold to company — — (13) (46) (32)
% of system 51% 51% 52% 50% 58%
System end of period total 661 638 615 627 583
Site Selection and Design
Site selections for all new company-operated Jack in the Box
and Qdoba restaurants are made after an economic analysis and
a review of demographic data
and other information relating to population density, traffic,
competition, restaurant visibility and access, available parking,
surrounding businesses and
opportunities for market penetration. Restaurants developed by
franchisees are built to brand specifications on sites we have
reviewed.
Each of our brands have multiple restaurant models with
different seating capacities to improve our flexibility in
selecting locations for our restaurants.

Management believes that this flexibility enables the Company
to match the restaurant configuration with the specific
economic, demographic, geographic
or physical characteristics of a particular site.
The majority of our Jack in the Box restaurants are constructed
on leased land or on land that we purchased and subsequently
sold, along with the
improvements, in sale and leaseback transactions. Typical costs
to develop a traditional Jack in the Box restaurant, excluding
the land value, range from $1.2
million to $2.0 million. Upon completion of a sale and
leaseback transaction, the Company’s initial cash investment is
reduced to the cost of equipment,
which ranges from approximately $0.3 million to $0.5 million.
The majority of Qdoba restaurants are located in leased spaces
ranging from conventional large-scale retail projects to smaller
neighborhood retail strip
centers as well as non-traditional locations such as airports,
college campuses and food courts. Qdoba restaurant
development costs generally range from $0.5
million to $1.5 million depending on the type, square footage
and geographic region. In fiscal 2015, we began testing new
restaurant design elements as part
of our brand evolution. Each element will be evaluated to
determine the optimum design for new units and remodels of
existing locations.
Franchising Program
Jack in the Box. The Jack in the Box franchise agreement
generally provides for an initial franchise fee of $50,000 per
restaurant for a 20-year term,
royalty payments, and marketing fees at 5% of gross sales.
Royalty rates, typically 5% of gross sales, can range from 1% to

as high as 15% of gross sales, and
some existing agreements provide for variable rates and/or
royalty holidays. We may offer development agreements to
franchisees for construction of one or
more new restaurants over a defined period of time and in a
defined geographic area. Developers are required to pay a fee,
which may be credited against a
portion of the franchise fee due when restaurants open in the
future. Developers may forfeit such fees and lose their rights to
future development if they do not
maintain the required schedule of openings. To stimulate growth
we have offered lower royalty rates to franchisees who opened
restaurants within specified
time frames.
In connection with the sale of a company-operated restaurant,
the restaurant equipment and the right to do business at that
location for a specified term are
sold to the franchisee. The aggregate price is negotiated based
upon the value of the restaurant as
4
a going concern, which depends on various factors, including
the sales and cash flows of the restaurant, as well as its location
and history. In addition, the
land and building are generally leased or subleased to the
franchisee at a negotiated rent, typically equal to the greater of
a minimum base rent or a
percentage of gross sales. The franchisee is usually required to
pay property taxes, insurance and ancillary costs, and is
responsible for maintaining the
restaurant.

Qdoba. The current Qdoba franchise agreement generally
provides for an initial franchise fee of $30,000 per restaurant, a
10-year term with a 10-year
option to extend at a fee of $5,000, royalty payments, and
marketing fees of up to 2% of gross sales. Most franchisees are
also required to spend a minimum of
1% of gross sales on local marketing for their restaurants.
Royalty rates are typically 5% of gross sales. We offer
development agreements to franchisees for
the construction of one or more new restaurants over a defined
period of time and in a defined geographic area for a
development fee, a portion of which may
be credited against franchise fees due for restaurants when they
are opened. If the developer does not maintain the required
schedule of openings, they may
forfeit such fees and lose their rights to future development. We
continue to pursue non-traditional locations both through multi-
location commitments and
single unit franchise agreements. Currently, the non-traditional
franchise agreements we offer provide for a $30,000 initial
franchise fee, and a 6% royalty
rate. To enhance our multi unit non-traditional growth, we may
offer agreements that provide for lower fees.
Restaurant Management and Operations
Jack in the Box and Qdoba restaurants are operated by a
company manager or franchise operator who is directly
responsible for the operations of the
restaurant, including product quality, service, food safety,
cleanliness, inventory, cash control and the conduct and
appearance of employees. We focus on
attracting, selecting, engaging and retaining employees and
franchisees who share our passion for creating long-lasting,
successful restaurants.

At both brands, restaurant managers are supervised by district
managers, who are overseen by directors of operations, who
report to vice presidents of
operations. Under our performance system, vice presidents and
directors are eligible for an annual incentive based on
achievement of goals related to region
level sales, profit, and company-wide performance. District
managers and restaurant managers are eligible for quarterly
incentives based on growth in
restaurant sales and profit and/or certain other operational
performance standards.
Jack in the Box. Company restaurant managers are required to
attend extensive management training classes involving a
combination of classroom
instruction and on-the-job training in specially designated
training restaurants. Restaurant managers and supervisory
personnel train other restaurant
employees in accordance with detailed procedures and
guidelines using training aids available at each location.
Qdoba. The Qdoba Career Map is the core development tool
used to provide employees with detailed education by position,
from entry level to restaurant
manager. Restaurant managers and hourly team members are
certified to train and develop employees through a series of on-
the-job and classroom trainings
that focus on knowledge, skills and behaviors. The Team
Member Progression program within the Career Map tool
recognizes achievement for our cooks and
line servers who showcase excellence in their positions. Team
members must have, or acquire, specific technical and
behavioral skills to reach an
achievement level.
Customer Satisfaction

Company-operated and franchise-operated restaurants devote
significant resources toward ensuring that all of our restaurants
offer quality food and
excellent service. To help us maintain a high level of customer
satisfaction, our Voice of Guest program provides restaurant
managers, district managers, and
franchise operators with ongoing feedback from guests who
complete a short guest satisfaction survey via an invitation
typically provided on the register
receipt. In these surveys, guests rate their satisfaction with key
elements of their restaurant experience, including friendliness,
food quality, cleanliness, speed
of service and order accuracy. In 2015, the Jack in the Box and
Qdoba systems received approximately 2.0 million and 0.2
million guest survey responses,
respectively. Our Guest Relations department also receives
feedback that guests report either by telephone or via our
website, and communicates that
feedback to restaurant managers and franchise operators. We
also collect guest feedback through social media and other
resources.
Food Safety and Quality
Our “farm-to-fork” food safety and quality assurance programs
are designed to maintain high standards for the food products
and food preparation
procedures used by our vendors and in our restaurants. We
maintain product specifications and our Food Safety and
Regulatory Compliance Department
must approve all suppliers of food products to our restaurants.
We manage food safety in our restaurants through a
comprehensive food safety management
program that is based on the Food and Drug Administration
(“FDA”) Food Code and the Hazard Analysis & Critical Control

Points (“HACCP”) system.
HACCP includes employee training, testing, documented
restaurant practices and attention to product safety and quality
at each stage of the food
5
preparation cycle. The U.S. Department of Agriculture, FDA
and the Center for Science in the Public Interest have
recognized our HACCP-based program as a
leader in the industry. In addition, our food safety management
program uses American National Standards Institute certified
food safety training programs to
train our company and franchise restaurant management
employees on food safety practices for our restaurants.
Supply Chain
Historically, we provided purchasing and distribution services
for our company-operated restaurants and most of our franchise-
operated restaurants. Our
remaining franchisees purchased product from approved
suppliers and distributors. In fiscal 2012, all of our company-
operated Qdoba restaurants and
approximately 90% of our Qdoba franchisees began utilizing the
distribution services of a third-party distributor under a long-
term contract, ending February
2017.
In July 2012, all of our Jack in the Box company-operated
restaurants and approximately 90% of our Jack in the Box
franchisees entered into a long-term
contract with another third-party distributor to provide
distribution services to our Jack in the Box restaurants through

August 2022. In the fourth quarter of
fiscal 2012, we completed the transition of services from one
distribution center and our remaining centers were transitioned
by the end of the first quarter of
fiscal 2013. Since June 2015, the remaining 10% of our Jack in
the Box franchisees have utilized the same third-party
distributor under the same long-term
contract agreement.
The primary commodities purchased by our restaurants are beef,
poultry, pork, cheese and produce. We monitor the primary
commodities we purchase in
order to minimize the impact of fluctuations in price and
availability, and we may enter into purchasing contracts and
pricing arrangements when we consider
them advantageous. However, certain commodities remain
subject to price fluctuations. We believe all essential food and
beverage products are available, or
can be made available, upon short notice from alternative
qualified suppliers.
Information Systems
At our shared services corporate support center, we have
centralized financial accounting systems, human resources and
payroll systems, and a
communications and network infrastructure that supports both
Jack in the Box and Qdoba corporate functions. Our restaurant
software allows for daily
polling of sales, inventory and other data from the restaurants
directly. Our company restaurants and traditional site franchise
restaurants use standardized
Windows-based touch screen point-of-sale (“POS”) platforms.
These platforms allow the restaurants to accept cash, credit
cards and our re-loadable gift cards.
Our Qdoba POS system is also enhanced with an integrated

guest loyalty program as well as a takeout and delivery
interface. The takeout and delivery
interface is used to manage online and catering orders which are
distributed to sites via a hosted online ordering website.
We have developed business intelligence systems that provide
visibility to the key metrics in the operation of company and
franchise restaurants. These
systems play an integral role in accumulating and analyzing
market information. Our company restaurants use labor
scheduling systems to assist managers in
managing labor hours based on forecasted sales volumes. We
also have inventory management systems which enable timely
and accurate deliveries of food
and packaging to our restaurants. To support order accuracy and
speed of service, our drive-thru Jack in the Box restaurants use
color order confirmation
screens. We are currently engaged in a comprehensive review of
our restaurant level technologies at Jack in the Box and Qdoba
to identify opportunities to
integrate systems across both of our brands.
Advertising and Promotion
Jack in the Box. At Jack in the Box, we build brand awareness
through our marketing and advertising programs and activities.
These activities are
supported primarily by financial contributions to a marketing
fund from all company and franchise restaurants based on a
percentage of gross sales. Activities
to advertise restaurant products, promote brand awareness and
attract customers include, but are not limited to, system and
regional campaigns on television,
radio and print media, as well as digital and social media.
Qdoba. At Qdoba, the goal of our advertising and marketing

efforts is to build brand awareness and generate traffic, and we
seek to build brand advocates
by delivering a great guest experience in the restaurants. All
restaurants contribute a small percentage of gross sales to a
fund primarily used for production
and development of radio and print media, as well as digital and
social media. Advertising is primarily done at the regional or
local level for both company
and franchise owned and operated restaurants, and is determined
by the local management. Advertising is created at the brand
level and the system operators
can utilize these assets, or tap into our in-house creative
services group to create custom advertising that meets their
particular communication objectives
while adhering to brand standards.
6
Employees
At September 27, 2015, we had approximately 20,700
employees, of whom 19,800 were restaurant employees, 600
were corporate personnel, and 300 were
field management or administrative personnel. Employees are
paid on an hourly basis, except certain restaurant management,
operations and corporate
management, and administrative personnel. We employ both
full- and part-time restaurant employees in order to provide the
flexibility necessary during
peak periods of restaurant operations. We have not experienced
any significant work stoppages, and we support our employees,
including part-time workers,
by offering industry competitive wages and benefits.

Executive Officers
The following table sets forth the name, age, position and years
with the Company of each person who is an executive officer of
Jack in the Box Inc.:
Name Age Positions
Years with the
Company
Leonard A. Comma 46 Chairman of the Board and Chief
Executive Officer 14
Mark H. Blankenship, Ph.D. 54 Executive Vice President,
Chief People, Culture and Corporate Strategy Officer 18
Jerry P. Rebel 58 Executive Vice President and Chief
Financial Officer 12
Phillip H. Rudolph 57 Executive Vice President, Chief Legal
and Risk Officer and Corporate Secretary 8
Frances L. Allen 53 President, Jack in the Box Brand 1
Timothy P. Casey 55 President, Qdoba Restaurant Brand 3
Keith M. Guilbault 52 Senior Vice President and Chief
Marketing Officer 11
Paul D. Melancon 59 Senior Vice President of Finance,
Controller and Treasurer 10
Carol A. DiRaimo 54 Vice President of Investor Relations and
Corporate Communications 7
Dean C. Gordon 53 Vice President of Supply Chain 6
Raymond Pepper 54 Vice President and General Counsel 18
The following sets forth the business experience of each
executive officer for at least the last five years:
Mr. Comma has been Chairman of the Board and Chief
Executive Officer since January 2014. From May 2012 until
October 2014, he served as President,
and from November 2010 through January 2014, as Chief

Operating Officer. Mr. Comma served as Senior Vice President
and Chief Operating Officer from
February 2010 to November 2010, Vice President Operations
Division II from February 2007 to February 2010, Regional
Vice President of the Company’s
Southern California region from May 2006 to February 2007
and Director of Convenience-Store & Fuel Operations for the
Company’s proprietary chain of
Quick Stuff convenience stores from August 2001 to May 2006.
Mr. Comma has 23 years of retail and franchise experience.
Dr. Blankenship has been Executive Vice President, Chief
People, Culture and Corporate Strategy Officer since November
2013. He was previously Senior
Vice President and Chief Administrative Officer from October
2010 to November 2013, Vice President, Human Resources and
Operational Services from
October 2005 to October 2010 and Division Vice President,
Human Resources from October 2001 to September 2005. Dr.
Blankenship has 18 years of
experience with the Company in various human resource and
training positions.
Mr. Rebel has been Executive Vice President and Chief
Financial Officer since October 2005. He was previously Senior
Vice President and Chief
Financial Officer from January 2005 to October 2005 and Vice
President and Controller of the Company from September 2003
to January 2005. Prior to
joining the Company in 2003, Mr. Rebel held senior level
positions with Fleming Companies and CVS Corporation. He
has more than 35 years of corporate
finance experience.
Mr. Rudolph has been Chief Legal and Risk Officer since
October 2014, Executive Vice President since February 2010,

and Corporate Secretary since
November 2007. Before becoming Chief Legal and Risk Officer,
he was General Counsel since November 2007. Prior to joining
the Company, Mr. Rudolph
was Vice President and General Counsel for Ethical Leadership
Group. He was previously a partner in the Washington, D.C.
office of Foley Hoag, LLP, and a
Vice President at McDonald’s Corporation where, among other
roles, he served as U.S. and International General Counsel.
Before joining McDonald’s,
Mr. Rudolph spent 15 years with the law firm of Gibson, Dunn
& Crutcher, LLP, the last six of which he spent as a litigation
partner in the firm’s Washington,
D.C. office. Mr. Rudolph has more than 30 years of legal
experience.
Ms. Allen has served as President of the Jack in the Box brand
since October 2014. She joined the Company with more than 30
years of branding and
marketing experience, including senior leadership roles at such
major organizations as Denny’s, Dunkin’ Brands, Sony Ericsson
Mobile Communications,
PepsiCo and Frito-Lay. From July 2010 to October 2014, Ms.
Allen worked for Denny’s Corp., most recently as its Chief
Brand Officer and, previously, as its
Chief Marketing Officer. From 2007 to 2009, she
7
was Chief Marketing Officer of Dunkin’ Brands, from 2004 to
2007, she was Vice President of Marketing, North America at
Sony Ericsson Mobile
Communications, and from 1998 to 2004, she held several
positions at PepsiCo, most recently as Vice President of

Marketing. Prior to that, Ms. Allen served
at Frito-Lay as Director of International Advertising, and
worked for several advertising agencies.
Mr. Casey has been President of Qdoba since March 2013. From
2010 until March 2013, he served as President and Chief
Executive Officer of MFOC
Holdco, Inc., the parent company of the Mrs. Fields Brand and
TCBY. From 2007 to 2010, Mr. Casey was an executive with
International Coffee & Tea,
which operated and franchised The Coffee Bean & Tea Leaf,
most recently serving as Vice President of Global Brand
Marketing, Product Development and
Operations. As Regional Vice President at Starbucks from 1998
to 2004, Mr. Casey managed more than 500 stores in a 10-state
region. Prior to joining
Starbucks in 1996, Mr. Casey held leadership positions in
marketing and operations with Circle K Corporation and
Southland Corporation. He has more than
30 years experience in the restaurant and retail industries.
Mr. Guilbault has been Senior Vice President and Chief
Marketing Officer since November 2013. He was previously
Vice President of Menu & Innovation
from October 2012 to November 2013, Vice President of
Franchising from October 2010 to October 2012, Division Vice
President of Operations Initiatives
from February 2010 to October 2010 and Division Vice
President of Brand Innovation & Regional Marketing from
February 2006 to February 2010. He
joined the Company in 2004 as a Regional Vice President in
Central California. Including his service with Jack in the Box
Inc., Mr. Guilbault has more than
15 years of experience in management positions with several
companies, including Mobil Oil Corporation, Priceline
WebHouse Club and Freemarkets, Inc.

Mr. Melancon has been Senior Vice President of Finance,
Controller and Treasurer since November 2013. He was
previously Vice President of Finance,
Controller and Treasurer from September 2008 to November
2013 and Vice President and Controller from July 2005 to
September 2008. Before joining the
Company, Mr. Melancon held senior financial positions at
several major companies, including Guess?, Inc., Hyper
Entertainment, Inc. (a subsidiary of Sony
Corporation of America) and Sears, Roebuck and Company. Mr.
Melancon has more than 35 years of experience in accounting
and finance, including 11
years with Price Waterhouse.
Ms. DiRaimo has been Vice President of Investor Relations and
Corporate Communications since July 2008. She previously
spent 14 years at Applebee’s
International, Inc. where she held various positions including
Vice President of Investor Relations from February 2004 to
November 2007. Ms. DiRaimo has
more than 30 years of corporate finance and public accounting
experience, including positions with Gilbert/Robinson
Restaurants, Inc. and Deloitte.
Mr. Gordon has been Vice President of Supply Chain since
October 2012. He was previously Division Vice President of
Purchasing from February 2009 to
October 2012. Prior to joining the Company in February 2009,
Mr. Gordon was Vice President of Supply Chain Management
for Potbelly Sandwich Works
from December 2005 to February 2009, and he held various
positions with Applebee’s International from August 2000 to
December 2005, most recently as
Executive Director of Procurement. Mr. Gordon also held a
number of positions at Prandium, Inc., an operator of multiple

restaurant concepts, from October
1994 to August 2000. Mr. Gordon has over 20 years of Supply
Chain Management experience.
Mr. Pepper has been Vice President and General Counsel since
September 2014. He was previously Vice President, Deputy
General Counsel since
September 2013 and Division Vice President, Deputy General
Counsel from July 2009 to September 2013. Prior to that, Mr.
Pepper held the positions of
Division Vice President, Corporate Counsel from 2003 to 2009
and Director, Corporate Counsel from 1997 to 2003. Before
joining the Company, Mr. Pepper
spent 11 years with the law firm of Miller, Boyko and Bell, both
as an associate and partner. Mr. Pepper has 29 years of legal
experience.
Trademarks and Service Marks
The Jack in the Box, Qdoba Mexican Eats, and Qdoba names are
of material importance to us, and each is a registered trademark
and service mark in the
United State and elsewhere. In addition, we have registered or
applied to register numerous service marks and trade names for
use in our businesses, including
the Jack in the Box logo, Qdoba logos, Qdoba Mexican Grill
mark and various product names and designs.
Seasonality
Restaurant sales and profitability are subject to seasonal
fluctuations because of factors such as vacation and holiday
travel and events, seasonal weather
conditions, and crises, which affect the public’s dining habits.
8

Competition and Markets
The restaurant business is highly competitive and is affected by
local and national economic conditions, including
unemployment levels, population and
socioeconomic trends, traffic patterns, competitive changes in a
geographic area, changes in consumer dining habits and
preferences, and new information
regarding diet, nutrition and health that affect consumer
spending habits. Key elements of competition in the industry
are the quality and innovation in the
food products offered, price and perceived value, quality of
service experience, including technological innovations, speed
of service, personnel, advertising
and other marketing efforts, name identification, restaurant
location, and image and attractiveness of the facilities.
Each Jack in the Box and Qdoba restaurant competes directly
and indirectly with a large number of national and regional
restaurant chains, some of which
have significantly greater financial resources, as well as with
locally-owned and/or independent restaurants in the quick-
service and the fast-casual segments,
and other “food away from home” consumer options including
catering and delivery services. In selling franchises, we
compete with many other restaurant
franchisors, some of whom have substantially greater financial
resources.
Available Information
The Company’s primary website can be found at
www.jackinthebox.com. We make available free of charge at

this website (under the caption “Investors —
SEC Filings”) all of our reports filed or furnished pursuant to
Section 13(a) or 15(d) of the Securities Exchange Act of 1934,
including our Annual Report on
Form 10-K, our Quarterly Reports on Form 10-Q and our
Current Reports on Form 8-K, and amendments to those reports.
These reports are made available on
the website as soon as reasonably practicable after their filing
with, or furnishing to, the Securities and Exchange Commission
(“SEC”). You may read and
copy any materials we file with the SEC at the SEC’s Public
Reference Room at 100 F Street, NE, Washington, DC 20549.
You may obtain information on the
operation of the Public Reference Room by calling the SEC at
1-800-SEC-0330. The SEC also maintains an Internet site that
contains our reports, proxy and
information statements, and other information at www.sec.gov.
Regulation
Each restaurant is subject to regulation by federal agencies, as
well as licensing and regulation by state and local health,
sanitation, safety, fire, zoning,
building, taxing and other agencies and departments.
Restaurants are also subject to rules and regulations imposed by
owners and/or operators of shopping
centers, college campuses, airports, military bases or other
locations in which a restaurant is located. Difficulties or
failures in obtaining and maintaining any
required permits, licenses or approvals, or difficulties in
complying with applicable rules and regulations, could result in
restricted operations, closures of
existing restaurants, delays or cancellations in the opening of
new restaurants, increased cost of operations or the imposition
of fines and other penalties.

We are also subject to federal, state and international laws
regulating the offer and sale of franchises, as well as judicial
and administrative interpretations
of such laws. Such laws impose registration and disclosure
requirements on franchisors in the offer and sale of franchises,
and may also apply substantive
standards to the relationship between franchisor and franchisee,
including limitations on the ability of franchisors to terminate
franchises and alter franchise
arrangements.
We are subject to the federal Fair Labor Standards Act and
various state laws governing such matters as minimum wages,
exempt status classification,
overtime, breaks and other working conditions for company
employees. Many of our food service personnel are paid at rates
based on the federal and state
minimum wage and, accordingly, increases in the minimum
wage increase labor costs for us and our franchisees. Federal
and state laws may also require us to
provide paid and unpaid leave to our employees, or healthcare
or other employee benefits, which could result in significant
additional expense to us. We are
also subject to federal immigration laws requiring compliance
with work authorization documentation and verification
procedures.
We are subject to certain guidelines under the Americans with
Disabilities Act of 1990 and various state codes and regulations,
which require restaurants
to provide full and equal access to persons with physical
disabilities.
We are also subject to various federal, state and local laws
regulating the discharge of materials into the environment. The
cost of complying with these

laws increases the cost of operating existing restaurants and
developing new restaurants. Additional costs relate primarily to
the necessity of obtaining more
land, landscaping, storm drainage control and the cost of more
expensive equipment necessary to decrease the amount of
effluent emitted into the air, ground
and surface waters.
Some of our Qdoba restaurants sell alcoholic beverages, which
require licensing. The regulations governing licensing may
impose requirements on
licensees including minimum age of employees, hours of
operation, and advertising and handling of alcoholic beverages.
The failure of a Qdoba restaurant to
obtain or retain a license could adversely affect the store’s
results of operations.
We have processes in place to monitor compliance with
applicable laws and regulations governing our operations.
9
ITEM 1A. RISK FACTORS
We caution you that our business and operations are subject to a
number of risks and uncertainties. The factors listed below are
important factors that
could cause our actual results to differ materially from our
historical results and from projections in the forward-looking
statements contained in this report, in
our other filings with the SEC, in our news releases and in oral
statements by our representatives. However, other factors that
we do not anticipate or that we
do not consider significant based on currently available

information may also have an adverse effect on our results.
Risks Related to the Food Service Industry. Food service
businesses such as ours may be materially and adversely
affected by changes in consumer
preferences, national and regional economic, political and
socioeconomic conditions, attitudes and changes in consumer
dining habits (whether or not based
on new information regarding diet, nutrition or health), as well
as by the cost of food at home compared to food away from
home, technological innovations,
health-based regulations or other factors. Adverse economic
conditions, such as higher levels of unemployment, lower levels
of consumer confidence and
decreased discretionary spending may reduce restaurant traffic
and sales and impose practical limits on pricing. If adverse or
uncertain economic conditions
persist for an extended period of time, consumers may make
long-lasting changes to their spending behavior. The impact of
these factors may be exacerbated
by the geographic profile of our Jack in the Box brand.
Specifically, nearly 70% of the restaurants in our Jack in the
Box system are located in the states of
California and Texas. Economic conditions, state and local
laws, government regulations, weather conditions or natural
disasters affecting those states may
therefore more greatly impact our results than would similar
occurrences in other locations.
The performance of our business may also be adversely affected
by factors such as:
• seasonal sales fluctuations;
• severe weather and other natural disasters;
• unfavorable trends or developments concerning operating

costs such as inflation, increased costs of food, fuel, utilities,
technology, labor (including
due to legislated minimum wage increases, labor disruptions,
employee relations issues or new administrative interpretations
of regulations
impacting labor costs), insurance, or employee benefits
(including healthcare, workers’ compensation and other
insurance costs and premiums);
• the impact of initiatives by competitors and increased
competition generally;
• lack of customer acceptance of new menu items, service
initiatives or potential price increases necessary to cover higher
input costs;
• customers trading down to lower priced items and/or shifting
to competitive offerings with lower priced products;
• the availability of qualified, experienced management and
hourly employees; and
• failure to anticipate or respond quickly to relevant market
trends or to implement successful advertising and marketing
programs, including
technology-based programs.
In addition, if economic conditions deteriorate or are uncertain
for a prolonged period of time, or if our operating results
decline unexpectedly, we may be
required to record impairment charges, which will negatively
impact our results of operations for the periods in which they
are recorded. Due to the foregoing
or other factors, results for any one quarter are not necessarily
indicative of results to be expected for any other quarter or for a
full fiscal year. These
fluctuations may cause our operating results to be below
expectations of public market analysts and investors, and may

adversely impact our stock price.
Risks Related to Food and Commodity Costs and Availability .
We and our franchisees are subject to volatility in food and
commodity costs and
availability. Accordingly, our profitability depends in part on
our ability to anticipate and react to changes in food costs and
availability. For example, prices
for feed ingredients used to produce beef, pork and chicken
could be adversely affected by changes in worldwide supply or
demand or by regulatory
mandates, leading to higher prices. In recent years, food and
commodity costs increased significantly, out-pacing general
inflation and industry expectations.
Looking forward, we anticipate volatile or uncertain price
conditions to continue.
We seek to manage food and commodity costs, including
through extended fixed price contracts, strong category and
commodity management, and
purchasing fundamentals. However, certain commodities such as
beef and pork, which represent approximately 20% and 6%,
respectively, of our
consolidated commodity spend, do not lend themselves to fixed
price contracts.
We cannot assure you that we will successfully enter into fixed
price contracts on a timely basis or on commercially favorable
pricing terms. In addition,
although we have fixed price contracts for produce, we are
subject to force majeure clauses resulting from weather or acts
of God that may result in temporary
spikes in costs.
Further, we cannot assure you that we or our franchisees will be
able to successfully anticipate and react effectively to changing

food and commodity
costs by adjusting purchasing practices or menu offerings. We
also may not be able to pass along price
10
increases to our customers as a result of adverse economic
conditions, competitive pricing or other factors. Therefore,
variability of food and other
commodity costs could adversely affect our profitability and
results of operations.
A significant number of our Jack in the Box and Qdoba
restaurants are company-operated, so we continue to have
exposure to operating cost issues.
Exposure to these fluctuating costs, including increases in
commodity costs, could negatively impact our margins as well
as franchisee margins and
franchisee financial health.
Risk Related to Our Brands and Reputation. Multi-unit food
service businesses such as ours can be materially and adversely
affected by widespread
negative publicity of any type, particularly regarding food
quality, food safety, nutritional content, safety or public health
issues (such as epidemics or the
prospect of a pandemic), obesity or other health concerns, and
employee relations issues, among other things. Adverse
publicity in these areas could damage
the trust customers place in our brands. The increasingly
widespread use of mobile communications and social media
applications has amplified the speed
and scope of adverse publicity and could hamper our ability to
promptly correct misrepresentations or otherwise respond

effectively to negative publicity.
We have put in place HACCP-based and Food Safety
Management programs to minimize the risk of food safety
issues arising in our restaurants and at our
vendors. Nevertheless, food safety risks cannot be completely
eliminated. Any outbreak of illness attributed to company or
franchised restaurants, or within
the food service industry, or any widespread negative publicity
regarding our brands or the restaurant industry in general could
cause a decline in our
company and our franchisees’ restaurant sales, and could have a
material adverse effect on our financial condition and results of
operations.
In addition, the success of our business strategy depends on the
value and relevance of our brands and reputation, including
implementation and success
of brand strategies. If customers perceive that we and our
franchisees fail to deliver a consistently positive and relevant
experience, our brands could suffer.
This could have an adverse effect on our business. Moreover,
while we devote considerable efforts and resources to protecting
our trademarks and other
intellectual property, if these efforts are not successful, the
value of our brands may be harmed. This could also have a
material adverse effect on our business.
Supply and Distribution Risks. Dependence on frequent
deliveries of fresh produce and other food products subjects
food service businesses such as ours
to the risk that shortages or interruptions in supply could
adversely affect the availability, quality or cost of ingredients
or require us to incur additional costs
to obtain adequate supplies. Deliveries of supplies may be
affected by adverse weather conditions, natural disasters,
distributor or supplier financial or

solvency issues, product recalls, or other issues. Further,
increases in fuel prices could result in increased distribution
costs. In addition, if any of our
distributors, suppliers, vendors or other contractors fail to meet
our quality standards or otherwise do not perform adequately, or
if any one or more of such
entities seeks to terminate its agreement or fails to perform as
anticipated, or if there is any disruption in any of our
distribution or supply relationships or
operations for any reason, our business, financial condition and
results of operations may be materially affected.
Risks Associated with Severe Weather and Natural Disasters .
Food service businesses such as ours can be materially and
adversely affected by severe
weather conditions, such as severe storms, hurricanes, flooding,
prolonged drought or protracted heat or cold waves, and natural
disasters, such as earthquakes
and wild fires, and their aftermath. Any of these can result in:
• lost restaurant sales when consumers stay home or are
physically prevented from reaching the restaurants;
• property damage, loss of product, and resulting lost sales
when locations are forced to close for extended periods of time;
• interruptions in supply when distributors or vendors suffer
damages or transportation is negatively affected; and
• increased costs if agricultural capacity is diminished or if
insurance recoveries do not cover all of our losses.
If systemic or widespread adverse changes in climate or weather
patterns occur, we could experience more of these losses, and
such losses could have a
material adverse effect on our results of operations and
financial condition.

Growth and Development Risks. We intend to grow both Qdoba
and Jack in the Box by developing additional company-owned
restaurants and through
new restaurant development by franchisees, both in existing
markets and in new markets. Development involves substantial
risks, including the risk of:
• the inability to identify suitable franchisees;
• limited availability of financing for the Company and for
franchisees at acceptable rates and terms;
• development costs exceeding budgeted or contracted amounts;
• delays in completion of construction;
• the inability to identify, or the unavailability of suitable sites
at acceptable cost and other leasing or purchase terms;
• developed properties not achieving desired revenue or cash
flow levels once opened;
• the negative impact of a new restaurant upon sales at nearby
existing restaurants;
• the challenge of developing in areas where competitors are
more established or have greater penetration or access to
suitable development sites;
• incurring substantial unrecoverable costs in the event a
development project is abandoned prior to completion;
11
• impairment charges resulting from underperforming
restaurants or decisions to curtail or cease investment in certain
locations or markets;
• in new geographic markets where we have limited or no
existing locations, the inability to successfully expand or
acquire critical market presence

for our brands, acquire name recognition, successfully market
our products or attract new customers;
• unique regulations or challenges applicable to operating in
non-traditional locations, such as airports, college campuses,
military or government
facilities;
• the challenge of identifying, recruiting and training qualified
restaurant management;
• the inability to obtain all required permits;
• changes in laws, regulations and interpretations, including
interpretations of the requirements of the Americans with
Disabilities Act; and
• general economic and business conditions.
Although we manage our growth and development activities to
help reduce such risks, we cannot assure that our present or
future growth and development
activities will perform in accordance with our expectations. Our
inability to expand in accordance with our plans or to manage
the risks associated with our
growth could have a material adverse effect on our results of
operations and financial condition.
Risks Related to Franchisee Financial and Business Operations.
The opening and continued success of franchise restaurants
depends on various factors,
including the demand for our franchises, the selection of
appropriate franchisee candidates, the identification and
availability of suitable sites, and
negotiation of acceptable lease or purchase terms for new
locations, permitting and regulatory compliance, the ability to
meet construction schedules, the
availability of financing, and the financial and other capabilities
of our franchisees and developers. See “Growth and
Development Risks” above. Despite our

due diligence performed during the recruiting process, we
cannot assure you that franchisees and developers planning the
opening of franchise restaurants
will have the business abilities or sufficient access to financial
resources necessary to open the restaurants required by their
agreements, or will prove to be
effective operators and remain aligned with us on operations,
promotional or capital-intensive initiatives.
Our franchisees are contractually obligated to operate their
restaurants in accordance with all applicable laws and
regulations, as well as standards set forth
in our agreements with them. However, franchisees are
independent third parties whom we cannot and do not control. If
franchisees do not successfully
operate restaurants in a manner consistent with applicable laws
and required standards, royalty, and in some cases rent,
payments to us may be adversely
affected. If customers have negative perceptions or experiences
with operational execution, food quality or safety at our
franchised locations, our brands’
image and reputation could be harmed, which in turn could
negatively impact our business and operating results.
With an increase in the proportion of Jack in the Box franchised
restaurants, the percentage of our revenues derived from
royalties and rents at Jack in the
Box franchise restaurants has increased, as has the risk that
earnings could be negatively impacted by defaults in the
payment of royalties and rents. As small
businesses, some of our franchise operators, may be negatively
and disproportionately impacted by strategic initiatives, capital
requirements, inflation, labor
costs, employee relations issues or other causes. In addition,
franchisee business obligations may not be limited to the
operation of Jack in the Box or Qdoba

restaurants, making them subject to business and financial risks
unrelated to the operation of our restaurants. These unrelated
risks could adversely affect a
franchisee’s ability to make payments to us or to make
payments on a timely basis. We cannot assure that franchisees
will successfully participate in our
strategic or marketing initiatives or operate their restaurants in
a manner consistent with our concepts and standards. As
compared to some of our competitors,
our Jack in the Box brand has relatively fewer franchisees who,
on average, operate more restaurants per franchisee. There are
significant risks to our business
if a franchisee, particularly one who operates a large number of
restaurants, encounters financial difficulties or fails to adhere to
our standards and projects an
image inconsistent with our brands.
Risk Relating to Competition, Menu Innovation and Successful
Execution of our Operational Strategies and Initiatives. As part
of our long term business
plan, in addition to growth through development of new
restaurants, we are focused on increasing same-store sales and
average unit volumes. These plans are
subject to a number of risks and uncertainties, including risks
related to competition, menu innovation and the successful
execution of our operational
strategies and initiatives. The restaurant industry is highly
competitive with respect to price, service, location, personnel,
advertising, brand identification
and the type, quality and innovativeness of menu items and new
and differentiated service offerings. There are many well-
established competitors. Each of
our restaurants competes directly and indirectly with a large
number of national and regional restaurant chains, as well as
with locally-owned and/or
independent quick-service restaurants, fast-casual restaurants,

casual dining restaurants, sandwich shops and similar types of
businesses. The trend toward
convergence in grocery, deli and restaurant services has and
may continue to increase the number of our competitors. Such
increased competition could
decrease the demand for our products and negatively affect our
sales and profitability. Some of our competitors have
substantially greater financial,
marketing, operating and other resources than we have, which
may give them a competitive advantage. Certain of our
competitors have introduced a variety
of new products
12
and service offerings and engaged in substantial price
discounting in the past, and may adopt similar strategies in the
future. In an effort to increase same-
store sales, we continue to make improvements to our facilities,
to implement new service and training initiatives, and to
introduce new products and
discontinue other menu items. However, there can be no
assurance that our facility improvements will foster increases in
sales and yield the desired return on
investment, that our service initiatives or our overall strategies
will be successful, that our menu offerings and promotions will
generate sufficient customer
interest or acceptance to increase sales, or that competitive
product offerings, pricing and promotions will not have an
adverse effect upon our margins, sales
results and financial condition. In addition, the success of our
strategy depends on, among other factors, our ability to
motivate restaurant personnel and
franchisees to execute our initiatives and achieve sustained high

service levels.
Advertising and Promotion Risks. Some of our competitors
have greater financial resources, which enable them to purchase
significantly more
advertising, particularly television and radio ads, than we are
able to purchase. Should our competitors increase spending on
advertising and promotion, or
should the cost of advertising increase or our advertising funds
decrease for any reason, including reduced sales or
implementation of reduced spending
strategies, or should our advertising and promotion be less
effective than our competitors, there could be a material adverse
effect on our results of operations
and financial condition. The growing prevalence and importance
of social media platforms and mobile technology also pose
challenges and risks for our
marketing, advertising and promotional strategies. Failure to
effectively use these platforms or technology could cause our
advertising to be less effective
than our competitors. Moreover, improper or damaging use of
social media or mobile technology by our employees,
franchisees, or guests could increase the
Company’s costs, lead to litigation or result in negative
publicity that could also have a materially adverse effect on our
results.
Taxes. Our income tax provision is sensitive to expected
earnings and, as those expectations change, our income tax
provisions may vary from quarter-to-
quarter and year-to-year. In addition, from time to time, we may
take positions for filing our tax returns that differ from the
treatment for financial reporting
purposes. The ultimate outcome of such positions could have an
adverse impact on our effective tax rate.

Risks Related to Reducing Operating Costs. In recent years, we
have identified strategies and taken steps to reduce operating
costs to align with the
increased Jack in the Box franchise ownership and to further
integrate Jack in the Box and Qdoba brand restaurant systems.
These strategies include
outsourcing certain functions, reducing headcount, and
integrating restaurant information systems between our brands.
We continue to evaluate and
implement further cost-saving initiatives. However, the ability
to reduce our operating costs through these initiatives is subject
to risks and uncertainties, and
we cannot assure that these activities, or any other activities
that we may undertake in the future, will achieve the desired
cost savings and efficiencies.
Failure to achieve such desired savings could adversely affect
our results of operations and financial condition.
Risks Related to Loss of Key Personnel. We believe that our
success will depend, in part, on our ability to attract and retain
the services of skilled
personnel, including key executives. The loss of services of any
such personnel could have a material adverse effect on our
business.
Risks Related to Government Regulations, Including
Regulations Increasing Labor Costs. The restaurant industry is
subject to extensive federal, state
and local governmental regulations as described in Item 1 under
“Regulation.” We are subject to rules and regulations including
but not limited to those
related to:
• the preparation, ingredients, labeling, packaging, advertising
and sale of food;
• building and zoning requirements;

• sanitation and safety standards;
• employee healthcare, including the implementation and legal,
regulatory and cost implications of the Affordable Care Act;
• labor and employment, including minimum wage adjustments,
overtime, working conditions, employment eligibility and
documentation, sick
leave, and other employee benefit and fringe benefit
requirements, and changing judicial, administrative or
regulatory interpretations of federal or
state labor laws;
• the registration, offer, sale, termination and renewal of
franchises;
• truth-in-advertising, consumer protection and the security of
information;
• Americans with Disabilities Act;
• payment cards;
• liquor sales; and
• climate change, including the potential impact of greenhouse
gases, water consumption, or a tax on carbon emissions.
The increasing amount and complexity of regulations and their
interpretation may increase the costs to us and our franchisees
of labor and compliance,
and increase our exposure to legal and regulatory claims which,
in turn, could have a material adverse effect on our business.
While we strive to comply with
all applicable existing statutory and administrative rules, we
cannot predict the effect on operations from issuance of
additional requirements in the future.
13

Risks Related to Computer Systems, Information Technology
and Cyber Security . We and our franchisees rely on computer
systems and information
technology to conduct our business. A material failure or
interruption of service or a breach in security of our computer
systems caused by malware or other
attack could cause reduced efficiency in operations, loss or
misappropriation of data, or business interruptions, or could
impact delivery of food to restaurants
or financial functions such as vendor payment or employee
payroll. We have business continuity plans that attempt to
anticipate and mitigate such failures,
but it is possible that significant capital investment could be
required to rectify these problems, or more likely that cash
flows could be impacted, in the
shorter term.
We have instituted controls intended to adhere to payment card
industry data security standards and protect our point of sale
(POS) systems and to limit
third party access for vendors that require access to our
restaurant networks. However, we cannot control every
particular risk, particularly those affecting our
franchise locations which are independent businesses. Our
security architecture is decentralized, such that payment card
information is primarily confined to
the restaurant where the specific transaction took place.
However, a security breach involving our POS, personnel,
franchise operations reporting or other
systems could result in disclosure or theft of confidential
customer or employee or other proprietary data, and potentially
cause loss of consumer confidence
or potential costs, fines and litigation, including costs
associated with reputational damage, consumer fraud or privacy
breach. These risks may be magnified
by the increased use of mobile communications and other new

technologies, and are subject to increased and changing
regulation. The costs of compliance
and risk mitigation planning, including increased investment in
technology or personnel in order to protect valuable business or
consumer information, may
negatively impact our results of operations.
Risks Related to the Failure of Internal Controls. We maintain
a documented system of internal controls, which is reviewed
and monitored by an Internal
Controls Committee and tested by the Company’s full-time
internal audit department. The internal audit department reports
to the Audit Committee of the
Board of Directors. We believe we have a well-designed system
to maintain adequate internal controls on the business; however,
we cannot be certain that
our controls will be adequate in the future or that adequate
controls will be effective in preventing or detecting all error
and all fraud. A control system, no
matter how well designed and operated, can provide only
reasonable, not absolute, assurance that the control system’s
objectives will be met. The design of
any system of controls is based in part on certain assumptions
about the likelihood of future events, and there can be no
assurance that any design will
succeed in achieving its stated goals under all potential future
conditions. If our internal controls are ineffective, we may not
be able to accurately report our
financial results or prevent fraud. Any failures in the
effectiveness of our internal controls could have a material
adverse effect on our operating results or
cause us to fail to meet reporting obligations.
Environmental and Land Risks and Regulations. We own or
lease the real properties on which our Jack in the Box company-
operated restaurants are

located, and either own or lease (and subsequently sublease to
the franchisee) a majority of our Jack in the Box franchised
restaurant sites. We also own or
lease the real properties upon which our company-operated
Qdoba restaurants are located. We have engaged and continue to
engage in real estate
development projects. As is the case with any owner or operator
of real property, we are subject to eminent domain proceedings
that can impact the value of
investments we have made in real property, and we are subject
to other potential liabilities and damages arising out of owning,
operating, leasing or
otherwise having interests in real property. In addition, we are
subject to a variety of federal, state and local governmental
regulations relating to the use,
storage, discharge, emission and disposal of hazardous
materials. Failure to comply with environmental laws could
result in the imposition by governmental
agencies or courts of law of severe penalties or restrictions on
our operations. We are unaware of any significant hazards on
properties we own or have owned,
or operate or have operated. Accordingly, we do not have
environmental liability insurance for our restaurants, nor do we
maintain a reserve to cover such
events. In the event of the determination of contamination on
such properties, the Company, as owner or operator, could be
held liable for severe penalties
and costs of remediation, and this could result in material
liability.
Risks Related to Leverage. As of September 27, 2015, the
Company has a credit facility comprised of a $900.0 million
revolving credit agreement and a
$300.0 million term loan. We may also request the issuance of
up to $75.0 million in letters of credit, the outstanding amount
of which reduces our net

borrowing capacity under the agreement. For additional
information related to our credit facility, refer to Note 7,
Indebtedness, of the notes to the
consolidated financial statements. Increased leverage resulting
from borrowings under our credit facility could have certain
material adverse effects on the
Company, including but not limited to the following:
• our ability to obtain additional financing in the future for
acquisitions, working capital, capital expenditures and general
corporate or other purposes
could be impaired, or any such financing may not be available
on terms favorable to us;
• a substantial portion of our cash flows could be required for
debt service and, as a result, might not be available for our
operations or other purposes;
• any substantial decrease in net operating cash flows or any
substantial increase in expenses could make it difficult for us to
meet our debt service
requirements or could force us to modify our operations or sell
assets;
• our ability to operate our business and our ability to
repurchase stock or pay cash dividends to our stockholders may
be restricted by the financial
and other covenants set forth in the credit facility;
14
• our ability to withstand competitive pressures may be
decreased; and

• our level of indebtedness may make us more vulnerable to
economic downturns and reduce our flexibility in responding to
changing business,
regulatory and economic conditions.
Our ability to repay expected borrowings under our credit
facility and to meet our other debt or contractual obligations
(including compliance with
applicable financial covenants) will depend upon our future
performance and our cash flows from operations, both of which
are subject to prevailing
economic conditions and financial, business and other known
and unknown risks and uncertainties, certain of which are
beyond our control. In addition, to
the extent that banks in our revolving credit facility become
insolvent, our ability to borrow to the full level of our facility
could be limited.
Risks of Market Volatility . Many factors affect the trading
price of our stock, including factors over which we have no
control, such as reports on the
economy or the price of commodities, as well as negative or
positive announcements by competitors, regardless of whether
the report relates directly to our
business. In addition to investor expectations about our
prospects, trading activity in our stock can reflect the portfolio
strategies and investment allocation
changes of institutional holders and non-operating initiatives
such as a share repurchase program. Any failure to meet market
expectations whether for sales,
growth rates, refranchising goals, earnings per share or other
metrics could cause our share price to drop.
Risks of Changes in Accounting Policies and Assumptions.
Changes in accounting standards, policies or related

interpretations by accountants or
regulatory entities may negatively impact our results. Many
accounting standards require management to make subjective
assumptions and estimates, such as
those required for long-lived assets, retirement benefits, self-
insurance, restaurant closing costs, share-based compensation,
goodwill and other intangibles,
legal accruals, and income taxes. Changes in those underlying
assumptions and estimates could significantly change our
results.
Litigation. We are subject to complaints or litigation brought
by former, current or prospective employees, customers,
franchisees, vendors, landlords,
shareholders or others. We assess contingencies to determine
the degree of probability and range of possible loss for potential
accrual in our financial
statements. An estimated loss contingency is accrued if it is
probable that a liability has been incurred and the amount of
loss can be reasonably estimated.
Because lawsuits are inherently unpredictable and unfavorable
resolutions could occur, assessing contingencies is highly
subjective and requires judgments
about future events. We regularly review contingencies to
determine the adequacy of the accruals and related disclosures.
However, the amount of ultimate
loss may differ from these estimates. A judgment that is not
covered by insurance or that is significantly in excess of our
insurance coverage for any claims
could materially adversely affect our financial condition or
results of operations. In addition, regardless of whether any
claims against us are valid or whether
we are found to be liable, claims may be expensive to defend,
and may divert management’s attention away from operations
and hurt our performance.
Further, adverse publicity resulting from claims may harm our

business or that of our franchisees.
ITEM 1B. UNRESOLVED STAFF COMMENTS
None.
ITEM 2. PROPERTIES
The following table sets forth information regarding our
operating Jack in the Box and Qdoba restaurant properties as of
September 27, 2015:
Company-
Operated Franchise Total
Company-owned restaurant buildings:
On company-owned land 41 184 225
On leased land 134 505 639
Subtotal 175 689 864
Company-leased restaurant buildings on leased land 560 929
1,489
Franchise directly-owned or directly-leased restaurant buildings
— 557 557
Total restaurant buildings 735 2,175 2,910
15
Our restaurant leases generally provide for fixed rental
payments (with cost-of-living index adjustments) plus real
estate taxes, insurance and other
expenses. In addition, approximately 15% of our leases provide

for contingent rental payments between 1% and 15% of the
restaurant’s gross sales once
certain thresholds are met. We have generally been able to
renew our restaurant leases as they expire at then-current
market rates. The remaining terms of
ground leases range from approximately one year to 53 years,
including optional renewal periods. The remaining lease terms
of our other leases range from
approximately one year to 42 years, including optional renewal
periods. At September 27, 2015, our restaurant leases had initial
terms expiring as follows:
Number of Restaurants
Fiscal Year
Ground
Leases
Land and
Building
Leases
2016 – 2020 261 717
2021 – 2025 226 564
2026 – 2030 133 142
2031 and later 19 66
Our principal executive offices are located in San Diego,
California in an owned facility of approximately 150,000 square
feet. We also own our 70,000
square foot Jack in the Box Innovation Center and
approximately four acres of undeveloped land directly adjacent
to it. Qdoba’s Corporate Support Center is
located in a leased facility in Lakewood, Colorado. We believe
our principal executive offices, innovation center, and corporate
support center facilities are

suitable and adequate for our present purposes.
ITEM 3. LEGAL PROCEEDINGS
See Note 16, Commitments, Contingencies and Legal Matters,
of the notes to the consolidated financial statements for a
discussion of our legal
proceedings.
ITEM 4. MINE SAFETY DISCLOSURES
Not applicable.
16
PART II
ITEM 5. MARKET FOR REGISTRANT’S COMMON EQUITY,
RELATED STOCKHOLDER MATTERS AND ISSUER
PURCHASES OF EQUITY
SECURITIES
Market Information. Our common stock is traded on the Nasdaq
Global Select Market under the symbol “JACK.” The following
table sets forth the high
and low sales prices for our common stock during the fiscal
quarters indicated, as reported on the NASDAQ — Composite
Transactions:
12 Weeks Ended
16 Weeks
Ended

September 27,
2015
July 5,
2015
April 12,
2015
January 18,
2015
High $ 98.26 $ 96.40 $ 99.99 $ 87.50
Low $ 63.94 $ 85.30 $ 81.56 $ 63.84
12 Weeks Ended
16 Weeks
Ended
September 28,
2014
July 6,
2014
April 13,
2014
January 19,
2014
High $ 65.87 $ 61.39 $ 62.90 $ 51.26
Low $ 55.14 $ 52.41 $ 48.82 $ 38.53

Dividends. During the third quarter of fiscal 2014, the Board of
Directors approved the initiation of a regular quarterly cash
dividend. In fiscal 2015, the
Board of Directors declared two cash dividends of $0.20 per
share each, and two cash dividends of $0.30 per share each. In
fiscal 2014, we declared two cash
dividends of $0.20 per share each. Our dividend is subject to the
discretion and approval of our Board of Directors and our
compliance with applicable law,
and depending on, among other things, our results of operations,
financial condition, level of indebtedness, capital requirements,
contractual restrictions,
restrictions in our credit agreement and other factors that our
Board of Directors may deem relevant.
Stock Repurchases. The following table summarizes shares
repurchased during the quarter ended September 27, 2015. The
average price paid per share in
column (b) below does not include the cost of brokerage fees:
(a)
Total Number
of Shares
Purchased
(b)
Average
Price Paid
Per Share
(c)
Total Number of

Shares Purchased as
Part of Publicly
Announced Programs
(d)
Maximum Dollar Value
That May Yet Be
Purchased Under These
Programs
$ 65,521,071
July 6, 2015 - August 2, 2015 — $ — — $ 65,521,071
August 3, 2015 - August 30, 2015 776,207 $ 82.26 776,207 $
1,648,729
August 31, 2015 - September 27, 2015 20,400 $ 79.55 20,400
$ 25,468
Total 796,607 $ 82.19 796,607
Stockholders. As of November 13, 2015, there were 573
stockholders of record.
17
Securities Authorized for Issuance Under Equity Compensation
Plans. The following table summarizes the equity compensation
plans under which
Company common stock may be issued as of September 27,
2015. Stockholders of the Company have approved all plans
requiring such approval.

(a) Number of securities to be
issued upon exercise of
outstanding options, warrants
and rights (1)
(b) Weighted-
average
exercise price of
outstanding
options (1)
(c) Number of securities
remaining for future issuance under equity
compensation plans (excluding securities
reflected in column (a))
Equity compensation plans approved by security holders (2)
1,265,208 $42.72 2,733,786
____________________________
(1) Includes shares issuable in connection with our outstanding
stock options, performance-vested stock awards, nonvested
stock awards and units, and non-management
director deferred stock equivalents. The weighted-average
exercise price in column (b) includes the weighted-average
exercise price of stock options only.
(2) For a description of our equity compensation plans, refer to
Note 12, Share-Based Employee Compensation, of the notes to
the consolidated financial statements.

Performance Graph. The following graph compares the
cumulative return to holders of the Company’s common stock at
September 30th of each year to
the yearly weighted cumulative return of a Peer Group Index
and to the Standard & Poor’s (“S&P”) 500 Index for the same
period. The below comparison
assumes $100 was invested on September 30, 2010 in the
Company’s common stock and in the comparison groups and
assumes reinvestment of dividends.
The Company paid dividends beginning in fiscal 2014.
2010 2011 2012 2013 2014 2015
Jack in the Box Inc. $100 $93 $131 $187 $320 $366
S&P 500 Index $100 $101 $132 $157 $188 $187
Peer Group (1) $100 $128 $166 $222 $281 $328
____________________________
(1) The Peer Group Index comprises the following companies:
Brinker International, Inc.; Buffalo Wild Wings, Inc.; Chipotle
Mexican Grill Inc.; Cracker Barrel Old Country
Store, Inc.; DineEquity, Inc.; Domino’s Pizza, Inc.; Panera
Bread Company; Ruby Tuesday, Inc.; Sonic Corp.; The
Cheesecake Factory Inc.; and The Wendy’s Company.
18
ITEM 6. SELECTED FINANCIAL DATA
Our fiscal year is 52 or 53 weeks, ending the Sunday closest to
September 30. All years presented include 52 weeks. The
selected financial data reflects as
discontinued operations, 62 closed Qdoba stores and our
distribution business for all years presented. This selected
financial data should be read in

conjunction with our audited consolidated financial statements
and accompanying notes and Management’s Discussion and
Analysis of Financial Condition
and Results of Operations included elsewhere in this Annual
Report on Form 10-K. Our consolidated financial information
may not be indicative of our
future performance.
Fiscal Year
2015 2014 2013 2012 2011
(in thousands, except per share data)
Statements of Earnings Data (1):
Total revenues $ 1,540,317 $ 1,484,131 $ 1,489,867 $
1,509,295 $ 1,632,825
Operating costs and expenses $ 1,340,005 $ 1,318,275 $
1,356,302 $ 1,417,624 $ 1,542,752
Losses (gains) on the sale of company-operated restaurants, net
3,139 3,548 (4,640) (29,145) (61,125)
Total operating costs and expenses, net $ 1,343,144 $
1,321,823 $ 1,351,662 $ 1,388,479 $ 1,481,627
Earnings from continuing operations $ 112,601 $ 94,844 $
82,608 $ 68,104 $ 85,878
Earnings per Share and Share Data (1):
Earnings per share from continuing operations:
Basic $ 3.00 $ 2.33 $ 1.91 $ 1.55 $ 1.74
Diluted $ 2.95 $ 2.26 $ 1.84 $ 1.52 $ 1.71

Cash dividends declared per common share $ 1.00 $ 0.40 $ —
$ — $ —
Weighted-average shares outstanding — Diluted (2) 38,215
41,973 44,899 44,948 50,085
Market price at year-end $ 79.71 $ 65.73 $ 40.10 $ 28.11 $
19.92
Other Operating Data:
Jack in the Box restaurants:
Company-operated average unit volume $ 1,858 $ 1,708 $
1,606 $ 1,557 $ 1,405
Franchise-operated average unit volume (3) $ 1,429 $ 1,337 $
1,312 $ 1,313 $ 1,286
System average unit volume (3) $ 1,510 $ 1,412 $ 1,381 $
1,379 $ 1,331
Change in company-operated same-store sales 5.1% 2.0%
1.0% 4.6% 3.1%
Change in franchise-operated same-store sales (3) 7.0% 2.0%
0.1% 3.0% 1.3%
Change in system same-store sales (3) 6.5% 2.0% 0.3% 3.4%
1.8%
Qdoba restaurants:
Company-operated average unit volume (4) $ 1,199 $ 1,114 $
1,080 $ 1,060 $ 1,003
Franchise-operated average unit volume (3) $ 1,140 $ 1,028 $
961 $ 958 $ 987
System average unit volume (3)(4) $ 1,169 $ 1,070 $ 1,017 $
1,000 $ 992
Change in company-operated same-store sales (4) 8.3% 5.7%
0.5% 3.2% 5.4%
Change in franchise-operated same-store sales (3) 10.4% 6.3%
1.1% 1.9% 5.4%
Change in system same-store sales (3)(4) 9.3% 6.0% 0.8%
2.5% 5.4%

Capital expenditures $ 86,226 $ 60,525 $ 84,690 $ 80,200 $
129,312
Balance Sheet Data (at end of period) (1):
Total assets $ 1,303,979 $ 1,270,665 $ 1,319,209 $ 1,463,725
$ 1,432,322
Long-term debt, excluding current maturities $ 688,579 $
497,012 $ 349,393 $ 405,276 $ 447,350
Stockholders’ equity $ 15,953 $ 257,911 $ 472,018 $ 411,945
$ 405,956
____________________________
(1) Financial data was extracted or derived from our audited
financial statements.
(2) Weighted-average shares reflect the impact of common stock
repurchases under Board-approved programs.
(3) Changes in same-store sales and average unit volume are
presented for franchise restaurants and on a system-wide basis,
which includes company and franchise restaurants.
Franchise sales represent sales at franchise restaurants and are
revenues of our franchisees. We do not record franchise sales as
revenues; however, our royalty revenues are
calculated based on a percentage of franchise sales. We believe
franchise and system sales growth and average unit volume
information is useful to investors as a significant
indicator of the overall strength of our business as it
incorporates our significant revenue drivers which are company
and franchise same-store sales as well as net unit
development. Company, franchise and system changes in same-
store sales include the results of all restaurants that have been
open more than one year.
(4) Average unit volumes and same-store sales for all periods

presented have been restated to exclude sales for restaurants
reported as discontinued operations.
19
ITEM 7. MANAGEMENT’S DISCUSSION AND ANALYSIS
OF FINANCIAL CONDITION AND RESULTS OF
OPERATIONS
GENERAL
For an understanding of the significant factors that influenced
our performance during the past three fiscal years, we believe
our Management’s Discussion
and Analysis of Financial Condition and Results of Operations
(“MD&A”) should be read in conjunction with the Consolidated
Financial Statements and
related Notes included in this Annual Report as indexed on page
F-1.
Comparisons under this heading refer to the 52-week periods
ended September 27, 2015, September 28, 2014 and September
29, 2013 for fiscal years
2015, 2014 and 2013 respectively, unless otherwise indicated.
Our MD&A consists of the following sections:
• Overview — a general description of our business and fiscal
2015 highlights.
• Financial reporting — a discussion of changes in presentation,
if any.
• Results of operations — an analysis of our consolidated
statements of earnings for the three years presented in our
consolidated financial

statements.
• Liquidity and capital resources — an analysis of cash flows
including capital expenditures, aggregate contractual
obligations, share repurchase
activity, dividends, known trends that may impact liquidity, and
the impact of inflation.
• Discussion of critical accounting estimates — a discussion of
accounting policies that require critical judgments and
estimates.
• New accounting pronouncements — a discussion of new
accounting pronouncements, dates of implementation and
impact on our consolidated
financial position or results of operations, if any.
We have included in our MD&A certain performance metrics
that management uses to assess Company performance and
which we believe will be useful
in analyzing and understanding our results of operations. These
metrics include the following:
• Changes in sales at restaurants open more than one year
(“same-store sales”) and average unit volumes (“AUVs”) are
presented for franchised
restaurants and on a system-wide basis, which includes
company and franchise restaurants. Franchise sales represent
sales at franchise restaurants
and are revenues of our franchisees. We do not record franchise
sales as revenues; however, our royalty revenues and percentage
rent revenues are
calculated based on a percentage of franchise sales. We believe
franchise and system same-store sales and AUV information is
useful to investors
as a significant indicator of the overall strength of our business.

• Company restaurant margin (“restaurant margin”) is defined as
Company restaurant sales less expenses incurred directly by our
restaurants in
generating those sales (food and packaging costs, payroll and
employee benefits, and occupancy and other costs). We also
present restaurant
margin as a percentage of Company restaurant sales.
• Franchise margin is defined as total franchise revenues less
total franchise costs and is also presented as a percentage of
franchise revenues.
Restaurant margin and franchise margin are not measurements
determined in accordance with generally accepted accounting
principles (“GAAP”) and
should not be considered in isolation, or as an alternative, to
income from operations, or other similarly titled measures of
other companies.
OVERVIEW
As of September 27, 2015, we operated and franchised 2,249
Jack in the Box restaurants, primarily in the western and
southern United States, including
one in Guam, and 661 Qdoba restaurants throughout the United
States and including four in Canada.
Our primary source of revenue is from retail sales at Jack in the
Box and Qdoba company-operated restaurants. We also derive
revenue from Jack in the
Box and Qdoba franchise restaurants, including rental revenue,
royalties (based upon a percent of sales) and franchise fees.
Historically, we also generated
revenue from distribution sales of food and packaging
commodities to franchisees. We completed the outsourcing of

this function in the first quarter of fiscal
2013, and franchisees who previously utilized our distribution
services now purchase product directly from our distribution
service providers or other
approved suppliers. In addition, we recognize gains or losses
from the sale of company-operated restaurants to franchisees,
which are included as a line item
within operating costs and expenses, net in the accompanying
consolidated statements of earnings.
20
The following summarizes the most significant events occurring
in fiscal 2015 and certain trends compared to prior years:
• Qdoba’s New Pricing Structure — In October 2014, Qdoba
restaurants rolled out a new simplified pricing structure system-
wide where guests who
choose to build their own meal pay a set price per entrée based
on the protein chosen and without being charged extra for
additional items such as
guacamole or queso. This resulted in an increase in the average
check.
• Same-Store Sales Growth — Same-store sales grew 5.1% at
company-operated Jack in the Box restaurants driven primarily
by favorable product
mix changes, transaction growth and price increases. Qdoba’s
same-store sales increase of 8.3% at company-operated
restaurants was driven
primarily by our new simplified pricing structure and catering.
• Commodity Costs — Commodity costs increased

approximately 1.3% and 1.4% in 2015 at our Jack in the Box
and Qdoba restaurants,
respectively, compared with a year ago. Beef represents the
largest portion, or approximately 20%, of the Company’s
overall commodity spend.
We typically do not enter into fixed price contracts for our beef
needs. In 2016, we currently expect our beef costs to be flat to
slightly
deflationary as compared to fiscal 2015. We expect our overall
commodity costs in fiscal 2016 to increase approximately 1% at
Jack in the Box
restaurants and to decrease approximately 3% at our Qdoba
restaurants.
• Restaurant Margin Expansion — Our consolidated company-
operated restaurant margin increased 190 basis points in 2015 to
20.4%. Jack in the
Box’s company-operated restaurant margin improved 220 basis
points to 20.7% due primarily to leverage from same-store sales
increases and
benefits from refranchising activities. Restaurant margins at our
Qdoba company-operated restaurants improved 140 basis points
to 19.7%
primarily reflecting benefits from the new simplified pricing
structure and leverage from same-store sales growth.
• Jack in the Box Franchising Program — In 2015, Jack in the
Box franchisees opened a total of 16 restaurants, and we sold 21
company-operated
restaurants to franchisees. Our Jack in the Box system was 82%
franchised at the end of fiscal 2015. In fiscal 2016,
approximately 20 new Jack in
the Box restaurants are expected to open system-wide, the
majority of which we expect to be through franchised
restaurants.

• Qdoba New Unit Growth — In 2015, we opened 17 company-
operated restaurants; franchisees opened 22 restaurants of which
11 were in non-
traditional locations such as airports and college campuses. In
fiscal 2016, 50-60 new Qdoba restaurants are expected to open
system-wide, of
which approximately half are expected to be company-operated
locations. The majority of our franchise new unit development
is expected to be
in non-traditional locations.
• Credit Facility — In July 2015, we completed an amendment
to our existing credit agreement to increase overall borrowing
capacity to $1.2
billion, consisting of a $900.0 million revolving credit
agreement and a $300.0 million term loan, both maturing in
March 2019.
• Return of Cash to Shareholders — During 2015 we returned
cash to shareholders in the form of share repurchases and
quarterly cash dividends.
We repurchased over 3.7 million shares of our common stock at
an average price of $84.71 per share, totaling $317.1 million,
including the cost of
brokerage fees. We also declared dividends of $1.00 per share
totaling $37.6 million, and raised the quarterly dividend by 50%
in the third
quarter.
FINANCIAL REPORTING
During fiscal 2012, we entered into an agreement to outsource
our Jack in the Box distribution business. In the third quarter of
fiscal 2013, we closed 62
Qdoba restaurants (the “2013 Qdoba Closures”) as part of a
comprehensive Qdoba market performance review. The results

of operations and other charges for
our distribution business and the 2013 Qdoba Closures are
reported as discontinued operations for all periods presented.
Refer to Note 2, Discontinued
Operations, for additional information. Unless otherwise noted,
amounts and disclosures throughout our MD&A relate to our
continuing operations.
In 2015, on our consolidated statements of earnings, we began
to separately state our franchise revenue derived from rentals
and those derived from
royalties and other. To provide clarity, we additionally have
separately stated the associated rental expense and depreciation
and amortization, related to the
rental revenues received from franchisees. For comparison
purposes, we have reclassified prior year franchise revenue and
franchise costs line items to reflect
the new method of presentation.
21
RESULTS OF OPERATIONS
The following table presents certain income and expense items
included in our consolidated statements of earnings as a
percentage of total revenues,
unless otherwise indicated. Percentages may not add due to
rounding.
CONSOLIDATED STATEMENTS OF EARNINGS DATA
Fiscal Year
2015 2014 2013
Revenues:

Company restaurant sales 75.1% 75.5% 76.8 %
Franchise rental revenues 14.7% 14.6% 13.9 %
Franchise royalties and other 10.2% 9.8% 9.3 %
Total revenues 100.0% 100.0% 100.0 %
Operating costs and expenses, net:
Company restaurant costs:
Food and packaging (1) 31.3% 31.9% 32.6 %
Payroll and employee benefits (1) 27.1% 27.5% 28.0 %
Occupancy and other (1) 21.3% 22.1% 22.3 %
Total company restaurant costs (1) 79.6% 81.5% 82.9 %
Franchise occupancy expenses (2) 75.0% 77.8% 77.6 %
Franchise support and other costs (3) 10.0% 9.5% 9.0 %
Selling, general and administrative expenses 14.4% 13.9%
14.8 %
Impairment and other charges, net 0.8% 1.0% 0.9 %
Losses (gains) on the sale of company-operated restaurants
0.2% 0.2% (0.3)%
Earnings from operations 12.8% 10.9% 9.3 %
Income tax rate (4) 36.9% 35.3% 32.8 %
____________________________
(1) As a percentage of company restaurant sales.
(2) As a percentage of franchise rental revenues.
(3) As a percentage of franchise royalties and other.
(4) As a percentage of earnings from continuing operations and
before income taxes.
SAME-STORE SALES DATA
Same-store sales increased as follows:
Fiscal Year

2015 2014 2013
Jack in the Box:
Company 5.1% 2.0% 1.0%
Franchise 7.0% 2.0% 0.1%
System 6.5% 2.0% 0.3%
Qdoba:
Company 8.3% 5.7% 0.5%
Franchise 10.4% 6.3% 1.1%
System 9.3% 6.0% 0.8%
22
The following table summarizes the changes in the number and
mix of Jack in the Box (“JIB”) and Qdoba company and
franchise restaurants in each fiscal
year:
2015 2014 2013
Company Franchise Total Company Franchise Total
Company Franchise Total
Jack in the Box:
Beginning of year 431 1,819 2,250 465 1,786 2,251 547
1,703 2,250
New 2 16 18 1 11 12 6 11 17
Refranchised (21) 21 — (37) 37 — (78) 78 —
Acquired from
franchisees 7 (7) — 4 (4) — 1 (1) —
Closed (6) (13) (19) (2) (11) (13) (11) (5) (16)
End of year 413 1,836 2,249 431 1,819 2,250 465 1,786
2,251

% of JIB system 18% 82% 100% 19% 81% 100% 21% 79%
100%
% of consolidated system 56% 84% 77% 58% 85% 78%
61% 85% 79%
Qdoba:
Beginning of year 310 328 638 296 319 615 316 311 627
New 17 22 39 16 22 38 34 34 68
Refranchised — — — — — — (3) 3 —
Acquired from
franchisees — — — — — — 13 (13) —
Closed (5) (11) (16) (2) (13) (15) (64) (16) (80)
End of year 322 339 661 310 328 638 296 319 615
% of Qdoba system 49% 51% 100% 49% 51% 100% 48%
52% 100%
39% 15% 21%
Consolidated:
Total system 735 2,175 2,910 741 2,147 2,888 761 2,105
2,866
27% 73% 100%
Jack in the Box Brand
Company Restaurant Operations
The following table presents Jack in the Box company
restaurant sales, costs and margin, and restaurant costs and
margin as a percentage of the related
sales. Percentages may not add due to rounding (dollars in
thousands):

2015 2014 2013
Company restaurant sales $ 782,525 $ 782,461 $ 850,512
Food and packaging 247,931 31.7% 254,891 32.6% 284,221
33.4%
Payroll and employee benefits 215,598 27.6% 218,000 27.9%
241,149 28.4%
Occupancy and other 157,281 20.1% 164,433 21.0% 182,493
21.5%
Total company restaurant costs $ 620,810 79.3% $ 637,324
81.5% $ 707,863 83.2%
Restaurant margin $ 161,715 20.7% $ 145,137 18.5% $
142,649 16.8%
23
Company restaurant sales remained relatively flat in 2015 and
decreased $68.1 million in 2014 as compared with the
respective prior year. Higher AUV
growth in 2015 was offset by a decrease in sales attributable to
a reduction in the average number of company-operated
restaurants resulting from the
execution of our refranchising strategy which includes the sale
of restaurants to franchisees. The decrease in restaurant sales in
2014 is due primarily to
decreases in the average number of company-operated
restaurants related to the execution of our refranchise strategy,
partially offset by an increase in AUVs
at our company-operated restaurants. The following table
presents the approximate impact of these increases (decreases)
on Jack in the Box company

restaurant sales (in millions):
2015 vs. 2014 2014 vs. 2013
Decrease in the average number of restaurants $ (68.7) $
(122.1)
AUV increase 68.8 54.0
Total increase (decrease) in company restaurant sales $ 0.1 $
(68.1)
Same-store sales at Jack in the Box company-operated
restaurants increased 5.1% in 2015 and 2.0% in 2014, primarily
driven by price increases and
favorable product mix changes in both years, and in 2015 an
increase in transactions. The following table summarizes the
change in company-operated same-
store sales:
Increase/(Decrease)
2015 vs. 2014 2014 vs. 2013
Average check (1) 4.2% 3.6 %
Transactions 0.9% (1.6)%
Increase in same-store sales 5.1% 2.0 %
____________________________
(1) Includes price increases of approximately 2.2% and 2.7% in
2015 and 2014, respectively.
Food and packaging costs as a percentage of company restaurant
sales decreased to 31.7% in 2015 from 32.6% in 2014, and
33.4% in 2013. In 2015 and
2014, the benefits of menu price increases and product mix
changes more than offset higher commodity costs. In 2015,

commodity costs increased 1.3% as
higher costs for beef, eggs and produce were partially offset by
lower costs for pork and shortening. Eggs and beef increased
most significantly by
approximately 53% and 10%, respectively, in 2015. In 2014,
commodity costs increased 1.8% primarily due to higher costs
for beef, pork, and potatoes. For
fiscal 2016, we currently expect commodity costs to increase
approximately 1% at Jack in the Box restaurants.
Payroll and employee benefit costs as a percentage of company
restaurant sales decreased to 27.6% in 2015 from 27.9% in
2014, and 28.4% in 2013. In
2015, sales leverage, the benefits of refranchising and lower
costs for group insurance driven by favorable claim trends were
partially offset by higher wages
from minimum wage increases, unfavorable development trends
associated with workers’ compensation claims and an increase
in incentive compensation
driven by strong operating performance. In 2014, the decrease
in payroll and employee benefit costs as a percentage of
company restaurant sales per
comparison with 2013 relates to leverage from AUV sales
increases and the benefits of refranchising lower performing
company-operated restaurants, which
were partially offset by higher levels of incentive compensation.
As a percentage of company restaurant sales, occupancy and
other costs decreased to 20.1% in 2015 from 21.0% in 2014, and
21.5% in 2013. The
decrease in 2015 is related to sales leverage and the benefits of
refranchising, partially offset by higher costs for credit card
fees, maintenance and repair
expenses and equipment costs due to beverage and technology
upgrades at our restaurants. In 2014, occupancy and other costs
as a percentage of company

restaurant sales decreased due to sales leverage and the benefits
of refranchising, partially offset by the impact of higher utility
costs and higher depreciation
expense related to restaurant remodel programs.
24
Jack in the Box Franchise Operations
The following table presents Jack in the Box franchise
revenues, costs, and margin in each fiscal year and other
information we believe is useful in
analyzing the change in franchise operating results (dollars in
thousands):
2015 2014 2013
Franchise rental revenues $ 226,494 $ 216,944 $ 207,458
Royalties $ 133,726 $ 124,538 $ 117,855
Re-image contributions to franchisees — (22) (1,990)
Franchise fees and other 2,431 3,323 5,460
Franchise royalties and other $ 136,157 $ 127,839 $ 121,325
Total franchise revenues $ 362,651 $ 344,783 $ 328,783
Rental expense $ 136,782 $ 134,975 $ 128,157
Depreciation and amortization 33,128 33,844 32,876
Franchise occupancy expenses $ 169,910 $ 168,819 $ 161,033
Franchise support and other costs 11,726 10,052 9,590
Total franchise costs $ 181,636 $ 178,871 $ 170,623
Franchise margin $ 181,015 $ 165,912 $ 158,160

Franchise margin as a % of franchise revenue 49.9% 48.1%
48.1%
Average number of franchise restaurants 1,828 1,794 1,721
% increase 1.9% 4.2%
Franchise restaurant AUVs $ 1,429 $ 1,337 $ 1,312
Increase in franchise-operated same-store sales 7.0% 2.0%
Royalties as a percentage of franchise restaurant sales 5.1%
5.2% 5.2%
Franchise rental revenues increased $9.6 million, or 4.4%, in
2015 and $9.5 million, or 4.6%, in 2014 as compared with the
respective prior year. In 2015,
the increase primarily reflects higher AUVs resulting in an
increase in revenues from percentage rent. In 2014, franchise
rental revenues increased due
primarily to an increase in the number of franchise restaurants
leased or subleased from the Company, and an increase in
AUVs.
Franchise royalties and other increased $8.3 million or 6.5% in
2015 and $6.5 million or 5.4% in 2014 versus the respective
prior year. In 2015, higher
AUVs at franchise restaurants drove an increase in revenues
from royalties. In 2014, an increase in the number of franchised
restaurants, higher AUVs and a
decrease in re-image contributions of $2.0 million, recorded as
a reduction of franchise royalties and other, contributed to the
increase in franchise royalties
and other. In 2015 and 2014, these increases were partially
offset by a reduction in franchise fees of $0.7 million and $2.0
million, respectively.
Franchise occupancy expenses, principally rents and
depreciation on properties subleased or leased to franchisees,

increased $1.1 million in 2015 and
$7.8 million in 2014. In 2015, the increase was due to higher
rental expense related to customary rent increases partially
offset by a decrease in depreciation
expense related to building assets becoming fully depreciated,
which more than offset the additional depreciation expense
driven by our refranchising
strategy. The increase in 2014 as compared with 2013 was
primarily driven by an increase in the average number of
franchise restaurants.
Franchise support and other costs increased $1.7 million in
2015 and $0.5 million in 2014 due to an increase in the number
of franchised restaurants, and
in 2015, the recognition of bad debt expense of $0.8 million.
25
Qdoba Brand
Company Restaurant Operations
The following table presents Qdoba company restaurant sales,
costs and margin, and restaurant costs and margin as a
percentage of the related sales.
Percentages may not add due to rounding (dollars in thousands):
2015 2014 2013
Company restaurant sales $ 374,338 $ 338,451 $ 293,268
Food and packaging 114,057 30.5% 102,447 30.3% 88,464
30.2%
Payroll and employee benefits 97,704 26.1% 90,494 26.7%

79,235 27.0%
Occupancy and other 88,742 23.7% 83,428 24.6% 73,093
24.9%
Total company restaurant costs $ 300,503 80.3% $ 276,369
81.7% $ 240,792 82.1%
Restaurant margin $ 73,835 19.7% $ 62,082 18.3% $ 52,476
17.9%
Company restaurant sales increased $35.9 million in 2015 and
$45.2 million in 2014 as compared with the respective prior
year. In 2015, the increase is
primarily related to growth in AUVs, and to a lesser extent, an
increase in the number of company-operated restaurants. In
2014, the increase in restaurant
sales is due to an increase in the average number of Qdoba
company-operated restaurants, as well as an increase in AUVs.
The following table presents the
approximate impact of these increases on company restaurant
sales (in millions):
Fiscal Year
2015 vs. 2014 2014 vs. 2013
AUV increase $ 25.9 $ 9.2
Increase in the average number of restaurants 10.0 36.0
Total increase in company restaurant sales $ 35.9 $ 45.2
Same-store sales at Qdoba company-operated restaurants
increased 8.3% in 2015 and 5.7% in 2014. In 2015, the increase
in same-store sales was primarily
driven by the new simplified menu pricing structure, and growth
in catering sales. In 2014, the increases were related to
favorable product mix, transaction
growth, price increases, higher catering sales and lower

discounting. The following table summarizes the change in
company-operated same-store sales:
Increase/(Decrease)
2015 vs. 2014 2014 vs. 2013
Average check (1) 7.3 % 4.2%
Transactions (0.1)% 0.7%
Catering 1.1 % 0.8%
Increase in same-store sales 8.3 % 5.7%
____________________________
(1) Includes price increases of approximately 0.2% and 1.0% in
2015 and 2014, respectively.
Food and packaging costs as a percentage of company restaurant
sales increased to 30.5% in 2015 from 30.3% in 2014, and
30.2% in 2013. In 2015,
higher commodity costs were partially offset by the benefits
from the new pricing structure. In 2014, food and packaging
costs increased slightly as the
benefits of retail price increases and lower discounting were
more than offset by higher commodity costs.
In 2015, commodity costs increased 1.4% at our Qdoba
restaurants primarily due to higher costs for beef, partially
offset by lower costs for produce, pork
and beans. In the current year, beef costs increased most
significantly, by 12%. In 2014, commodity costs increased 1.4%
due to higher costs for produce and
pork. For fiscal 2016, we currently expect Qdoba commodity
costs to decrease approximately 3% compared with fiscal 2015.
Payroll and employee benefit costs as a percentage of company
restaurant sales decreased to 26.1% in 2015 from 26.7% in
2014, and 27.0% in 2013. The

decrease in 2015 is driven primarily by leverage from same-
store sales increases and lower levels of incentive
compensation, partially offset by increases in
labor staffing. In 2014, the decline primarily relates to leverage
from same-store sales increases and a change in our staffing
mix in the second quarter of fiscal
2014 that utilizes a more variable labor model, partially offset
by higher levels of incentive compensation.
26
As a percentage of company restaurant sales, occupancy and
other costs decreased to 23.7% of company restaurant sales in
2015, from 24.6% in 2014 and
24.9% in 2013. In 2015, the decrease was primarily due to sales
leverage, partially offset by higher costs for credit card fees,
property rent, and start up costs
associated with a new catering call center. In 2014, the decrease
was due to sales leverage which more than offset higher
maintenance and repair expenses and
costs for utilities, as well as an increase in equipment rental
costs related to upgraded beverage equipment.
Qdoba Franchise Operations
The following table presents Qdoba franchise revenues, costs,
and margin in each fiscal year and other information we believe
is useful in analyzing the
change in franchise operating results (dollars in thousands):
2015 2014 2013
Franchise rental revenues $ 208 $ 238 $ 55
Royalties $ 19,033 $ 16,448 $ 14,808

Franchise fees and other 1,562 1,750 2,441
Franchise royalties and other $ 20,595 $ 18,198 $ 17,249
Total franchise revenues $ 20,803 $ 18,436 $ 17,304
Rental expense (1) $ 192 $ 215 $ 16
Total franchise costs $ 4,154 $ 4,015 $ 2,944
Franchise margin $ 16,649 $ 14,421 $ 14,360
Franchise margin as a % of franchise revenue 80.0% 78.2%
83.0%
Average number of franchise restaurants 333 322 311
% increase 3.4% 3.5%
Franchise restaurant AUVs $ 1,140 $ 1,028 $ 961
Increase in franchise-operated same-store sales 10.4% 6.3%
Royalties as a percentage of franchise restaurant sales 5.0%
5.0% 4.9%
____________________________
(1) Included in franchise occupancy expenses in the
accompanying consolidated statements of earnings.
Franchise royalties and other increased $2.4 million or 13.2% in
2015 and $0.9 million or 5.5% in 2014 as compared with the
respective prior year.
Increases in both years primarily relate to higher AUVs
resulting in an increase in revenues from royalties, and to a
lesser extent, an increase in the average
number of Qdoba franchise restaurants. In 2014, these increases
were partially offset by a reduction in franchise fees of $0.7
million.

Franchise support and other costs increased $0.2 million in
2015 and $0.9 million in 2014 in comparison with the respective
prior year.
Selling, general and administrative (“SG&A”) expenses
The following table presents the change in SG&A expenses in
each fiscal year compared with the prior year (in thousands):
Increase/(Decrease)
2015 vs. 2014 2014 vs. 2013
Pension and postretirement benefits $ 4,989 $ (17,386)
Cash surrender value of COLI policies, net 3,833 1,365
Incentive compensation (including share-based compensation)
3,851 1,181
Pre-opening costs 1,648 (777)
Insurance (1,163) 545
Advertising (982) (2,298)
Employee relocation (463) 1,152
Other 2,644 2,365
$ 14,357 $ (13,853)
27
In 2015 and 2014, the changes in pension and postretirement
benefits primarily relate to changes in the discount rates as
compared with the respective
prior year.
The cash surrender value of our Company-owned life insurance
(“COLI”) policies, net of changes in our non-qualified deferred
compensation obligation
supported by these policies, are subject to market fluctuations.

The changes in market values had a negative impact of $0.6
million in 2015, and a positive
impact of $3.2 million in 2014 and $4.6 million in 2013.
In 2015 and 2014, the higher levels of incentive compensation
reflects improvements in the Company’s results compared with
performance goals. In
2015, higher incentive compensation also relates to an increase
in share-based compensation due to our annual grant of
nonvested stock units which vest
over five years. As this is our fifth year of offering such grants,
we are expensing one additional year of grants compared to a
year ago. In 2014, a decrease in
share based compensation due to accelerated vesting for retiree
eligible executives in 2013 partially offset the increases in other
forms of incentive
compensation.
In 2015, pre-opening costs increased due to an increase in the
number of Qdoba restaurants under construction as compared to
a year ago, as well as higher
pre-opening labor costs. In 2014, pre-opening costs decreased
primarily due to a decline in the number of new Jack in the Box
company restaurant openings
as compared to the prior year.
Insurance costs in 2015 decreased primarily due to an
unfavorable $1.0 million general liability legal settlement
recognized in the prior year as well as
favorable group insurance trends in the current year. In 2014,
costs were higher primarily related to aforementioned legal
settlement.
Advertising costs in 2015 and 2014 were impacted by our
refranchising strategy at Jack in the Box, which resulted in a
decrease in company-operated

restaurants and the related overhead expenses to manage and
support those restaurants, including advertising costs, which are
primarily contributions to our
marketing funds determined as a percentage of gross restaurant
sales. As such, in 2015 and 2014, advertising costs decreased at
Jack in the Box and were
partially offset in both years by same-store sales growth at Jack
in the Box and Qdoba restaurants, and in 2014 higher
advertising expenses at Qdoba.
Impairment and other charges, net
The following table presents the components of impairment and
other charges, net in each fiscal year (in thousands):
2015 2014 2013
Accelerated depreciation $ 6,260 $ 1,202 $ 2,554
Costs of closed restaurants (primarily lease obligations) and
other 3,592 2,841 2,469
Losses on the disposition of property and equipment, net 1,319
1,674 1,091
Restaurant impairment charges 557 570 3,874
Restructuring costs 29 8,621 3,451
$ 11,757 $ 14,908 $ 13,439
Impairment and other charges, net decreased $3.2 million in
2015 versus 2014 due to a decrease in restructuring activities,
partially offset by an increase
in accelerated depreciation recognized in connection with
various initiatives at our company-operated Jack in the Box
restaurants. In 2015, accelerated
depreciation includes $3.6 million recognized in connection
with beverage equipment upgrades and $1.5 million related to
projects designed to upgrade
outdoor lighting and certain technology at our restaurants.

In 2014, impairment and other charges, net increased $1.5
million in 2014 versus 2013 due primarily to an increase in
restructuring costs incurred in
connection with the comprehensive review of our organizational
structure, partially offset by declines in restaurant impairment
and accelerated depreciation
charges. Restructuring costs increased $5.2 million due to a
charge related to a restaurant software asset we no longer plan
to place in service. Restaurant
impairment charges decreased $3.3 million due to charges in
2013 to write down the carrying value underperforming Jack in
the Box restaurants and Jack in
the Box restaurants we closed. Accelerated depreciation
decreased $1.4 million due to a decrease in restaurant
enhancement activity in 2014.
Losses on the disposition of property and equipment, net
included income of $0.9 million in 2015 and $2.8 million in
2013 from the resolution of
eminent domain matters involving Jack in the Box restaurants.
For additional detail, refer to Note 9, Impairment and Other
Charges, Net, of the notes to the
consolidated financial statements.
28
(Losses) gains on the sale of company-operated restaurants
(Losses) gains on the sale of company-operated restaurants to
franchisees, net are detailed in the following table (dollars in
thousands):
2015 2014 2013
Number of restaurants sold to franchisees 21 37 81

(Losses) gains on the sale of company-operated restaurants $
(3,139) $ (1,692) $ 4,640
Loss on the anticipated sale of a Jack in the Box market —
(1,856) —
Total (losses) gains on the sale of company-operated
restaurants $ (3,139) $ (3,548) $ 4,640
Gains and losses are impacted by the number of restaurants sold
and changes in average gains or losses recognized, which relate
to specific sales and cash
flows of those restaurants. In 2015, 2014 and 2013, (losses)
gains on the sale of company-operated restaurants include
additional gains of $1.5 million, $2.1
million and $3.3 million, respectively, recognized upon the
extension of the underlying franchise and lease agreements
related to Jack in the Box restaurants
sold in previous years. In 2014, the loss on the anticipated sale
of a Jack in the Box market relates to 25 company-operated
restaurants of which we sold 20,
and closed the remaining five in the second quarter of fiscal
2015. For additional detail, refer to Note 3, Summary of
Refranchisings, Franchisee Development
and Acquisitions, of the notes to the consolidated financial
statements.
Interest Expense, Net
Interest expense, net is comprised of the following (in
thousands):
2015 2014 2013
Interest expense $ 19,180 $ 16,531 $ 16,471
Interest income (377) (853) (1,220)
Interest expense, net $ 18,803 $ 15,678 $ 15,251

Interest expense, net increased $3.1 million in 2015 as
compared to a year ago due to higher average borrowings,
partially offset by a charge in 2014 to
write-off deferred financing fees in connection with the
refinancing of our credit facility. In 2014, interest expense, net
increased $0.4 million compared with
the respective prior year due to a decrease in interest income
attributable to a decline in notes receivable related to
refranchising transactions. Both 2014 and
2013 include the write-off of deferred finance fees of $0.8
million and $0.9 million, respectively, recorded in connection
with refinancing of our credit
facility in each year.
Income Taxes
The income tax provisions reflect effective tax rates of 36.9%,
35.3% and 32.8% of pretax earnings from continuing operations
in 2015, 2014 and 2013,
respectively. In 2015, the major component of the year-over-
year change in tax rates was a decrease in the market
performance of insurance products used to
fund certain non-qualified retirement plans which are excluded
from taxable income. The tax rate increase in 2014 versus 2013
is primarily related to the
expiration of the Work Opportunity Tax Credit offset by the
release of a valuation allowance on California tax credits due to
a change in state tax law, and a
decrease in the market performance of insurance products used
to fund certain non-qualified retirement plans which are
excluded from taxable income.
Earnings from Continuing Operations
Earnings from continuing operations were $112.6 million, or
$2.95 per diluted share, in 2015; $94.8 million, or $2.26 per

diluted share, in 2014; and
$82.6 million, or $1.84 per diluted share, in 2013.
Losses from Discontinued Operations, Net
The losses from our distribution business and the 2013 Qdoba
Closures have been reported as discontinued operations for all
periods presented. Refer to
Note 2, Discontinued Operations, in the notes to our
consolidated financial statements for further information
regarding our discontinued operations.
29
Losses from discontinued operations net of tax, are as follows
for each discontinued operation in each fiscal year (in
thousands):
2015 2014 2013
Distribution business $ (430) $ (790) $ (3,974)
2013 Qdoba Closures (3,359) (5,104) (27,482)
$ (3,789) $ (5,894) $ (31,456)
These losses from discontinued operations reduced diluted
earnings per share by the following in each fiscal year (amounts
may not add due to rounding):
2015 2014 2013
Distribution business $ (0.01) $ (0.02) $ (0.09)
2013 Qdoba Closures (0.09) (0.12) (0.61)
$ (0.10) $ (0.14) $ (0.70)
LIQUIDITY AND CAPITAL RESOURCES

General
Our primary sources of short-term and long-term liquidity are
expected to be cash flows from operations and our revolving
bank credit facility.
We generally reinvest available cash flows from operations to
develop new restaurants or enhance existing restaurants, to
reduce debt, to repurchase shares
of our common stock and to pay cash dividends. Our cash
requirements consist principally of:
• working capital;
• capital expenditures for new restaurant construction and
restaurant renovations;
• income tax payments;
• debt service requirements; and
• obligations related to our benefit plans.
Based upon current levels of operations and anticipated growth,
we expect that cash flows from operations, combined with other
financing alternatives in
place or available, will be sufficient to meet our capital
expenditure, working capital and debt service requirements for
at least the next twelve months and
the foreseeable future.
As is common in the restaurant industry, we maintain relatively
low levels of accounts receivable and inventories, and our
vendors grant trade credit for
purchases such as food and supplies. We also continually invest
in our business through the addition of new units and
refurbishment of existing units, which
are reflected as long-term assets and not as part of working
capital. As a result, we may at times maintain current liabilities

in excess of current assets, which
results in a working capital deficit.
Cash Flows
The table below summarizes our cash flows from operating,
investing and financing activities for each of the past three
fiscal years (in thousands):
2015 2014 2013
Total cash provided by (used in):
Operating activities $ 226,875 $ 201,022 $ 198,872
Investing activities (84,473) (42,979) (33,939)
Financing activities (135,208) (157,116) (163,762)
Effect of exchange rate changes (29) 7 4
Increase in cash and cash equivalents $ 7,165 $ 934 $ 1,175
Operating Activities . Operating cash flows increased $25.9
million in 2015 compared with 2014 due primarily to an
increase in net earnings in fiscal
2015 and a reduction in prepaid income taxes of $20.3 million,
offset by an income tax refund of $20.5 million received in the
fourth quarter of 2014 as a
result of a fixed asset cost segregation study.
In 2014, operating cash flows increased $2.2 million compared
with 2013 due primarily to the tax benefits realized as a result
of the fixed asset cost
segregation study which resulted in an income tax refund and a
decrease in income tax payments. These decreases in cash flows
were partially offset by an
increase in property rent payments due to timing differences
associated with payments for the month of October.

30
Investing Activities. Cash flows used in investing activities
increased $41.5 million in 2015 compared with 2014 due
primarily to an increase in capital
expenditures, cash used to acquire assets held for sale and
leaseback, and a decrease in proceeds from assets held for sale
and leaseback and the sale of
company-operated restaurants. In 2014, cash flows used in
investing activities increased $9.0 million compared with 2013
due primarily to decreases in
proceeds from assets held for sale and leaseback and the sale of
company-operated restaurants, partially offset by decreases in
capital expenditures, cash used
to acquire assets held for sale and leaseback, and acquisitions of
franchise-operated restaurants.
Capital Expenditures — The composition of capital
expenditures in each fiscal year is summarized in the table
below (in thousands):
2015 2014 2013
Jack in the Box:
New restaurants $ 2,402 $ 3,533 $ 5,887
Restaurant facility expenditures 36,062 22,680 40,670
Other, including information technology 3,464 4,645 3,716
$ 41,928 $ 30,858 $ 50,273
Qdoba:
New restaurants $ 26,686 $ 13,189 $ 22,672
Restaurant facility expenditures 3,762 4,477 4,722
Other, including information technology 3,623 301 149

$ 34,071 $ 17,967 $ 27,543
Shared Services:
Information technology $ 7,315 $ 5,786 $ 4,162
Other, including facility improvements 2,912 5,914 2,712
$ 10,227 $ 11,700 $ 6,874
Consolidated capital expenditures $ 86,226 $ 60,525 $ 84,690
Our capital expenditure program includes, among other things,
investments in new locations and equipment, restaurant
remodeling, and information
technology enhancements. In 2015, capital expenditures
increased $25.7 million due primarily to an increase in spending
related to building new Qdoba
restaurants, exterior lighting enhancements at our Jack in the
Box restaurants, and information technology infrastructure at
both brands, partially offset by a
decrease in spending related to Qdoba’s corporate support
center. In 2014, capital expenditures decreased $24.2 million
compared with 2013 due primarily to
a decrease in spending related to the exteriors of Jack in the
Box restaurants and new Qdoba restaurants, partially offset by
an increase in spending for
leasehold improvements related to Qdoba’s new corporate
support center.
In fiscal 2016, capital expenditures are expected to be
approximately $100-$120 million. Increased spending in fiscal
2016 is primarily related to
remodels at Qdoba company-operated restaurants, as well as
increases in spending for information technology upgrades to
support both brands. We plan to

open 4 new Jack in the Box and approximately 25-30 new
Qdoba company-operated restaurants in fiscal 2016.
Sale of Company-Operated Restaurants — We have continued to
expand franchise ownership in the Jack in the Box system
primarily through the sale of
company-operated restaurants to franchisees. The following
table details proceeds received in connection with our
refranchising activities in each fiscal year
(dollars in thousands):
2015 2014 2013
Number of restaurants sold to franchisees 21 37 81
Total proceeds $ 3,951 $ 10,536 $ 30,619
We expect total proceeds from the sale of Jack in the Box
restaurants in 2016 to be minimal.
31
Assets Held for Sale and Leaseback — We use sale and
leaseback financing to lower the initial cash investment in our
Jack in the Box restaurants to the
cost of the equipment, whenever possible. In 2015, we exercised
our right of first refusal related to five leased properties which
we intend to sell and
leaseback within the next 12 months. The following table
summarizes the cash flow activity related to sale and leaseback
transactions in each fiscal year
2015 2014 2013
Number of restaurants sold and leased back — 3 24
Proceeds from sale and leaseback transactions $ — $ 5,698 $

47,431
Purchases of assets intended for sale and leaseback $ (10,396)
$ (2,801) $ (26,058)
As of September 27, 2015, we had investments of approximately
$15.2 million relating to seven restaurant properties that we
expect to sell and leaseback
during fiscal 2016.
Acquisition of Franchise-Operated Restaurants — In 2015 and
2014, we acquired seven and four Jack in the Box franchise
restaurants, respectively. In
2013, we acquired 13 Qdoba franchise restaurants in select
markets where we believe there is continued opportunity for
restaurant development.
Additionally, in 2013 we exercised our right of first refusal and
acquired one Jack in the Box restaurant. The following table
details franchise-operated
restaurant acquisition activity in each fiscal year (dollars in
thousands):
2015 2014 2013
Number of restaurants acquired from franchisees 7 4 14
Cash used to acquire franchise-operated restaurants $ — $
1,750 $ 12,064
The purchase price was primarily allocated to liabilities
assumed and property and equipment in 2015, and property and
equipment, goodwill and
reacquired franchise rights in 2014 and 2013. For additional
information, refer to Note 3, Summary of Refranchisings,
Franchisee Development and
Acquisitions, of the notes to the consolidated financial
statements.
Financing Activities. Cash used in financing activities

decreased $21.9 million in 2015 and $6.6 million in 2014 as
compared with the respective prior
year. The decrease in 2015 is due primarily to an increase in
borrowings under our credit facility, partially offset by an
increase in cash used to pay dividends
and a decrease in proceeds from the issuance of common stock.
The decrease in 2014 is due primarily to an increase in
borrowings under our credit facility
and the change in our book overdraft related to the timing of
working capital receipts and disbursements, partially offset by
an increase in cash used to
repurchase shares of our common stock and to pay dividends,
and a decrease in proceeds from the issuance of common stock.
Credit Facility — On July 1, 2015, the Company amended its
credit facility to increase its overall borrowing capacity. The
amended credit facility was
increased to $1.2 billion, consisting of (i) a $900.0 million
revolving credit agreement and (ii) a $300.0 million term loan.
In connection with the
amendment, the Company borrowed $300.0 million under the
term loan and approximately $360.0 million under the revolving
credit agreement. The
proceeds from the amendment were used to repay all borrowings
under the credit facility prior to the amendment and pay related
transaction fees and
expenses associated with amending the credit facility.
We are subject to a number of customary covenants under our
credit facility, including limitations on additional borrowings,
acquisitions, loans to
franchisees, lease commitments, stock repurchases, dividend
payments and requirements to maintain certain financial ratios.
We were in compliance with all
covenants as of September 27, 2015.

At September 27, 2015, we had $300.0 million outstanding
under the term loan, borrowings under the revolving credit
agreement of $395.0 million and
letters of credit outstanding of $25.2 million. For additional
information related to our credit facility, refer to Note 7,
Indebtedness, of the notes to the
Interest Rate Swaps — To reduce our exposure to rising interest
rates under our credit facility, we consider interest rate swaps.
In August 2010, we entered
into two forward-looking swaps that effectively converted
$100.0 million of our variable rate term loan to a fixed-rate
basis beginning September 2011
through September 2014. In April 2014, we entered into nine
forward-starting interest rate swap agreements that effectively
convert $300.0 million of our
variable rate borrowings to a fixed rate basis from October 2014
through October 2018. In June 2015, we entered into eleven
forward-starting interest rate
swap agreements that effectively convert an additional $200.0
million of our variable rate borrowings and future expected
variable rate borrowings to a fixed
rate from October 2015 through October 2018, and $500.0
million from October 2018 through October 2022. For
additional information, refer to Note 6,
Derivative Instruments, of the notes to the consolidated
financial statements and Item 7A, Quantitative and Qualitative
Disclosures about Market Risk, of
this Report.
Repurchases of Common Stock — During fiscal 2015, we
repurchased 3.7 million shares at an aggregate cost of $317.1
million, compared with 5.6
million shares at an aggregate cost of $319.7 million in fiscal
2014, and 4.0 million shares at an aggregate cost

32
of $140.1 million in fiscal 2013. As of September 27, 2015,
there was approximately $25,500 remaining under a stock
buyback program which expires in
November 2016, and an additional $200.0 million remaining
under a stock buyback program commencing in fiscal 2016 and
expiring in November 2017.
Repurchases of common stock included in our consolidated
statements of cash flows for 2015 and 2014 include $3.1 million
and $7.3 million,
respectively, related to repurchase transactions traded in the
prior fiscal year and settled in the subsequent year. For
additional information, refer to Note 13,
Stockholders’ Equity, of the notes to the consolidated financial
statements and Item 5, Market for Registrant’s Common Equity,
Related Stockholder Matters
and Issuer Purchases of Equity Securities, of this Report.
Dividends — The Company did not pay any cash dividends on
its common stock during 2013. On May 9, 2014, the Board of
Directors approved the
initiation of a regular quarterly cash dividend. Two quarterly
cash dividend payments of $0.20 per share each were declared
totaling $15.9 million in fiscal
2014. In fiscal 2015, the Board of Directors declared two cash
dividends of $0.20 per share each, and two cash dividends of
$0.30 per share each, totaling
$37.6 million. Future dividends are subject to approval by our
Board of Directors.
Off-Balance Sheet Arrangements

We are not a party to any off-balance sheet arrangements that
have, or are reasonably likely to have, a current or future
material effect on our financial
condition, changes in financial condition, results of operations,
liquidity, capital expenditures or capital resources.
Contractual Obligations and Commitments
The following is a summary of our contractual obligations and
commercial commitments as of September 27, 2015 (in
thousands):
Payments Due by Fiscal Year
Total
Less than
1 year 1-3 years 3-5 years After 5 years
Contractual Obligations:
Credit facility term loan (1) $ 319,223 $ 30,539 $ 60,743 $
227,941 $ —
Revolving credit agreement (1) 413,860 9,620 15,392
388,848 —
Capital lease obligations 22,934 4,040 5,873 5,169 7,852
Operating lease obligations 1,498,290 246,636 388,762
310,034 552,858
Purchase commitments (2) 2,412,500 802,700 815,100
406,500 388,200
Benefit obligations (3) 67,378 8,463 11,836 12,890 34,189
Total contractual obligations $ 4,734,185 $ 1,101,998 $
1,297,706 $ 1,351,382 $ 983,099
Other Commercial Commitments:

Stand-by letters of credit (4) $ 25,200 $ 25,200 $ — $ — $
—
____________________________
(1) Includes interest expense estimated at interest rates in effect
on September 27, 2015.
(2) Includes purchase commitments for food, beverage, and
packaging items to support system-wide restaurant operations.
(3) Includes expected payments associated with our non-
qualified defined benefit plan, postretirement benefit plans and
our non-qualified deferred compensation plan through
fiscal 2025.
(4) Consists primarily of letters of credit for workers’
compensation and general liability insurance.
We maintain a noncontributory defined benefit pension plan
(“Qualified Plan”) covering substantially all full-time
employees hired before January 1,
2011. Our policy is to fund our Qualified Plan at amounts
necessary to satisfy the minimum amount required by law, plus
additional amounts as determined
by management to improve the plan’s funded status.
Contributions beyond fiscal 2015 will depend on pension asset
performance, future interest rates, future
tax law changes, and future changes in regulatory funding
requirements. Based on the funding status of our Qualified Plan
as of our last measurement date,
there was no minimum contribution required. For additional
information related to our pension plans, refer to Note 11,
Retirement Plans, of the notes to the
33

DISCUSSION OF CRITICAL ACCOUNTING ESTIMATES
We have identified the following as our most critical accounting
estimates, which are those that are most important to the
portrayal of the Company’s
financial condition and results, and that require management’s
most subjective and complex judgments. Information regarding
our other significant
accounting estimates and policies are disclosed in Note 1,
Nature of Operations and Summary of Significant Accounting
Policies, of the notes to the
Long-lived Assets — Property, equipment and certain other
assets, including amortized intangible assets, are reviewed for
impairment on an annual basis
or whenever events or changes in circumstances indicate that
their carrying value may not be recoverable. This review
generally includes a restaurant-level
analysis, except when we are actively selling a group of
restaurants, in which case we perform our impairment
evaluations at the group level. Impairment
evaluations for individual restaurants take into consideration a
restaurant’s operating cash flows, the period of time since a
restaurant has been opened or
remodeled, refranchising expectations, and the maturity of the
related market. Impairment evaluations for a group of
restaurants take into consideration the
group’s expected future cash flows and sales proceeds from bids
received, if any, or fair market value based on, among other
considerations, the specific sales
and cash flows of those restaurants. If the assets of a restaurant
or group of restaurants subject to our impairment evaluation are
not recoverable based upon
the forecasted, undiscounted cash flows, we recognize an
impairment loss as the amount by which the carrying value of

the assets exceeds fair value. Our
estimates of cash flows used to assess impairment are subject to
a high degree of judgment and may differ from actual cash
flows due to, among other things,
economic conditions or changes in operating performance.
During fiscal year 2015, we recorded impairment charges
totaling $0.4 million to write down one
underperforming Jack in the Box restaurant to its estimated fair
value.
Retirement Benefits — Our defined benefit and other
postretirement plans’ costs and liabilities are determined using
several statistical and other actuarial
factors, which attempt to anticipate future events, including
assumptions about discount rates, expected return on plan
assets, health care cost trend rates and
mortality rates. The assumed discount rate and expected return
on plan assets are the assumptions that generally have the most
significant impact on our
benefit costs and retirement obligations.
Our discount rate is set annually by us, with assistance from our
actuaries, and is determined by considering the average of
pension yield curves
constructed of a population of high-quality bonds with a
Moody’s or Standard and Poor’s rating of “AA” or better
meeting certain other criteria. As of
September 27, 2015, our discount rates were 4.79% for our
Qualified Plan, 4.45% for our non-qualified defined benefit
plan, and 4.47% for our postretirement
health plans.
Our expected long-term rate of return on assets is determined
taking into consideration our projected asset allocation and
economic forecasts prepared
with the assistance of our actuarial consultants. As of

September 27, 2015, our assumed expected long-term rate of
return was 6.50% for our Qualified Plan.
The actuarial assumptions used may differ materially from
actual results due to changing market and economic conditions,
higher or lower turnover and
retirement rates or longer or shorter life spans of participants.
These differences may affect the amount of pension expense we
record. A hypothetical 25 basis
point reduction in the assumed discount rate and expected long-
term rate of return on plan assets would have resulted in an
estimated increase of $2.4 million
and $0.9 million, respectively, in our fiscal 2015 pension and
postretirement expense.
In 2015, we began using the RP-2014 mortality tables and the
MP-2014 mortality improvement scale in the estimation of our
benefit obligation for our
defined benefit pension and postretirement health plans as they
reflect improved life expectancies and an expectation that the
trend will continue. This
change most significantly impacted our defined benefit pension
plans and resulted in an increase in the combined projected
benefit obligation of $35.6
million from September 28, 2014 to September 27, 2015.
We expect our pension and postretirement expense to decrease
$5.3 million in fiscal 2016 principally due to the sunsetting of
our Qualified Plan on
December 31, 2015, at which time participants will no longer
accrue benefits, resulting in a reduction of the service cost
component of our expense and a
change in the amortization period for actuarial gains and losses
from the average remaining service period of plan participants
to the average future lifetime
of all participants. An increase in our discount rate also

contributed to the expected decrease in our pension and
postretirement expense.
Self-Insurance — We are self-insured for a portion of our losses
related to workers’ compensation, general liability and other
legal claims and health
benefits. In estimating our self-insurance accruals, we utilize
independent actuarial estimates of expected losses, which are
based on statistical analysis of
historical data. These assumptions are closely monitored and
adjusted when warranted by changing circumstances. Should a
greater amount of claims occur
compared to what was estimated, or should medical costs
increase beyond what was expected, accruals might not be
sufficient, and additional expense may
be recorded.
34
Restaurant Closing Costs — Restaurant closing costs consist of
future lease commitments, net of anticipated sublease rentals
and expected ancillary
costs. We record a liability for the net present value of any
remaining lease obligations, net of estimated sublease income,
at the date we cease using a
property. Subsequent adjustments to the liability as a result of
changes in estimates of sublease income or lease cancellations
are recorded in the period
incurred. The estimates we make related to sublease income are
subject to a high degree of judgment and may differ from actual
sublease income due to
changes in economic conditions, desirability of the sites and
other factors. During fiscal year 2015, we recorded charges of
$2.7 million related to revised

sublease assumptions and adjustments for lease terminations.
Share-based Compensation — We offer share-based
compensation plans to attract, retain and incentivize key
officers, non-employee directors and
employees to work toward the financial success of the
Company. Share-based compensation cost for our stock option
grants is estimated at the grant date
based on the award’s fair-value as calculated by an option
pricing model and is recognized as expense ratably over the
requisite service period. The option
pricing models require various highly judgmental assumptions
including volatility and expected option life. If any of the
assumptions used in the model
change significantly, share-based compensation expense may
differ materially in the future from that recorded in the current
period.
Goodwill and Other Intangibles — We evaluate goodwill and
non-amortizing intangible assets annually, or more frequently if
indicators of impairment
are present. Our impairment analyses first include a qualitative
assessment to determine whether events or circumstances
indicate the carrying amount may
not be recoverable. If this assessment results in a less-than 50%
likelihood that impairment exists, then further analysis is not
required. If the results of these
analyses indicate otherwise, then we compare the fair value of
the reporting unit for goodwill and the fair value of the
intangible asset to their respective
carrying values. If the determined fair values of the respective
assets are less than the related carrying amounts, an impairment
loss is recognized. The
methods we use to estimate fair value include future cash flow
assumptions, which may differ from actual cash flows due to,
among other things, economic

conditions or changes in operating performance. We performed
our annual assessment of impairment over all of our goodwill
and other intangibles assets
during the fourth quarter of 2015, and qualitatively determined
that no impairment existed as of September 27, 2015. As of the
impairment testing date, the
fair value of our reporting units significantly exceeded their
carrying values.
Legal Accruals — The Company is subject to claims and
lawsuits in the ordinary course of its business. A determination
of the amount accrued, if any, for
these contingencies is made after analysis of each matter. We
continually evaluate such accruals and may increase or decrease
accrued amounts as we deem
appropriate. Because lawsuits are inherently unpredictable, and
unfavorable resolutions could occur, assessing contingencies is
highly subjective and
requires judgment about future events. As a result, the amount
of ultimate loss may differ from those estimates.
Income Taxes — We estimate certain components of our
provision for income taxes. These estimates include, among
other items, depreciation and
amortization expense allowable for tax purposes, allowable tax
credits, effective rates for state and local income taxes, and the
tax deductibility of certain
other items. We adjust our effective income tax rate as
additional information on outcomes or events becomes
available. Our estimates are based on the best
available information at the time that we prepare the income tax
provision. We generally file our annual income tax returns
several months after our fiscal
year-end. Income tax returns are subject to audit by federal,
state and local governments, generally years after the returns
are filed. These returns could be

subject to material adjustments or differing interpretations of
the tax laws.
NEW ACCOUNTING PRONOUNCEMENTS
See Note 1, Nature of Operations and Summary of Significant
Accounting Policies, of the notes to the consolidated financial
statements for a discussion
of the impact of new accounting pronouncements on our
ITEM 7A. QUANTITATIVE AND QUALITATIVE
DISCLOSURES ABOUT MARKET RISK
Our primary exposure to risks relating to financial instruments
is changes in interest rates. Our credit facility is comprised of a
revolving credit facility and
a term loan, bearing interest at an annual rate equal to the prime
rate or LIBOR plus an applicable margin based on a financial
leverage ratio. As of
September 27, 2015, the applicable margin for the LIBOR-based
revolving loans and term loan was set at 1.75%.
We use interest rate swap agreements to reduce exposure to
interest rate fluctuations. In April 2014, we entered into nine
forward-starting interest rate swap
agreements that effectively convert $300.0 million of our
variable rate borrowings to a fixed rate basis from October 2014
through October 2018. In June
2015, we entered into eleven forward-starting interest rate swap
agreements that effectively convert an additional $200.0 million
of our variable rate
borrowings to a fixed rate from October 2015 through October
2018, and $500.0 million from October 2018 through October
2022. Based on the applicable
margin in effect as of September 27, 2015, these twenty interest

rate swaps would yield average fixed rates of 2.60%, 2.93%,
3.65%, 4.16%, 4.37%,
35
4.64%, 4.82% and 4.92% in years one through eight,
respectively. For additional information related to our interest
rate swaps, refer to Note 6, Derivative
Instruments, of the notes to the consolidated financial
statements.
A hypothetical 100 basis point increase in short-term interest
rates, based on the outstanding unhedged balance of our
revolving credit facility and term
loan at September 27, 2015, would result in an estimated
increase of $2.0 million in annual interest expense.
We are also exposed to the impact of commodity and utility
price fluctuations. Many of the ingredients we use are
commodities or ingredients that are
affected by the price of other commodities, weather,
seasonality, production, availability and various other factors
outside our control. In order to minimize
the impact of fluctuations in price and availability, we monitor
the primary commodities we purchase and may enter into
purchasing contracts and pricing
arrangements when considered to be advantageous. However,
certain commodities remain subject to price fluctuations. We
are exposed to the impact of
utility price fluctuations related to unpredictable factors such as
weather and various other market conditions outside our
control. Our ability to recover
increased costs for commodities and utilities through higher
prices is limited by the competitive environment in which we

operate. From time to time, we
enter into futures and option contracts to manage these
fluctuations. At September 27, 2015, we had no such contracts
in place.
ITEM 8. FINANCIAL STATEMENTS AND
SUPPLEMENTARY DATA
The consolidated financial statements, related financial
information, and the Report of Independent Registered Public
Accounting Firm required to be
filed are indexed on page F-1 and are incorporated herein.
ITEM 9. CHANGES IN AND DISAGREEMENTS WITH
ACCOUNTANTS ON ACCOUNTING AND FINANCIAL
DISCLOSURE
None.
ITEM 9A. CONTROLS AND PROCEDURES
Conclusion Regarding the Effectiveness of Disclosure Controls
and Procedures
Based on an evaluation of the Company’s disclosure controls
and procedures (as defined in Rule 13(a)-15(e) of the Securities
Exchange Act of 1934, as
amended), as of the end of the Company’s fiscal year ended
September 27, 2015, the Company’s Chief Executive Officer
and Chief Financial Officer (its
principal executive officer and principal financial officer,
respectively) have concluded that the Company’s disclosure
controls and procedures were
effective.
Changes in Internal Control Over Financial Reporting

There have been no significant changes in the Company’s
internal control over financial reporting that occurred during the
Company’s fiscal quarter
ended September 27, 2015 that have materially affected, or are
reasonably likely to materially affect, the Company’s internal
control over financial reporting.
Management’s Report on Internal Control Over Financial
Reporting
Management, including our principal executive officer and
principal financial officer, is responsible for establishing and
maintaining adequate internal
control over financial reporting (as defined in Rule 13a-15(f)
under the Exchange Act). The Company’s internal control over
financial reporting is designed
to provide reasonable assurance to the Company’s management
and Board of Directors regarding the preparation and fair
presentation of published financial
statements.
Because of its inherent limitations, internal control over
financial reporting may not prevent or detect misstatements.
Therefore, even those systems
determined to be effective can provide only reasonable
assurance with respect to financial statement preparation and
presentation.
Management assessed the effectiveness of the Company’s
internal control over financial reporting as of September 27,
2015. In making this assessment,
our management used the criteria set forth in 1992 by the
Committee of Sponsoring Organizations of the Treadway
Commission (“COSO”) in Internal
Control-Integrated Framework. Management has concluded that,

as of September 27, 2015, the Company’s internal control over
financial reporting was
effective, at a reasonable assurance level, based on these
criteria.
The Company’s independent registered public accounting firm,
KPMG LLP, has issued an audit report on the effectiveness of
our internal control over
financial reporting, which follows.
36
Report of Independent Registered Public Accounting Firm
The Board of Directors and Stockholders
We have audited the internal control over financial reporting of
Jack in the Box Inc. (the Company) as of September 27, 2015,
based on criteria
established in Internal Control — Integrated Framework (1992),
issued by the Committee of Sponsoring Organizations of the
Treadway Commission
(“COSO”). The Company’s management is responsible for
maintaining effective internal control over financial reporting
and for its assessment of the
effectiveness of internal control over financial reporting,
included in the accompanying Management’s Report on Internal
Control Over Financial Reporting.
Our responsibility is to express an opinion on the Company’s
internal control over financial reporting based on our audit.
We conducted our audit in accordance with the standards of the
Public Company Accounting Oversight Board (United States).

Those standards require
that we plan and perform the audit to obtain reasonable
assurance about whether effective internal control over financial
reporting was maintained in all
material respects. Our audit included obtaining an
understanding of internal control over financial reporting,
assessing the risk that a material weakness
exists, and testing and evaluating the design and operating
effectiveness of internal control based on the assessed risk. Our
audit also included performing
such other procedures as we considered necessary in the
circumstances. We believe that our audit provides a reasonable
basis for our opinion.
A company’s internal control over financial reporting is a
process designed to provide reasonable assurance regarding the
reliability of financial reporting
and the preparation of financial statements for external purposes
in accordance with generally accepted accounting principles. A
company’s internal control
over financial reporting includes those policies and procedures
that (1) pertain to the maintenance of records that, in reasonable
detail, accurately and fairly
reflect the transactions and dispositions of the assets of the
company; (2) provide reasonable assurance that transactions are
recorded as necessary to permit
preparation of financial statements in accordance with generally
accepted accounting principles, and that receipts and
expenditures of the company are being
made only in accordance with authorizations of management
and directors of the company; and (3) provide reasonable
assurance regarding prevention or
timely detection of unauthorized acquisition, use, or disposition
of the company’s assets that could have a material effect on the

Because of its inherent limitations, internal control over
financial reporting may not prevent or detect misstatements.
Also, projections of any evaluation
of effectiveness to future periods are subject to the risk that
controls may become inadequate because of changes in
conditions, or that the degree of
compliance with the policies or procedures may deteriorate.
In our opinion, the Company maintained, in all material
respects, effective internal control over financial reporting as of
September 27, 2015, based on
criteria established in Internal Control — Integrated Framework
(1992) issued by COSO.
We also have audited, in accordance with the standards of the
Public Company Accounting Oversight Board (United States),
the consolidated balance
sheets of Jack in the Box Inc. and subsidiaries as of September
27, 2015 and September 28, 2014, and the related consolidated
statements of earnings,
comprehensive income, cash flows, and stockholders’ equity for
the fifty-two weeks ended September 27, 2015, September 28,
2014, and September 29,
2013, and our report dated November 19, 2015, expressed an
unqualified opinion on those consolidated financial statements.
/s/ KPMG LLP
San Diego, California
November 19, 2015
37
ITEM 9B. OTHER INFORMATION

None.
PART III
ITEM 10. DIRECTORS, EXECUTIVE OFFICERS AND
CORPORATE GOVERNANCE
That portion of our definitive Proxy Statement appearing under
the captions “Election of Directors,” “Directors Qualifications
and Biographical
Information,” “Committees of the Board” and “Section 16(a)
Beneficial Ownership Reporting Compliance” to be filed with
the Commission pursuant to
Regulation 14A within 120 days after September 27, 2015 and
to be used in connection with our 2016 Annual Meeting of
Stockholders is hereby
incorporated by reference.
Information regarding our executive officers is set forth in Item
1 of Part I of this Report under the caption “Executive
Officers.”
the caption “Committees of the Board - Audit Committee,”
relating to the members of the
Company’s Audit Committee and the members of the Audit
Committee who qualify as financial experts, is also incorporated
herein by reference.
the caption “Stockholder Proposals for the 2016 Annual
Meeting,” relating to the
procedures by which stockholders may recommend candidates
for director to the Nominating and Governance Committee of
the Board of Directors, is also

incorporated herein by reference.
We have adopted a Code of Ethics, which applies to all Jack in
the Box Inc. directors, officers and employees, including the
Chief Executive Officer, Chief
Financial Officer, Controller and all of the financial team. The
Code of Ethics is posted on the Company’s website,
www.jackinthebox.com (under the
“Investors — Corporate Governance — Code of Conduct”
caption) and in print free of charge to any stockholder upon
request. We intend to satisfy the
disclosure requirement regarding any amendment to, or waiver
of, a provision of the Code of Ethics for the Chief Executive
Officer, Chief Financial Officer
and Controller or persons performing similar functions, by
posting such information on our website. No such waivers have
been issued during fiscal 2015.
We have also adopted a set of Corporate Governance Principles
and Practices for our Board of Directors and charters for all of
our Board Committees,
including the Audit, Compensation, and Nominating and
Governance Committees. The Corporate Governance Principles
and Practices and committee
charters are available on our website at www.jackinthebox.com
and in print free of charge to any shareholder who requests
them. Written requests for our
Code of Business Conduct and Ethics, Corporate Governance
Principles and Practices and committee charters should be
addressed to Jack in the Box Inc.,
9330 Balboa Avenue, San Diego, California 92123, Attention:
Corporate Secretary.
ITEM 11. EXECUTIVE COMPENSATION

the caption “Executive Compensation,” “Compensation Tables,”
“Director
Compensation,” “Compensation Committee Interlocks and
Insider Participation” and “Compensation Committee Report” to
be filed with the Commission
pursuant to Regulation 14A within 120 days after September 27,
2015 and to be used in connection with our 2016 Annual
Meeting of Stockholders is hereby
ITEM 12. SECURITY OWNERSHIP OF CERTAIN
BENEFICIAL OWNERS AND MANAGEMENT AND
RELATED STOCKHOLDER MATTERS
the caption “Security Ownership of Certain Beneficial Owners
and Management” to be
filed with the Commission pursuant to Regulation 14A within
120 days after September 27, 2015 and to be used in connection
with our 2016 Annual
Meeting of Stockholders is hereby incorporated by reference.
Information regarding equity compensation plans under which
Company common stock may
be issued as of September 27, 2015 is set forth in Item 5 of this
Report.
38
ITEM 13. CERTAIN RELATIONSHIPS AND RELATED
TRANSACTIONS, AND DIRECTOR INDEPENDENCE
the caption “Certain Relationships and Related Transactions”
and “Director

Independence,” if any, to be filed with the Commission pursuant
to Regulation 14A within 120 days after September 27, 2015
and to be used in connection
with our 2016 Annual Meeting of Stockholders is hereby
ITEM 14. PRINCIPAL ACCOUNTING FEES AND SERVICES
the caption “Independent Registered Public Accounting Fees
and Services” to be filed
with the Commission pursuant to Regulation 14A within 120
days after September 27, 2015 and to be used in connection with
our 2016 Annual Meeting of
Stockholders is hereby incorporated by reference.
PART IV
ITEM 15. EXHIBITS, FINANCIAL STATEMENT SCHEDULES
ITEM 15(a) (1) Financial Statements. See Index to Consolidated
Financial Statements on page F-1 of this Report.
ITEM 15(a) (2) Financial Statement Schedules. None.
ITEM 15(a) (3) Exhibits.
Number Description Form Filed with SEC
3.1 Restated Certificate of Incorporation, as amended, dated
September 21, 2007 10-K 11/20/2009
3.1.1
Certificate of Amendment of Restated Certificate of

Incorporation dated September 21,
2007
8-K
9/24/2007
3.2 Amended and Restated Bylaws dated August 7, 2013 10-Q
8/8/2013
10.1.1
Credit Agreement dated as of June 29, 2010 by and among Jack
in the Box Inc. and the
lenders named therein
8-K
7/1/2010
10.1.2
Collateral Agreement dated as of June 29, 2010 by and among
Jack in the Box Inc. and
the lenders named therein
8-K

7/1/2010
10.1.3
Guaranty Agreement dated as of June 29, 2010 by and among
Jack in the Box Inc. and the
lenders named therein
8-K
7/1/2010
10.1.4
First Amendment to the Credit Agreement dated as of February
16, 2012 by and among
Jack in the Box Inc. and the lenders named therein
10-Q
2/23/2012
10.1.7
Second Amended and Restated Credit Agreement dated as of
March 19, 2014, among Jack
in the Box Inc., Wells Fargo Bank, National Association, as
administrative agent, and the

other lender and agent parties thereto
8-K
3/20/2014
10.1.8
Amended and Restated Guaranty Agreement dated as of March
19, 2014, among Jack in
the Box Inc., Wells Fargo Bank, National Association, as
subsidiaries of Jack in the Box Inc. party thereto
8-K
3/20/2014
10.1.9
Amended and Restated Collateral Agreement dated as of March
19, 2014, among Jack in
the Box Inc., Wells Fargo Bank, National Association, as
subsidiaries of Jack in the Box Inc. party thereto
8-K
3/20/2014

39
10.1.10
Waiver, Joinder and Second Amendment, dated as of July 1,
2015, among Jack in the Box
Inc., the Guarantors party thereto, Wells Fargo Bank, National
Association, as
administrative agent, and the lenders party thereto.
8-K
7/7/2015
10.2* Form of Compensation and Benefits Assurance
Agreement for Executives 10-Q 2/20/2008
10.2.1* Form of Revised Compensation and Benefits Assurance
Agreement for certain officers 10-Q 5/17/2012
10.2.2*
Form of Revised Compensation and Benefits Assurance
Agreement for certain officers,
dated May 8, 2014

10-K
11/20/2014
10.3* Amended and Restated Supplemental Executive
Retirement Plan 10-Q 2/18/2009
10.3.1 *
First Amendment to Jack in the Box Inc. Supplemental
Executive Retirement Plan, As
Amended and Restated Effective January 1, 2009
8-K
9/22/2015
10.4* Amended and Restated Executive Deferred Compensation
Plan 10-Q 2/18/2009
10.4.1 *
Jack in the Box Inc. Executive Deferred Compensation Plan, As
Amended and Restated
Effective January 1, 2016
8-K
9/22/2015

10.5* Amended and Restated Deferred Compensation Plan for
Non-Management Directors 10-K 11/22/2006
10.6*
Amended and Restated Non-Employee Director Stock Option
Plan Dated September 17,
1999
10-K
2/2/1999
10.8* Amended and Restated 2004 Stock Incentive Plan DEF
14A 1/12/2012
10.8.1*
Form of Restricted Stock Award for officers and certain
members of management under the
2004 Stock Incentive Plan
10-Q
8/5/2009
10.8.3*

Jack in the Box Inc. Non-Employee Director Stock Option
Award Agreement under the
8-K
11/15/2005
10.8.4*
Form of Restricted Stock Unit Award Agreement for Non-
Employee Director under the
10-K
11/20/2009
10.8.5*
Form of Time-Vested Restricted Stock Unit Award Agreement
under the 2004 Stock
Incentive Plan
10-K
11/24/2010

10.8.6*
Form of Restricted Stock Unit Grant Agreement for Non-
Employee Directors under the
10-Q
5/14/2015
10.8.7*
Form of Stock Option and Performance Unit Awards Agreement
Incentive Plan
10-K
11/20/2009
10.8.8*
Form of Stock Option and Performance Share Awards
Agreement under the 2004 Stock
Incentive Plan
10-Q

2/23/2012
10.8.9*
Form of Stock Option and Performance Share Awards
Agreement under the 2004 Stock
Incentive Plan
10-K
11/22/2013
10.8.10*
Form of Time-Vested Restricted Stock Unit Award Agreement
Incentive Plan
10-K
11/22/2013
10.8.11*
Form of Time-Vesting Restricted Stock Unit Award Agreement
Incentive Plan

10-Q
2/18/2015
10.8.12*
Form of Stock Option and Performance Share Award Agreement
Incentive Plan
10-Q
2/18/2015
40
10.10.1* Amended and Restated Performance Bonus Incentive
Plan effective October 4, 2010 DEF 14A 1/13/2011
10.11*
Form of Amended and Restated Indemnification Agreement
between the registrant and
individual directors, officers and key employees
10-Q

8/10/2012
23.1 Consent of Independent Registered Public Accounting
Firm _____ Filed herewith
31.1
Certification of Chief Executive Officer pursuant to Section 302
of the Sarbanes-Oxley
Act of 2002
_____
Filed herewith
31.2
Certification of Chief Financial Officer pursuant to Section 302
of the Sarbanes-Oxley Act
of 2002
_____
Filed herewith
32.1

Certification of Chief Executive Officer pursuant to 18 U.S.C.
Section 1350, as adopted
pursuant to Section 906 of the Sarbanes-Oxley Act of 2002
_____
Filed herewith
32.2
Certification of Chief Financial Officer pursuant to 18 U.S.C.
Section 1350, as adopted
pursuant to Section 906 of the Sarbanes-Oxley Act of 2002
_____
Filed herewith
101.INS XBRL Instance Document
101.SCH XBRL Taxonomy Extension Schema Document
101.CAL XBRL Taxonomy Extension Calculation Linkbase
Document
101.DEF XBRL Taxonomy Extension Definition Linkbase
Document
101.LAB XBRL Taxonomy Extension Label Linkbase
Document

101.PRE XBRL Taxonomy Extension Presentation Linkbase
Document
* Management contract or compensatory plan.
ITEM 15(b) All required exhibits are filed herein or
incorporated by reference as described in Item 15(a)(3).
ITEM 15(c) All schedules have been omitted as the required
information is inapplicable, immaterial or the information is
presented in the consolidated
financial statements or related notes.
41
SIGNATURES
Pursuant to the requirements of Section 13 or 15(d) of the
Securities Exchange Act of 1934, the registrant has duly caused
this report to be signed on its
behalf by the undersigned, thereunto duly authorized.
JACK IN THE BOX INC.
By: /s/ JERRY P. REBEL
Jerry P. Rebel
Executive Vice President and Chief Financial Officer (principal
financial officer)
(Duly Authorized Signatory)
November 19, 2015

Pursuant to the requirements of the Securities Exchange Act of
1934, this report has been signed below by the following
persons on behalf of the registrant
and in the capacities and on the dates indicated.
Each person whose signature appears below constitutes and
appoints Leonard A. Comma and Jerry P. Rebel, jointly and
severally, his attorneys-in-fact,
each with the power of substitution, for him or her in any and
all capacities, to sign any amendments to this report, and to file
the same, with exhibits thereto
and other documents in connection therewith with the Securities
and Exchange Commission, hereby ratifying and confirming all
that each of said attorneys-
in-fact, or his substitute or substitutes may do or cause to be
done by virtue hereof.
Signature Title Date
/s/ LEONARD A. COMMA
Chairman of the Board and Chief Executive Officer
(principal executive officer) November 19, 2015
Leonard A. Comma
/s/ JERRY P. REBEL
Executive Vice President and Chief Financial Officer
(principal financial officer and principal accounting
officer) November 19, 2015
Jerry P. Rebel
/s/ DAVID L. GOEBEL Director November 19, 2015

David L. Goebel
/s/ SHARON P. JOHN Director November 19, 2015
Sharon P. John
/s/ MADELEINE A. KLEINER Director November 19, 2015
Madeleine A. Kleiner
/s/ MICHAEL W. MURPHY Director November 19, 2015
Michael W. Murphy
/s/ JAMES M. MYERS Director November 19, 2015
James M. Myers
/s/ DAVID M. TEHLE Director November 19, 2015
David M. Tehle
/s/ JOHN T. WYATT Director November 19, 2015
John T. Wyatt
42
INDEX TO CONSOLIDATED FINANCIAL STATEMENTS
Page
Report of Independent Registered Public Accounting Firm F-2
Consolidated Balance Sheets F-3
Consolidated Statements of Earnings F-4
Consolidated Statements of Comprehensive Income F-5
Consolidated Statements of Cash Flows F-6
Consolidated Statements of Stockholders’ Equity F-7

Notes to Consolidated Financial Statements F-8
Schedules not filed: All schedules have been omitted as the
required information is inapplicable, immaterial or the
information is presented in the
consolidated financial statements or related notes.
F-1
Report of Independent Registered Public Accounting Firm
The Board of Directors and Stockholders
We have audited the accompanying consolidated balance sheets
of Jack in the Box Inc. and subsidiaries (the Company) as of
September 27, 2015 and
September 28, 2014, and the related consolidated statements of
earnings, comprehensive income, cash flows, and stockholders’
equity for the fifty-two weeks
ended September 27, 2015, September 28, 2014, and September
29, 2013. These consolidated financial statements are the
responsibility of the Company’s
management. Our responsibility is to express an opinion on
these consolidated financial statements based on our audits.
We conducted our audits in accordance with the standards of the
Public Company Accounting Oversight Board (United States).
Those standards require
that we plan and perform the audit to obtain reasonable
assurance about whether the financial statements are free of
material misstatement. An audit includes
examining, on a test basis, evidence supporting the amounts and
disclosures in the financial statements. An audit also includes

assessing the accounting
principles used and significant estimates made by management,
as well as evaluating the overall financial statement
presentation. We believe that our audits
provide a reasonable basis for our opinion.
In our opinion, the consolidated financial statements referred to
above present fairly, in all material respects, the financial
position of Jack in the Box Inc.
and subsidiaries as of September 27, 2015 and September 28,
2014, and the results of their operations and their cash flows for
the fifty-two weeks ended
September 27, 2015, September 28, 2014, and September 29,
2013, in conformity with U.S. generally accepted accounting
principles.
We also have audited, in accordance with the standards of the
Public Company Accounting Oversight Board (United States),
the internal control over
financial reporting of Jack in the Box Inc. as of September 27,
2015, based on criteria established in Internal Control -
Integrated Framework (1992) issued
by the Committee of Sponsoring Organizations of the Treadway
Commission (COSO), and our report dated November 19, 2015,
expressed an unqualified
opinion on the effectiveness of the Company’s internal control
over financial reporting.
/s/ KPMG LLP
November 19, 2015
F-2

JACK IN THE BOX INC. AND SUBSIDIARIES
CONSOLIDATED BALANCE SHEETS
(Dollars in thousands, except per share data)
September 27,
2015
September 28,
2014
ASSETS
Current assets:
Cash and cash equivalents $ 17,743 $ 10,578
Accounts and other receivables, net 47,975 50,014
Inventories 7,376 7,481
Prepaid expenses 16,240 36,314
Deferred income taxes 40,033 36,810
Assets held for sale 15,516 4,766
Other current assets 3,106 597
Total current assets 147,989 146,560
Property and equipment, at cost:
Land 112,991 113,622
Buildings 1,091,237 1,090,360
Restaurant and other equipment 315,235 291,443
Construction in progress 43,914 24,522
1,563,377 1,519,947
Less accumulated depreciation and amortization (835,114)
(797,818)

Property and equipment, net 728,263 722,129
Intangible assets, net 14,765 15,604
Goodwill 149,027 149,074
Other assets, net 263,935 237,298
$ 1,303,979 $ 1,270,665
LIABILITIES AND STOCKHOLDERS’ EQUITY
Current liabilities:
Current maturities of long-term debt $ 26,677 $ 10,871
Accounts payable 32,137 31,810
Accrued liabilities 170,575 163,626
Total current liabilities 229,389 206,307
Long-term debt, net of current maturities 688,579 497,012
Other long-term liabilities 370,058 309,435
Stockholders’ equity:
Preferred stock $0.01 par value, 15,000,000 shares authorized,
none issued — —
Common stock $0.01 par value, 175,000,000 shares authorized,
81,096,156 and 80,127,387 issued, respectively 811 801
Capital in excess of par value 402,986 356,727
Retained earnings 1,316,119 1,244,897
Accumulated other comprehensive loss (132,530) (90,132)
Treasury stock, at cost, 45,314,529 and 41,571,752 shares,
respectively (1,571,433) (1,254,382)
Total stockholders’ equity 15,953 257,911
$ 1,303,979 $ 1,270,665
See accompanying notes to consolidated financial statements.
F-3

CONSOLIDATED STATEMENTS OF EARNINGS
(In thousands, except per share data)
Fiscal Year
2015 2014 2013
Revenues:
Company restaurant sales $ 1,156,863 $ 1,120,912 $
1,143,780
Franchise rental revenues 226,702 217,182 207,513
Franchise royalties and other 156,752 146,037 138,574
1,540,317 1,484,131 1,489,867
Operating costs and expenses, net:
Food and packaging 361,988 357,338 372,685
Payroll and employee benefits 313,302 308,494 320,384
Occupancy and other 246,023 247,861 255,586
Total company restaurant costs 921,313 913,693 948,655
Franchise occupancy expenses 170,102 169,034 161,049
Selling, general and administrative expenses 221,145 206,788
220,641
Impairment and other charges, net 11,757 14,908 13,439
3,139 3,548 (4,640)
1,343,144 1,321,823 1,351,662
Earnings from operations 197,173 162,308 138,205
Interest expense, net 18,803 15,678 15,251
Earnings from continuing operations and before income taxes

178,370 146,630 122,954
Income taxes 65,769 51,786 40,346
Earnings from continuing operations 112,601 94,844 82,608
Losses from discontinued operations, net of income tax benefit
(3,789) (5,894) (31,456)
Net earnings $ 108,812 $ 88,950 $ 51,152
Net earnings per share — basic (1):
Earnings from continuing operations $ 3.00 $ 2.33 $ 1.91
Losses from discontinued operations (0.10) (0.14) (0.73)
Net earnings per share $ 2.89 $ 2.18 $ 1.18
Net earnings per share — diluted (1):
Earnings from continuing operations $ 2.95 $ 2.26 $ 1.84
Losses from discontinued operations (0.10) (0.14) (0.70)
Net earnings per share $ 2.85 $ 2.12 $ 1.14
Weighted-average shares outstanding:
Basic 37,587 40,781 43,351
Diluted 38,215 41,973 44,899
Cash dividends declared per common share $ 1.00 $ 0.40 $ —
________________________
(1) Earnings per share may not add due to rounding.
F-4

CONSOLIDATED STATEMENTS OF COMPREHENSIVE
INCOME
(In thousands)
Fiscal Year
2015 2014 2013
Net earnings $ 108,812 $ 88,950 $ 51,152
Cash flow hedges:
Net change in fair value of derivatives (26,596) (1,890) (110)
Net loss reclassified to earnings 2,011 1,291 1,353
(24,585) (599) 1,243
Tax effect 9,517 229 (476)
(15,068) (370) 767
Unrecognized periodic benefit costs:
Actuarial (losses) gains arising during the period (54,407)
(49,173) 98,764
Actuarial losses and prior service cost reclassified to earnings
9,863 5,245 18,895
(44,544) (43,928) 117,659
Tax effect 17,243 16,821 (45,079)
(27,301) (27,107) 72,580
Other:
Foreign currency translation adjustments (45) 10 8
Tax effect 16 (3) (4)

(29) 7 4
Other comprehensive (loss) income, net of tax (42,398)
(27,470) 73,351
Comprehensive income $ 66,414 $ 61,480 $ 124,503
F-5
CONSOLIDATED STATEMENTS OF CASH FLOWS
(In thousands)
Fiscal Year
2015 2014 2013
Cash flows from operating activities:
Net earnings $ 108,812 $ 88,950 $ 51,152
Adjustments to reconcile net earnings to net cash provided by
operating activities:
Depreciation and amortization 89,468 91,384 96,219
Deferred finance cost amortization 2,309 2,175 2,277
Excess tax benefits from share-based compensation
arrangements (18,602) (17,664) (2,094)
Deferred income taxes (3,191) 4,152 (18,604)
Share-based compensation expense 12,420 10,358 11,392
Pension and postretirement expense 18,749 13,760 31,147
Losses (gains) on cash surrender value of company-owned life
insurance 1,240 (6,049) (8,998)

3,139 3,548 (4,640)
Losses on the disposition of property and equipment 1,847
1,680 789
Impairment charges and other 6,815 10,434 30,785
Loss on early retirement of debt — 789 939
Changes in assets and liabilities, excluding acquisitions and
dispositions:
Accounts and other receivables (82) 19,589 33,994
Inventories 105 (300) 27,415
Prepaid expenses and other current assets 35,255 14,051
15,211
Accounts payable 2,281 (627) (26,945)
Accrued liabilities 798 7,140 (10,560)
Pension and postretirement contributions (25,374) (25,349)
(23,886)
Other (9,114) (16,999) (6,721)
Cash flows provided by operating activities 226,875 201,022
198,872
Cash flows from investing activities:
Purchases of property and equipment (86,226) (60,525)
(84,690)
Purchases of assets intended for sale and leaseback (10,396)
(2,801) (26,058)
Proceeds from sale and leaseback of assets — 5,698 47,431
Proceeds from the sale of company-operated restaurants 3,951
10,536 30,619
Collections on notes receivable 5,917 2,974 6,448
Acquisition of franchise-operated restaurants — (1,750)
(12,064)
Other 2,281 2,889 4,375
Cash flows used in investing activities (84,473) (42,979)

(33,939)
Cash flows from financing activities:
Borrowings on revolving credit facilities 857,000 652,000
646,000
Repayments of borrowings on revolving credit facilities
(768,000) (521,000) (721,000)
Proceeds from issuance of debt 300,000 200,000 200,000
Principal repayments on debt (198,397) (193,399) (175,946)
Debt issuance costs (2,030) (3,607) (4,392)
Dividends paid on common stock (37,390) (15,808) —
Proceeds from issuance of common stock
15,170 31,748 61,993
Repurchases of common stock (320,163) (323,866) (132,833)
Excess tax benefits from share-based compensation
arrangements 18,602 17,664 2,094
Change in book overdraft — (848) (39,678)
Cash flows used in financing activities (135,208) (157,116)
(163,762)
Effect of exchange rate changes on cash and cash equivalents
(29) 7 4
Net increase in cash and cash equivalents 7,165 934 1,175
Cash and cash equivalents at beginning of year 10,578 9,644
8,469
Cash and cash equivalents at end of year $ 17,743 $ 10,578 $
9,644
F-6

CONSOLIDATED STATEMENTS OF STOCKHOLDERS’
EQUITY
(Dollars in thousands)
Number
of Shares Amount
Capital in
Excess of
Par Value
Retained
Earnings
Accumulated
Other
Comprehensive
Loss
Treasury
Stock Total
Balance at September 30, 2012 75,827,894 $ 758 $ 221,100 $
1,120,671 $ (136,013) $ (794,571) $ 411,945
Shares issued under stock plans,
including tax benefit 2,687,277 27 64,272 — — — 64,299
Share-based compensation — — 11,392 — — — 11,392
Purchases of treasury stock — — — — — (140,121)
(140,121)
Net earnings — — — 51,152 — — 51,152

Foreign currency translation adjustment — — — — 4 — 4
Effect of interest rate swaps, net — — — — 767 — 767
Effect of actuarial gains and prior service
cost, net — — — — 72,580 — 72,580
Balance at September 29, 2013 78,515,171 785 296,764
1,171,823 (62,662) (934,692) 472,018
including tax benefit 1,612,216 16 49,605 — — — 49,621
Dividends declared — — — (15,876) — — (15,876)
(319,690)
Net earnings — — — 88,950 — — 88,950
Foreign currency translation adjustment — — — — 7 — 7
Effect of interest rate swaps, net — — — — (370) — (370)
Effect of actuarial losses and prior
service cost, net — — — — (27,107) — (27,107)
Balance at September 28, 2014 80,127,387 801 356,727
1,244,897 (90,132) (1,254,382) 257,911
including tax benefit 968,769 10 33,762 — — — 33,772
Dividends declared — — 77 (37,590) — — (37,513)
(317,051)
Net earnings — — — 108,812 — — 108,812
Foreign currency translation adjustment — — — — (29) —
(29)
Effect of interest rate swaps, net — — — — (15,068) —
(15,068)
Effect of actuarial losses and prior
service cost, net — — — — (27,301) — (27,301)
Balance at September 27, 2015 81,096,156 $ 811 $ 402,986 $
1,316,119 $ (132,530) $ (1,571,433) $ 15,953

F-7
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
1. NATURE OF OPERATIONS AND SUMMARY OF
SIGNIFICANT ACCOUNTING POLICIES
Nature of operations — Founded in 1951, Jack in the Box Inc.
(the “Company”) operates and franchises Jack in the Box®
quick-service restaurants and
Qdoba Mexican Eats® (“Qdoba”) fast-casual restaurants. The
following table summarizes the number of restaurants as of the
end of each fiscal year:
2015 2014 2013
Jack in the Box:
Company-operated 413 431 465
Franchise 1,836 1,819 1,786
Total system 2,249 2,250 2,251
Qdoba:
Company-operated 322 310 296
Franchise 339 328 319
Total system 661 638 615
References to the Company throughout these notes to the
consolidated financial statements are made using the first
person notations of “we,” “us” and “our.”

Comparisons throughout these notes to the consolidated
financial statements refer to the 52-week periods ended
September 27, 2015, September 28, 2014
and September 29, 2013 for fiscal years 2015, 2014 and 2013
respectively, unless otherwise indicated.
Basis of presentation — The accompanying consolidated
financial statements have been prepared in accordance with U.S.
generally accepted accounting
principles and the rules and regulations of the Securities and
Exchange Commission (“SEC”). During fiscal 2012, we entered
into an agreement to outsource
our Jack in the Box distribution business. In the third quarter of
fiscal 2013, we closed 62 Qdoba restaurants (the “2013 Qdoba
Closures”) as part of a
comprehensive Qdoba market performance review. The results
of operations for our distribution business and for the 2013
Qdoba Closures are reported as
discontinued operations for all periods presented. Refer to Note
2, Discontinued Operations, for additional information. Unless
otherwise noted, amounts and
disclosures throughout these notes to the consolidated financial
statements relate to our continuing operations.
Reclassifications and adjustments — Certain prior year amounts
in these notes and in the consolidated financial statements have
been reclassified to
conform to the fiscal 2015 presentation.
In 2015, on our consolidated statements of earnings, we began
to separately state our franchise revenues derived from rentals
and those derived from royalties
and other. To provide clarity, we additionally have separately
stated the associated rental expense and depreciation and
amortization related to the rental
income received from franchisees. For comparison purposes, we

have reclassified prior year franchise revenue and franchise
costs line items to reflect the new
method of presentation.
Principles of consolidation — The consolidated financial
statements include the accounts of the Company, its wholly-
owned subsidiaries and the accounts
of any variable interest entities (“VIEs”) where we are deemed
the primary beneficiary. All significant intercompany accounts
and transactions are eliminated.
The Financial Accounting Standards Board (“FASB”)
authoritative guidance on consolidation requires the primary
beneficiary of a VIE to consolidate that
entity. The primary beneficiary of a VIE is an enterprise that
has a controlling financial interest in the VIE. Controlling
financial interest exists when an
enterprise has both the power to direct the activities that most
significantly impact the VIE’s economic performance and the
obligation to absorb losses or the
right to receive benefits of the VIE that could potentially be
significant to the VIE.
The primary entities in which we possess a variable interest are
franchise entities, which operate our franchise restaurants. We
do not possess any ownership
interests in franchise entities. We have reviewed these franchise
entities and determined that we are not the primary beneficiary
of the entities and therefore,
these entities have not been consolidated. We hold and
consolidate a variable interest in a subsidiary formed for the
purpose of operating a franchisee
lending program. For information related to this VIE, refer to
Note 15, Variable Interest Entities.
Fiscal year — Our fiscal year is 52 or 53 weeks ending the

Sunday closest to September 30. Fiscal years 2015, 2014 and
2013 include 52 weeks.
F-8
Use of estimates — In preparing the consolidated financial
statements in conformity with U.S. generally accepted
accounting principles, management is
required to make certain assumptions and estimates that affect
reported amounts of assets, liabilities, revenues, expenses and
the disclosure of contingencies.
In making these assumptions and estimates, management may
from time to time seek advice and consider information
provided by actuaries and other experts
in a particular area. Actual amounts could differ materially from
these estimates.
Cash and cash equivalents — We invest cash in excess of
operating requirements in short-term, highly liquid investments
with original maturities of three
months or less, which are considered cash equivalents.
Accounts and other receivables, net is primarily comprised of
receivables from franchisees, tenants and credit card processors.
Franchisee receivables
primarily include rents, royalties, and marketing fees associated
with lease and franchise agreements. Tenant receivables relate
to subleased properties where
we are on the master lease agreement. We accrue interest on
notes receivable based on the contractual terms. The allowance

for doubtful accounts is based on
historical experience and a review of existing receivables.
Changes in accounts and other receivables are classified as an
operating activity in the
consolidated statements of cash flows.
Inventories consist principally of food, packaging and supplies,
and are valued at the lower of cost or market on a first-in, first-
out basis. Changes in
inventories are classified as an operating activity in the
consolidated statements of cash flows.
Assets held for sale typically represent the costs for new sites
and existing sites that we plan to sell and lease back within the
next year. Gains or losses
realized on sale-leaseback transactions are deferred and
amortized to income over the lease terms. If the determination
is made that we no longer expect to sell
an asset within the next year, the asset is reclassified out of
assets held for sale. Assets held for sale also periodically
includes the net book value of property
and/or equipment we plan to sell within the next year. Assets
held for sale consisted of the following at each fiscal year-end
(in thousands):
2015 2014
Assets held for sale and leaseback $ 15,216 $ 3,477
Other property and equipment held for sale 300 1,289
Assets held for sale $ 15,516 $ 4,766
Property and equipment, net — Expenditures for new facilities
and equipment, and those that substantially increase the useful
lives of the property, are
capitalized. Facilities leased under capital leases are stated at
the present value of minimum lease payments at the beginning

of the lease term, not to exceed
fair value. Maintenance and repairs are expensed as incurred.
When property and equipment are retired or otherwise disposed
of, the related cost and
accumulated depreciation are removed from the accounts, and
gains or losses on the dispositions are reflected in results of
operations.
Buildings, equipment and leasehold improvements are generally
depreciated using the straight-line method based on the
estimated useful lives of the assets,
over the initial lease term for certain assets acquired in
conjunction with the lease commencement for leased properties,
or the remaining lease term for certain
assets acquired after the commencement of the lease for leased
properties. In certain situations, one or more option periods may
be used in determining the
depreciable life of assets related to leased properties if we deem
that an economic penalty would be incurred otherwise. In either
circumstance, our policy
requires lease term consistency when calculating the
depreciation period, in classifying the lease and in computing
straight-line rent expense. Building,
leasehold improvement assets and equipment are assigned lives
that range from 2 to 35 years. Depreciation expense related to
property and equipment was
$88.8 million, $90.7 million and $92.0 million in 2015, 2014,
and 2013, respectively.
Impairment of long-lived assets — We evaluate our long-lived
assets, such as property and equipment, for impairment on an
annual basis or whenever events
or changes in circumstances indicate that their carrying value
may not be recoverable. This review generally includes a
restaurant-level analysis, except when
we are actively selling a group of restaurants in which case we

perform our impairment evaluations at the group level.
Impairment evaluations for individual
restaurants take into consideration a restaurant’s operating cash
flows, the period of time since a restaurant has been opened or
remodeled, refranchising
expectations, and the maturity of the related market. Impairment
evaluations for a group of restaurants take into consideration
the group’s expected future
cash flows and sales proceeds from bids received, if any, or fair
market value based on, among other considerations, the specific
sales and cash flows of those
restaurants. If the assets of a restaurant or group of restaurants
subject to our impairment evaluation are not recoverable based
upon the forecasted,
undiscounted cash flows, we recognize an impairment loss by
the amount which the carrying value of the assets exceeds fair
value. Long-lived assets that
meet the held for sale criteria, which excludes assets intended to
be sold and leased back, are held for sale and reported at the
lower of their carrying value or
fair value, less estimated costs to sell.
F-9
Goodwill and intangible assets — Goodwill is the excess of the
purchase price over the fair value of identifiable net assets
acquired, if any. We generally
record goodwill in connection with the acquisition of
restaurants from franchisees. Likewise, upon the sale of
restaurants to franchisees, goodwill is

decremented. The amount of goodwill written-off is determined
as the fair value of the reporting unit disposed of as a
percentage of the fair value of the
reporting unit retained. Goodwill is evaluated for impairment
annually, or more frequently if indicators of impairment are
present. We first assess qualitative
factors to determine whether the existence of events or
circumstances leads to a determination that it is more likely
than not that the fair value of a reporting
unit is less than its carrying amount. If the qualitative factors
indicate that it is more likely than not that the fair value of a
reporting unit is less than its
carrying amount, we perform a two-step impairment test of
goodwill. In the first step, we estimate the fair value of the
reporting unit and compare it to the
carrying value of the reporting unit. If the carrying value
exceeds the fair value of the reporting unit, the second step is
performed to measure the amount of
the impairment loss, if any. In the second step, the amount of
the impairment loss is the excess of the carrying amount of the
goodwill over its implied fair
value.
Intangible assets, net is comprised primarily of acquired
franchise contract costs, our Qdoba trademark, lease acquisition
costs and reacquired franchise rights.
Acquired franchise contract costs and our Qdoba trademark
were recorded in connection with our acquisition of Qdoba
Restaurant Corporation in fiscal 2003.
Acquired franchise contract costs represent the acquired value
of franchise contracts, which are amortized over the term of the
franchise agreements plus
options based on the projected royalty revenue stream. Our
Qdoba trademark asset has an indefinite life and is not
amortized. Lease acquisition costs
primarily represent the fair values of acquired lease contracts

having contractual rents lower than fair market rents and are
amortized on a straight-line basis
over the remaining initial lease term. Reacquired franchise
rights are recorded in connection with our acquisition of
franchised restaurants and are amortized
over the remaining contractual period of the franchise contract
in which the right was granted.
Our non-amortizing intangible asset is evaluated for impairment
annually, or more frequently if indicators of impairment are
present. We first assess
qualitative factors to determine whether the existence of events
or circumstances leads to a determination that it is more likely
than not that the fair value of
the intangible asset is less than its carrying amount. If the
qualitative factors indicate that it is more likely than not that
the fair value of the intangible asset is
less than its carrying amount, we compare the fair value of the
non-amortizing intangible asset with its carrying amount. If the
carrying amount of an
intangible asset exceeds its fair value, an impairment loss is
recognized equal to the excess.
Company-owned life insurance — We have purchased company-
owned life insurance (“COLI”) policies to support our non-
qualified benefit plans. The cash
surrender values of these policies were $99.5 million and
$100.7 million as of September 27, 2015 and September 28,
2014, respectively, and are included in
other assets, net in the accompanying consolidated balance
sheets. Changes in cash surrender values are included in selling,
general and administrative
expenses in the accompanying consolidated statements of
earnings. These policies reside in an umbrella trust for use only
to pay plan benefits to participants
or to pay creditors if the Company becomes insolvent.

Leases — We review all leases for capital or operating
classification at their inception under the FASB authoritative
guidance for leases. Our operations are
primarily conducted under operating leases. Within the
provisions of certain leases, there are rent holidays and
escalations in payments over the base lease
term, as well as renewal periods. The effects of the holidays and
escalations have been reflected in rent expense on a straight-
line basis over the expected
lease term. Differences between amounts paid and amounts
expensed are recorded as deferred rent. The lease term
commences on the date when we have the
right to control the use of the leased property. Certain leases
also include contingent rent provisions based on sales levels,
which are accrued at the point in
time we determine that it is probable such sales levels will be
achieved.
Revenue recognition — Revenue from company restaurant sales
is recognized when the food and beverage products are sold and
are presented net of sales
taxes.
Our franchise arrangements generally provide for franchise fees
and continuing fees based upon a percentage of sales
(“royalties”). In order to renew a
franchise agreement upon expiration, a franchisee must obtain
the Company’s approval and pay then current fees. Franchise
development and license fees are
recorded as deferred revenue until we have substantially
performed all of our contractual obligations and the restaurant
has opened for business. Franchise
royalties are recorded in revenues on an accrual basis. Among
other things, a franchisee may be provided the use of land and
building, generally for a period

of 20 years, and is required to pay negotiated rent, property
taxes, insurance and maintenance. Certain franchise rents,
which are contingent upon sales levels,
are recognized in the period in which the contingency is met.
Gift cards — We sell gift cards to our customers in our
restaurants and through selected third parties. The gift cards
sold to our customers have no stated
expiration dates and are subject to actual and/or potential
escheatment rights in several of the jurisdictions in which we
operate. We recognize income from
gift cards when redeemed by the customer.
F-10
While we will continue to honor all gift cards presented for
payment, we may determine the likelihood of redemption to be
remote for certain card balances
due to, among other things, long periods of inactivity. In these
circumstances, to the extent we determine there is no
requirement for remitting balances to
government agencies under unclaimed property laws, card
balances may be recognized as a reduction to selling, general
and administrative expenses in the
Income recognized on unredeemed gift card balances was $1.0
million, $0.8 million and $0.7 million in fiscal 2015, 2014 and
2013, respectively.

Pre-opening costs associated with the opening of a new
restaurant consist primarily of employee training costs and are
expensed as incurred and included in
selling, general and administrative expenses in the
Restaurant closure costs — All costs associated with exit or
disposal activities are recognized when they are incurred.
Restaurant closure costs, which are
included in impairment and other charges, net and losses (gains)
on the sale of company-operated restaurants in the
accompanying consolidated statements of
earnings, consist of future lease commitments, net of
anticipated sublease rentals, and expected ancillary costs.
Self-insurance — We are self-insured for a portion of our
workers’ compensation, general liability, employee medical and
dental, and automotive claims. We
utilize a paid-loss plan for our workers’ compensation, general
liability and automotive programs, which have predetermined
loss limits per occurrence and in
the aggregate. We establish our insurance liability
(undiscounted) and reserves using independent actuarial
estimates of expected losses for determining
reported claims and as the basis for estimating claims incurred
but not reported. As of September 27, 2015 and September 28,
2014, our estimated liability for
general liability and workers’ compensation claims exceeded
our self-insurance retention limits by $25.8 million and $24.6
million, respectively, which we
expect our insurance providers to pay on our behalf in
accordance with the contractual terms of our insurance policies.
Advertising costs — We administer marketing funds which
include contractual contributions. In fiscal 2015, the marketing
funds at franchise and company-

operated restaurants were generally 5% and 2% of gross
revenues at Jack in the Box and Qdoba restaurants, respectively,
and in both fiscal 2014 and 2013
the marketing funds were approximately 5% and 1% of gross
revenues at Jack in the Box and Qdoba restaurants, respectively.
We record contributions from
franchisees as a liability included in accrued liabilities in the
accompanying consolidated balance sheets until such funds are
expended. The contributions to
the marketing funds are designated for marketing initiatives and
advertising and we act as an agent for the franchisees with
regard to these contributions.
Therefore, we do not reflect franchisee contributions to the
funds in our consolidated statements of earnings or cash flows.
Production costs of commercials, programming and other
marketing activities are charged to the marketing funds when
the advertising is first used for its
intended purpose, and the costs of advertising are charged to
operations as incurred. Total contributions and other marketing
expenses, are included in
selling, general, and administrative expenses in the
accompanying consolidated statements of earnings. The
following table provides a summary of
advertising costs related to company-operated restaurants in
each fiscal year (in thousands):
2015 2014 2013
Jack in the Box $ 41,895 $ 42,349 $ 46,739
Qdoba 17,687 18,215 16,123
Total $ 59,582 $ 60,564 $ 62,862
Share-based compensation — We account for our share-based
compensation under the FASB authoritative guidance on stock
compensation , which

generally requires, among other things, that all employee share-
based compensation be measured using a fair value method and
that the resulting
compensation cost be recognized in the financial statements.
Compensation expense for our share-based compensation
awards is generally recognized on a
straight-line basis over the shorter of the vesting period or the
period from the date of grant to the date the employee becomes
eligible to retire.
Income taxes — Deferred tax assets and liabilities are
recognized for the future tax consequences attributable to
differences between the financial statement
carrying amounts of existing assets and liabilities and their
respective tax bases, as well as tax loss and credit
carryforwards. Deferred tax assets and liabilities
are measured using enacted tax rates expected to apply to
taxable income in the years in which those temporary
differences are expected to be recovered or
settled. We recognize interest and, when applicable, penalties
related to unrecognized tax benefits as a component of our
income tax provision.
Authoritative guidance issued by the FASB prescribes a
minimum probability threshold that a tax position must meet
before a financial statement benefit is
recognized. The minimum threshold is defined as a tax position
that is more likely than not to be
F-11

sustained upon examination by the applicable taxing authority,
including resolution of any related appeals or litigation
processes, based on the technical
merits of the position. Refer to Note 10, Income Taxes, for
additional information.
Derivative instruments — From time to time, we use interest
rate swap agreements to manage interest rate exposure. We do
not speculate using derivative
instruments. We purchase derivative instruments only for the
purpose of risk management.
All derivatives are recognized on the consolidated balance
sheets at fair value based upon quoted market prices. Changes
in the fair values of derivatives are
recorded in earnings or other comprehensive income (“OCI”),
based on whether or not the instrument is designated as a hedge
transaction. Gains or losses on
derivative instruments that qualify for hedge designation are
reported in OCI and are reclassified to earnings in the period
the hedged item affects earnings. If
the underlying hedge transaction ceases to exist, any associated
amounts reported in OCI are reclassified to earnings at that
time. Any ineffectiveness is
recognized in earnings in the current period. Refer to Note 5,
Fair Value Measurements , and Note 6, Derivative Instruments,
for additional information
regarding our derivative instruments.
Contingencies — We recognize liabilities for contingencies
when we have an exposure that indicates it is probable that an
asset has been impaired or that a
liability has been incurred and the amount of impairment or loss
can be reasonably estimated. Our ultimate legal and financial
liability with respect to such

matters cannot be estimated with certainty and requires the use
of estimates. When the reasonable estimate is a range, the
recorded loss will be the best
estimate within the range. We record legal settlement costs
when those costs are probable and reasonably estimable.
Segment reporting — An operating segment is defined as a
component of an enterprise that engages in business activities
from which it may earn revenues
and incur expenses, and about which separate financial
information is regularly evaluated by our chief operating
decision makers in deciding how to allocate
resources. Similar operating segments can be aggregated into a
single operating segment if the businesses are similar. We
operate our business in two
operating segments, Jack in the Box and Qdoba Restaurant
Operations. Refer to Note 17, Segment Reporting, for additional
discussion regarding our
segments.
Effect of new accounting pronouncements — In August 2015,
the FASB issued Accounting Standards Update (“ASU”) No.
2015-15, “ Interest-Imputation of
Interest: Presentation and Subsequent Measurement of Debt
Issuance Costs Associated with Line-of-Credit Arrangements,”
which addresses line-of-credit
arrangements that were omitted from ASU No. 2015-03 (see
below). This ASU states that the SEC staff would not object to
an entity deferring and presenting
debt issuance costs related to a line-of-credit arrangement as an
asset and subsequently amortizing those costs ratably over the
term of the arrangement,
regardless of whether there are any outstanding borrowings on
the line-of-credit arrangement. This new standard is effective
for annual reporting periods
beginning after December 15, 2015, including interim periods
within that reporting period, with early adoption permitted. We

do not expect that this
standard will have a material impact on our consolidated
financial statements or disclosures upon adoption.
In May 2014, the FASB issued ASU No. 2014-09, Revenue from
Contracts with Customers (Topic 606), which provides a
comprehensive new revenue
recognition model that requires a company to recognize revenue
in an amount that reflects the consideration it expects to receive
for the transfer of promised
goods or services to its customers. The standard also requires
additional disclosure regarding the nature, amount, timing and
uncertainty of revenue and cash
flows arising from contracts with customers. This ASU is
effective for annual periods and interim periods beginning after
December 15, 2017. The ASU is to
be applied retrospectively or using a cumulative effect
transition method and early adoption is not permitted. We are
currently evaluating the effect that this
pronouncement will have on our consolidated financial
statements and related disclosures.
In April 2015, the FASB issued ASU No. 2015-04, Practical
Expedient for the Measurement Date of an Employer's Defined
Benefit Obligation and Plan
Assets, which provides a practical expedient that permits a
company to measure defined benefit plan assets and obligations
using the month-end date that is
closest to the company's fiscal year-end and apply that practical
expedient consistently from year to year. The practical
expedient should be applied
consistently to all plans if the company has more than one plan.
This ASU is effective prospectively for financial statements
issued for fiscal years beginning
after December 15, 2015, and interim periods within those fiscal
years, with early adoption permitted. We early adopted this

standard in fiscal 2015 and
measured our defined benefit plan assets and obligation as of
September 30, 2015, which did not have a material impact on
our consolidated financial
statements and related disclosures.
In April 2015, the FASB issued ASU No. 2015-03, Simplifying
the Presentation of Debt Issuance Costs, which changes the
presentation of debt issuance
costs in financial statements. Under this ASU, an entity presents
such costs on the balance sheet as a direct deduction from the
related debt liability rather
than as an asset. This new standard is effective for annual
reporting periods beginning after December 15, 2015, including
interim periods within that
reporting period, with early adoption permitted. We do not plan
to adopt this standard early and do not expect that it will have a
material impact on our
consolidated financial statements or disclosures upon adoption.
F-12
In June 2014, the FASB issued ASU No. 2014-12, Accounting
for Share-Based Payments when the Terms of an Award Provide
That a Performance Target
Could Be Achieved after the Requisite Service Period, which
requires a reporting entity to treat a performance target that
affects vesting and that could be
achieved after the requisite service period as a performance
condition. This standard is to be applied prospectively for

annual and interim periods beginning
after December 15, 2015, with early adoption permitted. We
early adopted this standard on September 29, 2014. This
pronouncement did not have a material
impact on our consolidated financial statements.
In April 2014, the FASB issued ASU No. 2014-08, Presentation
of Financial Statements (Topic 205) and Property, Plant, and
Equipment (Topic 360):
Reporting Discontinued Operations and Disclosures of
Disposals of Components of an Entity, which modifies the
definition of discontinued operations to
include only disposals of an entity that represent strategic shifts
that have or will have a major effect on an entity's operations
and financial results. This ASU
also expands the disclosure requirements for disposals which
meet the definition of a discontinued operation and requires
entities to disclose information
about disposals of individually significant components that do
not meet the definition of discontinued operations. The standard
is effective prospectively for
annual and interim periods beginning after December 15, 2014,
with early adoption permitted. We early adopted this standard
on September 29, 2014. This
pronouncement did not have a material impact on our
2. DISCONTINUED OPERATIONS
Distribution business — During fiscal 2012, we entered into an
agreement with a third party distribution service provider
pursuant to a plan approved by our
board of directors to sell our Jack in the Box distribution
business. During the first quarter of fiscal 2013, we completed
the transition of our distribution
centers. The operations and cash flows of the business have

been eliminated and in accordance with the provisions of the
FASB authoritative guidance on the
presentation of financial statements, the results are reported as
discontinued operations for all periods presented.
The following table summarizes our distribution business
results, which are included in discontinued operations for each
fiscal year (in thousands):
2015 2014 2013
Revenue $ — $ — $ 37,743
Loss before income tax benefit $ (703) $ (1,276) $ (6,446)
In 2015 and 2014, the loss includes $0.5 million and $0.9
million, respectively, related to insurance and other settlements
and $0.2 million and $0.3 million,
respectively, related to our lease commitments. The loss in
fiscal 2013 includes costs incurred to exit the distribution
business consisting of $1.9 million for
accelerated depreciation of a long-lived asset disposed of upon
completion of the transaction, $1.6 million (net of reversals for
deferred rent of $0.4 million)
for future lease commitments, $1.2 million primarily related to
costs incurred to terminate certain vendor contracts, and $1.3
million related to distribution
center specific workers’ compensation claims. The loss on the
sale of the distribution business was not material to our results
of operations.
Our liability for lease commitments related to our distribution
centers is included in accrued liabilities and other long-term
liabilities in the accompanying
consolidated balance sheets and was $0.2 million and $0.5
million as of September 27, 2015 and September 28, 2104,
respectively. The lease commitment
balance as of September 27, 2015 relates to one distribution

center subleased at a loss. The future minimum lease payments
and receipts for the next five
fiscal years and thereafter are included in the amounts disclosed
in Note 8, Leases.
2013 Qdoba Closures — During the third quarter of fiscal 2013,
we closed 62 Qdoba restaurants. The decision to close these
restaurants was based on a
comprehensive analysis that took into consideration levels of
return on investment and other key operating performance
metrics. Since the closed restaurants
were not predominantly located near those remaining in
operation, we did not expect the majority of cash flows and
sales lost from these closures to be
recovered. In addition, we did not anticipate any ongoing
involvement or significant direct cash flows from the closed
stores. Therefore, in accordance with
the provisions of the FASB authoritative guidance on the
presentation of financial statements , the results of operations
for these restaurants are reported as
discontinued operations for all periods presented.
F-13
The following table summarizes the results related to the 2013
Qdoba Closures for each fiscal year (in thousands):
2015 2014 2013
Company restaurant sales $ — $ — $ 28,036
Asset impairments $ — $ (2,170) $ (22,239)

Future lease commitments (1) (4,594) (4,536) (10,301)
Bad debt expense (366) — —
Brokers commissions (234) (652) —
Other exit costs (302) (889) (3,075)
Operating losses — — (8,961)
Loss before income tax benefit $ (5,496) $ (8,247) $
(44,576)
___________________________________________
(1) Future lease commitments in 2013 are shown net of
reversals for deferred rent and tenant improvement allowances
of $4.3 million.
We do not expect the remaining costs to be incurred related to
the closures to be material; however, the estimates we make
related to our future lease
obligations, primarily sublease income, are subject to a high
degree of judgment and may differ from actual sublease income
due to changes in economic
conditions, desirability of the sites and other factors.
Our liability for lease commitments related to the 2013 Qdoba
closures is included in accrued liabilities and other long-term
liabilities in the accompanying
consolidated balance sheets and has changed as follows during
fiscal year 2015 (in thousands):
Balance at September 28, 2014 $ 5,737
Adjustments 4,594
Cash payments (6,075)
In 2015, adjustments primarily relate to revisions to certain
sublease and cost assumptions due to changes in market
conditions as well as charges to

terminate five lease agreements. These amounts were partially
offset by favorable adjustments for locations that we have
subleased. The balance at September
27, 2015 relates to six locations subleased at a loss and 15
locations we are marketing for sublease. The future minimum
lease payments and receipts for the
next five fiscal years and thereafter are included in the amounts
disclosed in Note 8, Leases.
3. SUMMARY OF REFRANCHISINGS, FRANCHISEE
DEVELOPMENT AND ACQUISITIONS
Refranchisings and franchisee development — The following
table summarizes the number of restaurants sold to franchisees,
the number of restaurants
developed by franchisees and the related (losses) gains and fees
recognized in each fiscal year (dollars in thousands):
2015 2014 2013
Restaurants sold to franchisees 21 37 81
New restaurants opened by franchisees 38 33 45
Initial franchise fees $ 1,453 $ 1,886 $ 4,017
Proceeds from the sale of company-operated restaurants (1) $
3,951 $ 10,536 $ 30,619
Net assets sold (primarily property and equipment) (4,283)
(5,558) (15,680)
Goodwill related to the sale of company-operated restaurants
(47) (170) (629)
Other (2) (2,760) (6,500) (9,670)
(Losses) gains on the sale of company-operated restaurants
(3,139) (1,692) 4,640
Loss on anticipated sale of a Jack in the Box company-operated
market (3) — (1,856) —
(Losses) gains on the sale of company-operated restaurants $

(3,139) $ (3,548) $ 4,640
____________________________
(1) Amounts in 2015, 2014 and 2013 include additional
proceeds of $1.5 million, $2.1 million and $3.3 million,
respectively, recognized upon the extension of the underlying
franchise and lease agreements related to restaurants sold in a
prior year.
(2) Amounts in all years presented primarily represent
impairment and lease commitment charges related to restaurants
closed in connection with the sale of the related markets,
and charges for operating restaurant leases with lease
commitments in excess of our sublease rental income.
F-14
(3) In 2014, the loss on the anticipated sale of a Jack in the Box
market relates to 25 company-operated restaurants of which we
sold 20, and closed the remaining five, in the
second quarter of fiscal 2015.
Franchise acquisitions — We acquired seven, four and one Jack
in the Box franchise restaurants in 2015, 2014 and 2013,
respectively, and in 2013, we
acquired 13 Qdoba franchise restaurants. We account for the
acquisition of franchised restaurants using the acquisition
method of accounting for business
combinations. The purchase price allocations were based on fair
value estimates determined using significant unobservable

inputs (Level 3). The goodwill
recorded primarily relates to the sales growth potential of the
markets acquired and is expected to be deductible for income
tax purposes. The following table
provides detail of the combined acquisitions in each fiscal year
2015 2014 2013
Restaurants acquired from franchisees 7 4 14
Property and equipment $ 646 $ 1,398 $ 3,030
Reacquired franchise rights — 96 148
Goodwill — 256 9,169
Gains on the acquisition of franchise-operated restaurants (33)
— —
Liabilities assumed (613) — (283)
Total consideration $ — $ 1,750 $ 12,064
4. GOODWILL AND INTANGIBLE ASSETS, NET
The changes in the carrying amount of goodwill during fiscal
2015 and 2014 by reportable segment were as follows (in
thousands):
Jack in the
Box Qdoba Total
Balance at September 29, 2013 $ 48,391 $ 100,597 $ 148,988
Acquisition of franchised restaurants 256 — 256
Sale of company-operated restaurants to franchisees (170) —
(170)
Balance at September 28, 2014 48,477 100,597 149,074

Sale of company-operated restaurants to franchisees (47) —
(47)
Balance at September 27, 2015 $ 48,430 $ 100,597 $ 149,027
Intangible assets, net consist of the following as of the end of
each fiscal year (in thousands):
2015 2014
Amortized intangible assets:
Gross carrying amount $ 17,267 $ 17,272
Less accumulated amortization (11,302) (10,468)
Net carrying amount 5,965 6,804
Non-amortized intangible assets:
Trademark 8,800 8,800
Net carrying amount $ 14,765 $ 15,604
Amortized intangible assets include acquired franchise contracts
recorded in connection with our acquisition of Qdoba in 2003,
lease acquisition costs and
reacquired franchise rights. The weighted-average life of these
amortized intangible assets is approximately 27 years. Total
amortization expense related to
intangible assets was $0.8 million, $0.9 million and $1.0 million
in fiscal 2015, 2014 and 2013, respectively.
The following table summarizes, as of September 27, 2015, the
estimated amortization expense for each of the next five fiscal
years (in thousands):
2016 $ 784
2017 $ 736
2018 $ 692

2019 $ 645
2020 $ 621
F-15
5. FAIR VALUE MEASUREMENTS
Financial assets and liabilities — The following table presents
the financial assets and liabilities measured at fair value on a
recurring basis (in thousands):
Total
Quoted
Prices
in Active
Markets for
Identical
Assets (3)
(Level 1)
Significant
Other
Observable
Inputs (3)
(Level 2)

Significant
Unobservable
Inputs (3)
(Level 3)
Fair Value Measurements as of September 27, 2015:
Non-qualified deferred compensation plan (1) $ (35,003) $
(35,003) $ — $ —
Interest rate swaps (Note 6) (2) (26,374) — (26,374) —
Total liabilities at fair value $ (61,377) $ (35,003) $ (26,374)
$ —
Fair Value Measurements as of September 28, 2014:
Non-qualified deferred compensation plan (1) $ (35,602) $
(35,602) $ — $ —
Interest rate swaps (Note 6) (2) (1,789) — (1,789) —
Total liabilities at fair value $ (37,391) $ (35,602) $ (1,789)
$ —
____________________________
(1) We maintain an unfunded defined contribution plan for key
executives and other members of management excluded from
participation in our qualified savings plan. The
fair value of this obligation is based on the closing market
prices of the participants’ elected investments.
(2) We entered into interest rate swaps to reduce our exposure
to rising interest rates on our variable debt. The fair values of
our interest rate swaps are based upon Level 2 inputs
which include valuation models as reported by our
counterparties. The key inputs for the valuation models are
quoted market prices, interest rates and forward yield curves.
(3) We did not have any transfers in or out of Level 1, 2 or 3.

The fair values of the Company’s debt instruments are based on
the amount of future cash flows associated with each instrument
discounted using the
Company’s borrowing rate. A t September 27, 2015, the
carrying value of all financial instruments was not materially
different from fair value, as the
borrowings are prepayable without penalty. The estimated fair
values of our capital lease obligations approximated their
carrying values as of September 27,
2015.
Non-financial assets and liabilities — Our non-financial
instruments, which primarily consist of property and equipment,
goodwill and intangible assets, are
reported at carrying value and are not required to be measured
at fair value on a recurring basis. However, on an annual basis
or whenever events or changes
in circumstances indicate that their carrying value may not be
recoverable, non-financial instruments are assessed for
impairment. If the carrying values are
not fully recoverable, they are written down to fair value.
In connection with our impairment reviews performed during
fiscal 2015, we recorded an impairment charge of $0.4 million
related to one under performing
Jack in the Box restaurant which is currently held for use. No
other material fair value adjustments were required. Refer to
Note 9, Impairment and Other
Charges, Net, for additional information regarding impairment
charges.
6. DERIVATIVE INSTRUMENTS
Objectives and strategies — We are exposed to interest rate
volatility with regard to our variable rate debt. To reduce our
exposure to rising interest rates, in

August 2010, we entered into two interest rate swap agreements
that effectively converted $100.0 million of our variable rate
term loan borrowings to a fixed-
rate basis from September 2011 through September 2014. In
April 2014, we entered into nine forward-starting interest rate
swap agreements that effectively
convert $300.0 million of our variable rate borrowings, and
future expected variable rate borrowings to a fixed rate basis
from October 2014 through October
2018. Additionally, in June 2015, we entered into eleven
forward-starting interest rate swap agreements that effectively
convert an additional $200.0 million
of our variable rate borrowings to a fixed rate from October
2015 through October 2018, and $500.0 million from October
2018 through October 2022.
These agreements have been designated as cash flow hedges
under the terms of the FASB authoritative guidance for
derivatives and hedging. To the extent
that they are effective in offsetting the variability of the hedged
cash flows, changes in the fair values of the derivatives are not
included in earnings but are
included in OCI. These changes in fair value are subsequently
reclassified into net earnings as a component of interest expense
as the hedged interest
payments are made on our term debt.
F-16
Financial position — The following derivative instruments were

outstanding as of the end of each fiscal year (in thousands):
September 27, 2015 September 28, 2014
Balance
Sheet
Location
Fair
Value
Balance
Sheet
Location
Fair
Value
Derivatives designated as hedging instruments:
Interest rate swaps (Note 5)
Accrued
liabilities $ (3,379)
Accrued
liabilities $ (1,789)
Interest rate swaps (Note 5)
Other long-term
liabilities (22,995)
Other long-term
liabilities —

Total derivatives $ (26,374) $ (1,789)
Financial performance — The following table summarizes the
accumulated OCI activity related to our interest rate swap
derivative instruments in each
fiscal year (in thousands):
Location of
Loss
in Income 2015 2014 2013
Loss recognized in OCI N/A $ (26,596) $ (1,890) $ (110)
Loss reclassified from accumulated OCI into net earnings
Interest
expense, net $ 2,011 $ 1,291 $ 1,353
Amounts reclassified from accumulated OCI into interest
expense represent payments made to the counterparty for the
effective portions of the interest rate
swaps. During fiscal years 2015, 2014 and 2013, our interest
rate swaps had no hedge ineffectiveness.
7. INDEBTEDNESS
The detail of our long-term debt at the end of each fiscal year is
as follows (in thousands):
2015 2014
Revolver, variable interest rate based on an applicable margin
plus LIBOR, 2.00% at September 27, 2015 $ 395,000 $
306,000
Term loan, variable interest rate based on an applicable margin

plus LIBOR, 1.95% at September 27, 2015 300,000 197,500
Capital lease obligations, 3.9% weighted average interest rate at
September 27, 2015 20,256 4,383
715,256 507,883
Less current portion (26,677) (10,871)
$ 688,579 $ 497,012
New credit facility — On July 1, 2015, the Company amended
its credit facility to increase our overall borrowing capacity.
The amended credit facility was
increased to $1.2 billion, consisting of (i) a $900.0 million
revolving credit agreement and (ii) a $300.0 million term loan.
The interest rate did not change as
a result of the amendment and continues to be based on the
Company’s leverage ratio and can range from the London
Interbank Offered Rate (“LIBOR”) plus
1.25% to 2.00%. The amendment also, among other things,
amended certain covenants already contained in the credit
agreement. Both the revolving credit
agreement and the term loan have maturity dates of March 19,
2019 did not change as part of the amendment. As part of the
existing credit agreement, we
may also request the issuance of up to $75.0 million in letters of
credit, the outstanding amount of which reduces our net
borrowing capacity under the
agreement. As of September 27, 2015, our unused borrowing
capacity was $479.8 million.
Use of proceeds — Upon amendment, the Company borrowed
$300.0 million under the amended term loan and approximately
$360.0 million under the
amended revolving credit agreement. The proceeds from the
amendment were used to repay all borrowings under the credit
facility prior to the amendment
and to pay related transaction fees and expenses associated with
amending the facility. The proceeds will also be available for

permitted share repurchases,
permitted dividends, permitted acquisitions, ongoing working
capital requirements and other general corporate purposes.
Collateral — The Company’s obligations under the credit
facility are secured by first priority liens and security interests
in the capital stock, partnership and
membership interests owned by the Company and/or its
subsidiaries, and any proceeds thereof, subject to certain
restrictions set forth in the credit agreement.
Additionally, there is a negative pledge on all tangible and
intangible assets (including all real and personal property) with
customary exceptions as reflected
in the credit agreement.
F-17
Covenants — We are subject to a number of customary
covenants under our credit facility, including limitations on
additional borrowings, acquisitions,
loans to franchisees, lease commitments, stock repurchases and
dividend payments, and requirements to maintain certain
financial ratios as defined in the
credit agreement.
Future cash payments — Scheduled principal payments on our
long-term debt outstanding at September 27, 2015 for each of
the next five fiscal years and
thereafter are as follows (in thousands):

2016 $ 26,677
2017 26,216
2018 29,482
2019 623,078
2020 2,237
Thereafter 7,566
$ 715,256
We may make voluntary prepayments of the loans under the
revolving credit agreement and term loan at any time without
premium or penalty. Specific
events such as asset sales, certain issuances of debt, and
insurance and condemnation recoveries, may trigger a
mandatory prepayment.
8. LEASES
As lessee — We lease restaurants and other facilities, which
generally have renewal clauses of 5 to 20 years exercisable at
our option. In some instances, our
leases have provisions for contingent rentals based upon a
percentage of defined revenues. Many of our leases also have
rent escalation clauses and require
the payment of property taxes, insurance and maintenance costs.
We also lease certain restaurant and office equipment. Minimum
rental obligations are
accounted for on a straight-line basis over the term of the initial
lease, plus lease option terms for certain locations.
The components of rent expense were as follows in each fiscal
year (in thousands):
2015 2014 2013
Minimum rentals $ 212,722 $ 213,082 $ 210,638
Contingent rentals 2,549 1,986 1,840
Total rent expense 215,271 215,068 212,478

Less rental expense on subleased properties (141,946)
(139,976) (136,970)
Net rent expense $ 73,325 $ 75,092 $ 75,508
The following table presents as of September 27, 2015, future
minimum lease payments under capital and operating leases,
including leases recorded as lease
obligations relating to continuing and discontinued operations
(in thousands):
Fiscal Year
Capital
Leases
Operating
Leases
2016 $ 4,040 $ 246,636
2017 3,355 210,994
2018 2,518 177,768
2019 2,647 168,564
2020 2,522 141,470
Thereafter 7,852 552,858
Total minimum lease payments 22,934 $ 1,498,290
Less amount representing interest, 3.9% weighted average
interest rate (2,678)
Present value of obligations under capital leases 20,256
Less current portion (3,240)
Long-term capital lease obligations $ 17,016
Total future minimum lease payments of approximately $1.0
billion included in the table above are expected to be recovered
under our non-cancelable
operating subleases.
F-18

Assets recorded under capital leases are included in property
and equipment, and consisted of the following at each fiscal
year-end (in thousands):
2015 2014
Buildings $ 10,716 $ 19,105
Equipment 16,770 —
Less accumulated amortization (8,453) (15,667)
$ 19,033 $ 3,438
Amortization of assets under capital leases is included in
depreciation and amortization expense on the consolidated
statements of earnings.
As lessor — We lease or sublease restaurants to certain
franchisees and others under agreements that generally provide
for the payment of percentage rentals
in excess of stipulated minimum rentals, usually for a period of
20 years. Most of our leases have rent escalation clauses and
renewal clauses of 5 to 20 years.
The following table summarizes rents received under these
agreements in each fiscal year (in thousands):
2015 2014 2013
Total rental income (1) $ 232,264 $ 222,443 $ 213,009
Contingent rentals $ 28,348 $ 19,551 $ 16,966
________________________________________________

(1) Includes contingent rentals.
The minimum rents receivable expected to be received under
these non-cancelable operating leases and subleases, including
leases recorded as lease
obligations relating to continuing and discontinuing operations,
and excluding contingent rentals, as of September 27, 2015 are
as follows (in thousands):
Fiscal Year
2016 $ 224,400
2017 204,802
2018 184,853
2019 199,905
2020 196,635
Thereafter 1,387,889
Total minimum future rent receivable $ 2,398,484
Assets held for lease and included in property and equipment
consisted of the following at each fiscal year-end (in
thousands):
2015 2014
Land $ 72,248 $ 72,143
Buildings 678,044 689,056
Equipment 4,374 4,492
754,666 765,691
Less accumulated depreciation (453,056) (434,526)
$ 301,610 $ 331,165
9. IMPAIRMENT AND OTHER CHARGES, NET
Impairment and other charges, net in the accompanying
consolidated statements of earnings is comprised of the
following (in thousands):

2015 2014 2013
Accelerated depreciation $ 6,260 $ 1,202 $ 2,554
Costs of closed restaurants (primarily lease obligations) and
other 3,592 2,841 2,469
Losses on disposition of property and equipment, net 1,319
1,674 1,091
Restaurant impairment charges 557 570 3,874
Restructuring costs 29 8,621 3,451
$ 11,757 $ 14,908 $ 13,439
F-19
Accelerated depreciation — When a long-lived asset will be
replaced or otherwise disposed of prior to the end of its
estimated useful life, the useful life of
the asset is adjusted based on the estimated disposal date and
accelerated depreciation is recognized. Accelerated depreciation
primarily relates to expenses
at our Jack in the Box company restaurants for the replacement
of technology and beverage equipment in 2015, and restaurant
facility enhancements in 2014
and 2013. In 2015, we recognized a $3.6 million charge related
to the replacement of our beverage equipment at Jack in the Box
company restaurants and a
$1.5 million charge related to projects designed to upgrade
outdoor lighting and certain technology at our restaurants.
Restaurant closing costs consist of future lease commitments,
net of anticipated sublease rentals and expected ancillary costs.

Total accrued restaurant
closing costs, included in accrued liabilities and other long-term
liabilities, changed as follows during fiscal year 2015 (in
thousands):
Balance at beginning of year $ 13,173
Adjustments (1) 2,653
Cash payments (6,119)
Balance at end of year $ 9,707
___________________________________________
(1) Adjustments relate primarily to certain sublease and cost
assumptions. The estimates we make related to our future lease
obligations, primarily the sublease income we
anticipate, are subject to a high degree of judgment and may
differ from actual sublease income due to changes in economic
conditions, desirability of the sites and other
factors.
The future minimum lease payments and receipts for the next
five fiscal years and thereafter are included in the amounts
disclosed in Note 8, Leases. Our
obligations under the leases included in the above table expire
at various dates between fiscal 2016 and 2029.
Disposition of property and equipment — Losses on the
disposition of property and equipment were offset by gains from
the resolution of one and four
eminent domain matters involving Jack in the Box restaurants in
2015 and 2013, respectively, with related gains of $0.9 million
and $2.8 million,
recognized in each respective year.
Restaurant impairment charges — When events and
circumstances indicate that our long-lived assets might be

impaired and their carrying amount is greater
than the undiscounted cash flows we expect to generate from
such assets, we recognize an impairment loss as the amount by
which the carrying value exceeds
the fair value of the assets. Impairment charges in fiscal 2015,
2014 and 2013 primarily represent charges to write down the
carrying value of
underperforming Jack in the Box restaurants and Jack in the
Box restaurants we intend to or have closed.
Restructuring costs — Since the beginning of 2012, we have
been engaged in a comprehensive review of our organization
structure, including evaluating
opportunities to decrease general and administrative expenses,
as well as improve profitability across both brands. The
following is a summary of the costs
incurred in connection with these activities during each fiscal
year (in thousands):
2015 2014 2013
Severance costs $ 29 $ 2,141 $ 2,821
Other — 6,480 630
$ 29 $ 8,621 $ 3,451
In 2014, other represents an impairment charge recognized
related to a restaurant software asset we no longer planned to
place in service as we integrate
certain systems across both our brands. In addition to the costs
summarized in the table above, in fiscal 2012 we incurred
restructuring charges of $15.5
million. We may incur additional charges related to our
restructuring activities; however, we are unable to make a
reasonable estimate at this time.
F-20

10. INCOME TAXES
Income taxes consist of the following in each fiscal year (in
thousands):
2015 2014 2013
Current:
Federal $ 59,362 $ 43,864 $ 51,367
State 9,598 3,770 7,583
68,960 47,634 58,950
Deferred:
Federal (2,018) 3,700 (16,897)
State (1,173) 452 (1,707)
(3,191) 4,152 (18,604)
Income tax expense from continuing operations $ 65,769 $
51,786 $ 40,346
Income tax benefit from discontinued operations $ (2,410) $
(3,629) $ (19,566)
A reconciliation of the federal statutory income tax rate to our
effective tax rate for continuing operations is as follows:
2015 2014 2013
Computed at federal statutory rate 35.0% 35.0% 35.0%

State income taxes, net of federal tax benefit 3.7 3.3 3.4
Benefit of jobs tax credits, net of valuation allowance (1.1)
(1.2) (1.9)
Expense (benefit) related to COLIs 0.3 (1.6) (2.9)
Other, net (1.0) (0.2) (0.8)
36.9% 35.3% 32.8%
The tax effects of temporary differences that give rise to
significant portions of deferred tax assets and deferred tax
liabilities at each year-end are presented
below (in thousands):
2015 2014
Deferred tax assets:
Accrued pension and postretirement benefits $ 92,456 $ 77,170
Accrued insurance 13,245 12,874
Accrued incentive compensation 6,412 3,090
Accrued vacation pay expense 2,193 2,132
Deferred income 1,417 1,436
Impairment 23,982 25,391
Lease commitments related to closed or refranchised locations
11,471 12,686
Other reserves and allowances 1,584 1,303
Tax loss and tax credit carryforwards 14,081 10,705
Leasing transactions 11,442 7,201
Share-based compensation 9,331 9,416
Other, net 12,238 1,418
Total gross deferred tax assets 199,852 164,822
Valuation allowance (11,563) (8,624)
Total net deferred tax assets 188,289 156,198
Deferred tax liabilities:
Property and equipment, principally due to differences in
depreciation (38,403) (38,362)

Intangible assets (30,132) (28,149)
Other (1,568) (2,069)
Total gross deferred tax liabilities (70,103) (68,580)
Net deferred tax assets $ 118,186 $ 87,618
Deferred tax assets at September 27, 2015 include state net
operating loss carry-forwards of approximately $76.2 million
expiring at various times between
2017 and 2035. At September 27, 2015 and September 28, 2014,
we recorded a valuation allowance related to losses and state
tax credits of $11.6 million
and $8.6 million, respectively. The current year change in the
valuation
F-21
allowance of $3.0 million relates primarily to increases in
valuation allowance on state net operating losses and state tax
credits. We believe that it is more
likely than not that these loss and credit carry-forwards will not
be realized and that the remaining deferred tax assets will be
realized through future taxable
income or alternative tax strategies.
Our gross unrecognized tax benefits associated with uncertain
income tax positions decreased during fiscal 2015 and 2014
based on the final assessment of a
state income tax audit. A reconciliation of the beginning and

ending amounts of unrecognized tax benefits follows (in
thousands):
2015 2014
Balance beginning of year $ 374 $ 769
Change related to tax positions (374) (395)
Balance at end of year $ — $ 374
From time to time, we may take positions for filing our tax
returns which may differ from the treatment of the same item
for financial reporting purposes. The
ultimate outcome of these items will not be known until the
Internal Revenue Service or state has completed its examination
or until the statute of limitations
has expired.
At September 27, 2015, the Company no longer has any gross
unrecognized tax benefits associated with uncertain income tax
positions. During the year, the
Company concluded an audit regarding a specific claim with
California. The conclusion of this audit eliminated our
unrecognized tax benefits associated
with uncertain income tax positions.
The major jurisdictions in which the Company files income tax
returns include the United States and states in which we operate
that impose an income tax.
The federal statutes of limitations have not expired for fiscal
years 2012 and forward. The Company’s federal statute of
limitations for fiscal years 2009 and
2011 were extended and remain open. The statutes of limitations
for California and Texas, which constitute the Company’s major
state tax jurisdictions, have
not expired for fiscal years 2010 and 2011, respectively, and
forward.

11. RETIREMENT PLANS
We sponsor programs that provide retirement benefits to our
employees. These programs include defined contribution plans,
defined benefit pension plans
and postretirement healthcare plans.
Defined contribution plans — We maintain a qualified savings
plan pursuant to Section 401(k) of the Internal Revenue Code,
which allows administrative
and clerical employees who have satisfied the service
requirements and reached age 21 to defer a percentage of their
pay on a pre-tax basis. We match 50% of
the first 4% of compensation deferred by the participant. Our
contributions under this plan were $1.2 million in fiscal 2015,
and $1.0 million in 2014 and
2013. We also maintain an unfunded, non-qualified deferred
compensation plan for key executives and other members of
management who are excluded
from participation in the qualified savings plan. This plan
allows participants to defer up to 50% of their salary and 85%
of their bonus, on a pre-tax basis. We
match 100% of the first 3% contributed by the participant. To
compensate executives no longer eligible to participate in our
supplemental defined benefit
pension plan, we also contribute a supplemental amount equal to
4% of an eligible employee’s salary and bonus for a period of
10 years in such eligible
position. Our contributions under the non-qualified deferred
compensation plan were $1.3 million in fiscal 2015 and $1.1
million in fiscal 2014 and 2013. In
all plans, a participant’s right to Company contributions vests at
a rate of 25% per year of service.
Defined benefit pension plans — We sponsor two defined

benefit pension plans, a “Qualified Plan” covering substantially
all full-time employees hired prior
to January 1, 2011, and an unfunded supplemental executive
retirement plan (“SERP”) which provides certain employees
additional pension benefits and
was closed to new participants effective January 1, 2007. In
fiscal 2011, the Board of Directors approved changes to our
Qualified Plan whereby participants
will no longer accrue benefits effective December 31, 2015.
This change was accounted for as a plan “curtailment” in
accordance with FASB authoritative
guidance. Benefits under both plans are based on the
employees’ years of service and compensation over defined
periods of employment.
Postretirement healthcare plans — We also sponsor two
healthcare plans, closed to new participants, that provide
postretirement medical benefits to certain
employees who have met minimum age and service
requirements. The plans are contributory; with retiree
contributions adjusted annually, and contain other
cost-sharing features such as deductibles and coinsurance.
F-22
Obligations and funded status — The following table provides a
reconciliation of the changes in benefit obligations, plan assets
and funded status of our
retirement plans as of September 27, 2015 and September 28,
2014 (in thousands):

Qualified Plan SERP Postretirement Health Plans
2015 2014 2015 2014 2015 2014
Change in benefit obligation:
Obligation at beginning of year $ 434,896 $ 382,068 $ 69,733
$ 64,717 $ 27,626 $ 33,243
Service cost 7,592 7,633 676 490 — —
Interest cost 19,750 20,196 2,945 3,049 1,196 1,639
Participant contributions — — — — 114 123
Actuarial loss (gain) 16,757 59,661 6,447 5,652 1,008
(6,082)
Benefits paid (10,261) (10,963) (4,455) (4,175) (1,184)
(1,456)
Settlements (26,470) (23,699) — — — —
Other — — — — 151 159
Obligation at end of year $ 442,264 $ 434,896 $ 75,346 $
69,733 $ 28,911 $ 27,626
Change in plan assets:
Fair value at beginning of year $ 356,312 $ 336,425 $ — $ —
$ — $ —
Actual return on plan assets (6,924) 34,549 — — — —
Participant contributions — — — — 114 123
Employer contributions 20,000 20,000 4,455 4,175 919
1,174
Benefits paid (10,261) (10,963) (4,455) (4,175) (1,184)
(1,456)
Settlements (26,470) (23,699) — — — —
Other — — — — 151 159
Fair value at end of year $ 332,657 $ 356,312 $ — $ — $ —
$ —
Funded status at end of year $ (109,607) $ (78,584) $ (75,346)
$ (69,733) $ (28,911) $ (27,626)

Amounts recognized on the balance sheet:
Current liabilities $ — $ — $ (4,477) $ (4,479) $ (1,294) $
(1,269)
Noncurrent liabilities (109,607) (78,584) (70,869) (65,254)
(27,617) (26,357)
Total liability recognized $ (109,607) $ (78,584) $ (75,346) $
(69,733) $ (28,911) $ (27,626)
Amounts in AOCI not yet reflected in net
periodic benefit cost:
Unamortized actuarial loss, net $ 153,156 $ 114,482 $ 31,738
$ 26,425 $ 3,226 $ 2,400
Unamortized prior service cost — — 811 1,080 — —
Total $ 153,156 $ 114,482 $ 32,549 $ 27,505 $ 3,226 $
2,400
Other changes in plan assets and benefit
obligations recognized in OCI:
Net actuarial loss (gain) $ 46,952 $ 49,603 $ 6,447 $ 5,652 $
1,008 $ (6,082)
Amortization of actuarial loss (8,278) (3,575) (1,134) (859)
(182) (542)
Amortization of prior service cost — — (269) (269) — —
Total recognized in OCI 38,674 46,028 5,044 4,524 826
(6,624)
Net periodic benefit cost and other losses 12,347 6,912 5,024
4,667 1,378 2,181
Total recognized in comprehensive income $ 51,021 $ 52,940
$ 10,068 $ 9,191 $ 2,204 $ (4,443)
Amounts in AOCI expected to be amortized in
fiscal 2016 net periodic benefit cost:

Net actuarial loss $ 2,828 $ 1,259 $ 218
Prior service cost — 240 —
Total $ 2,828 $ 1,499 $ 218
Additional year-end pension plan information — The projected
benefit obligation (“PBO”) is the actuarial present value of
benefits attributable to employee
service rendered to date, including the effects of estimated
future pay increases. The accumulated benefit obligation
(“ABO”) also reflects the actuarial
present value of benefits attributable to employee service
rendered to date but does not include the effects of estimated
future pay increases. Therefore, the
ABO as compared to plan assets is an indication of the assets
currently available to fund vested and nonvested benefits
accrued through the end of the fiscal
year. The funded status is measured as the difference between
the fair value of a plan’s assets and its PBO.
F-23
As of September 27, 2015 and September 28, 2014, the
Qualified Plan’s ABO exceeded the fair value of its plan assets.
The SERP is an unfunded plan and, as
such, had no plan assets as of September 27, 2015 and
September 28, 2014. The following sets forth the PBO, ABO
and fair value of plan assets of our
pension plans as of the measurement date in each fiscal year (in
thousands):

2015 2014
Qualified Plan:
Projected benefit obligation $ 442,264 $ 434,896
Accumulated benefit obligation $ 441,451 $ 433,010
Fair value of plan assets $ 332,657 $ 356,312
SERP:
Projected benefit obligation $ 75,346 $ 69,733
Accumulated benefit obligation $ 74,388 $ 68,914
Fair value of plan assets $ — $ —
Net periodic benefit cost — The components of the fiscal year
net periodic benefit cost were as follows (in thousands):
2015 2014 2013
Qualified Plan:
Service cost $ 7,592 $ 7,633 $ 10,210
Interest cost 19,750 20,196 19,964
Expected return on plan assets (23,273) (24,492) (22,715)
Actuarial loss 8,278 3,575 15,665
Net periodic benefit cost $ 12,347 $ 6,912 $ 23,124
SERP:
Service cost $ 676 $ 490 $ 543
Interest cost 2,945 3,049 2,664
Actuarial loss 1,134 859 2,170
Amortization of unrecognized prior service cost 269 269 269
Postretirement health plans:

Interest cost $ 1,196 $ 1,639 $ 1,586
Actuarial loss 182 542 791
Prior service costs are amortized on a straight-line basis from
date of participation to full eligibility. Unrecognized gains or
losses are amortized using the
“corridor approach” under which the net gain or loss in excess
of 10% of the greater of the PBO or the market-related value of
the assets, if applicable, is
amortized. For fiscal years 2015, 2014 and 2013, actuarial
losses were amortized on a straight-line basis over the expected
remaining service period of plan
participants expected to receive benefits for our Qualified Plan,
the expected remaining future lifetime and expected future
working lifetime for inactive and
active participants, respectively, for our SERP and the expected
remaining future lifetime of inactive participants expected to
receive benefits for our
postretirement health plans.
F-24
Assumptions — We determine our actuarial assumptions on an
annual basis. In determining the present values of our benefit
obligations and net periodic
benefit costs as of and for the fiscal years ended September 27,
2015, September 28, 2014 and September 29, 2013, we used the

following weighted-average
assumptions:
2015 2014 2013
Assumptions used to determine benefit obligations (1):
Qualified Plan:
Discount rate 4.79% 4.60% 5.37%
Rate of future pay increases 3.50% 3.50% 3.50%
SERP:
Discount rate 4.45% 4.36% 4.88%
Discount rate 4.47% 4.43% 5.04%
Assumptions used to determine net periodic benefit cost (2):
Qualified Plan:
Discount rate 4.60% 5.37% 4.34%
Long-term rate of return on assets 6.50% 7.25% 7.25%
SERP:
Discount rate 4.36% 4.88% 4.34%
Discount rate 4.43% 5.04% 4.34%
____________________________
(1) Determined as of end of year.
(2) Determined as of beginning of year.

The assumed discount rates were determined by considering the
average of pension yield curves constructed of a population of
high-quality bonds with a
Moody’s or Standard and Poor’s rating of “AA” or better whose
cash flow from coupons and maturities match the year-by-year
projected benefit payments
from the plans. As benefit payments typically extend beyond the
date of the longest maturing bond, cash flows beyond 30 years
were discounted back to the
30th year and then matched like any other payment.
The assumed expected long-term rate of return on assets is the
weighted average rate of earnings expected on the funds
invested or to be invested to provide
for the pension obligations. The long-term rate of return on
assets was determined taking into consideration our projected
asset allocation and economic
forecasts prepared with the assistance of our actuarial
consultants.
The assumed discount rate and expected long-term rate of return
on assets have a significant effect on amounts reported for our
pension and postretirement
plans. A quarter percentage point decrease in the discount rate
and long-term rate of return used would have decreased fiscal
2015 earnings before income
taxes by $2.4 million and $0.9 million, respectively.
The assumed average rate of compensation increase is the
average annual compensation increase expected over the
remaining employment periods for the
participating employees.
F-25

For measurement purposes, the weighted-average assumed
health care cost trend rates for our postretirement health plans
were as follows for each fiscal year:
2015 2014 2013
Healthcare cost trend rate for next year:
Participants under age 65 8.00% 8.25% 8.50%
Participants age 65 or older (1) 7.50% 7.75% 8.00%
Rate to which the cost trend rate is assumed to decline:
Participants under age 65 (1) 4.50% 4.50% 4.80% / 4.90%
Participants age 65 or older (1) 4.50% 4.50% 4.80% / 4.90%
Year the rate reaches the ultimate trend rate:
Participants under age 65 (1) 2030 2030 2038 / 2045
Participants age 65 or older (1) 2028 2028 2037 / 2045
____________________________
(1) Where two rates and/or years are stated, these relate to the
two post retirement health plans sponsored by the Company.
Where one rate and/or year are stated, these were the
same for both plans.
The assumed healthcare cost trend rate represents our estimate
of the annual rates of change in the costs of the healthcare
benefits currently provided by our
postretirement plans. The healthcare cost trend rate implicitly
considers estimates of healthcare inflation, changes in
healthcare utilization and delivery

patterns, technological advances and changes in the health
status of the plan participants. The healthcare cost trend rate
assumption has a significant effect
on the amounts reported. For example, a 1.0% change in the
assumed healthcare cost trend rate would have the following
effect on the 2015 net periodic
benefit cost and end of year PBO (in thousands):
1% Point
Increase
1% Point
Decrease
Total interest and service cost $ 143 $ (121)
Postretirement benefit obligation $ 3,494 $ (2,972)
Plan assets — Our investment philosophy is to (1) protect the
corpus of the fund; (2) establish investment objectives that will
allow the market value to
exceed the present value of the vested and unvested liabilities
over time; while (3) obtaining adequate investment returns to
protect benefits promised to the
participants and their beneficiaries. Our asset allocation
strategy utilizes multiple investment managers in order to
maximize the plan’s return while
minimizing risk. We regularly monitor our asset allocation, and
senior financial management and the Finance Committee of the
Board of Directors review
performance results at least semi-annually. We continually
review our target asset allocation for our Qualified Plan and
when changes are made, we reallocate
our plan assets over a period of time, as deemed appropriate by
senior financial management, to achieve our target asset
allocation. Our plan asset allocation

at the end of fiscal 2015 and target allocations were as follows:
2015 Target Minimum Maximum
Domestic equity 25% 25% 15% 35%
International equity 27 25 15% 35%
Core fixed funds 27 25 20% 30%
Real return bonds — 3 —% 10%
Alternative investments 4 5 —% 10%
Real estate 12 8 —% 10%
High yield 2 5 —% 10%
Commodities 3 4 —% 10%
100% 100%
F-26
The fair values of the Qualified Plan’s assets at September 27,
2015 and September 28, 2014 by asset category are as follows
(in thousands):
Total
Quoted Prices
in Active
Markets for
Identical
(Level 1)
Significant

Other
Observable
Inputs
(Level 2)
Significant
Unobservable
Inputs
(Level 3)
Items Measured at Fair Value at September 27, 2015:
Asset Category:
Cash and cash equivalents (1) $ 3,629 $ 3,629 $ — $ —
Equity:
U.S (2) 15,812 15,812 — —
Commingled (3) 169,701 169,701 — —
Fixed income:
Corporate bonds (4) 7,243 7,243 — —
Other (6) 88,621 29,054 59,567 —
Diversified funds (7) 10,684 10,684 — —
Real estate (8) 36,967 — — 36,967
$ 332,657 $ 236,123 $ 59,567 $ 36,967
Items Measured at Fair Value at September 28, 2014:
Asset Category:
Cash and cash equivalents (1) $ 900 $ 900 $ — $ —
Equity:

U.S (2) 17,063 17,063 — —
Commingled (3) 147,221 147,221 — —
Fixed income:
Corporate bonds (4) 13,122 13,122 — —
Government and mortgage securities (5) 11,631 11,631 — —
Other (6) 121,666 — 121,666 —
Diversified funds (7) 12,116 12,116 — —
Real estate (8) 32,593 — — 32,593
$ 356,312 $ 202,053 $ 121,666 $ 32,593
_________________________
(1) Cash and cash equivalents are comprised of commercial
paper, short-term bills and notes, and short-term investment
funds, which are valued at unadjusted quoted market
prices.
(2) U.S. equity securities are comprised of investments in
common stock of U.S. companies for total return purposes.
These investments are valued by the trustee at closing
prices from national exchanges on the valuation date.
(3) Commingled equity securities are comprised of investments
in mutual funds, the fair value of which is determined by
reference to the fund’s underlying assets, which are
primarily marketable equity securities that are traded on
national exchanges and valued at unadjusted quoted market
prices.
(4) Corporate bonds are comprised of mutual funds traded on
national securities exchanges, valued at unadjusted quoted
market prices, as well as securities traded in markets
that are not considered active, which are valued based on quoted
market prices, broker/dealer quotations.

(5) Government and mortgage securities are comprised of
government and municipal bonds, including treasury bills, notes
and index linked bonds which are valued using an
unadjusted quoted price in an active market or observable,
market-based inputs.
(6) Other fixed income securities are comprised of other
commingled funds invested in registered securities which are
valued at the unadjusted quoted price in an active market
(level 1) or exchange and long-duration US government/credit
funds which are valued based on observable inputs, which
include quoted market prices in active markets for
similar securities, valuations based on commonly quoted
benchmark interest rates, maturities, ratings and/or securities
indices (level 2)
(7) Diversified funds are comprised of exchange-traded
commodities futures and treasury bills, which are valued at
unadjusted quoted market prices.
(8) Real estate is investments in a real estate investment trust
for purposes of total return. These investments are valued at
unit values provided by the investment managers and
their consultants.
F-27
The following table presents the changes in Level 3 investments
for the Qualified Plan during 2014 and 2015 (in thousands):

Real Estate
Actual return on plan assets:
Relating to assets still held at the reporting date 3,520
Relating to assets sold during the period 18
Purchases, sales and settlements (297)
Actual return on plan assets:
Relating to assets still held at the reporting date $ 4,665
Relating to assets sold during the period 40
Purchases, sales and settlements (331)
Future cash flows — Our policy is to fund our plans at or above
the minimum required by law. As of the date of our last
actuarial funding valuation, there was
no minimum requirement. Contributions expected to be paid in
the next fiscal year and the projected benefit payments for each
of the next five fiscal years
and the total aggregate amount for the subsequent five fiscal
years are as follows (in thousands):
Pension Plans
Postretirement
Health Plans
Estimated net contributions during fiscal 2016 $ 24,477 $
1,320
Estimated future year benefit payments during fiscal years:
2016 $ 14,548 $ 1,324

2017 $ 14,831 $ 1,403
2018 $ 15,361 $ 1,470
2019 $ 16,147 $ 1,673
2020 $ 17,233 $ 1,711
2021-2025 $ 105,016 $ 9,208
We will continue to evaluate contributions to our Qualified Plan
based on changes in pension assets as a result of asset
performance in the current market and
economic environment. Expected benefit payments are based on
the same assumptions used to measure our benefit obligations at
September 27, 2015 and
include estimated future employee service.
12. SHARE-BASED EMPLOYEE COMPENSATION
Stock incentive plans — We offer share-based compensation
plans to attract, retain and motivate key officers, employees and
non-employee directors to work
toward the financial success of the Company.
Our stock incentive plans are administered by the Compensation
Committee of the Board of Directors and have been approved by
the stockholders of the
Company. The terms and conditions of our share-based awards
are determined by the Compensation Committee for each award
date and may include
provisions for the exercise price, expirations, vesting,
restriction on sales and forfeitures, as applicable. We issue new
shares to satisfy stock issuances under
our stock incentive plans.
Our Amended and Restated 2004 Stock Incentive Plan
authorizes the issuance of up to 11,600,000 common shares in
connection with the granting of stock
options, stock appreciation rights, restricted stock purchase

rights, restricted stock bonuses, restricted stock units or
performance units to key employees,
directors, and other designated employees. As of September 27,
2015, 2,590,664 shares of common stock were available for
future issuance under this plan.
We also maintain a deferred compensation plan for non-
management directors under which those who are eligible to
receive fees or retainers may choose to
defer receipt of their compensation. The deferred amounts are
converted to stock equivalents. The plan requires settlement in
shares of our common stock
based on the number of stock equivalents and dividend
equivalents at the time of a participant’s separation from the
Board of Directors. This plan provides
for the issuance of up to 350,000 shares of common stock in
connection with the crediting of stock equivalents. As of
September 27, 2015, 143,122 shares of
common stock were available for future issuance under this
plan.
F-28
We terminated our employee stock purchase plan (“ESPP”) on
February 26, 2015. The ESPP plan was available for all eligible
employees to purchase shares
of common stock at 95% of the fair market value on the date of
purchase. Employees could authorize us to withhold up to 15%
of their base compensation

during any offering period, subject to certain limitations.
Compensation expense — The components of share-based
compensation expense recognized in each year are as follows
(in thousands):
2015 2014 2013
Stock options $ 2,782 $ 2,660 $ 5,075
Performance share awards 4,229 3,923 2,311
Nonvested stock awards 156 310 430
Nonvested stock units 4,989 3,247 3,356
Deferred compensation for directors 264 218 220
Total share-based compensation expense $ 12,420 $ 10,358 $
11,392
Stock options — Prior to fiscal 2007, options granted had
contractual terms of 10 or 11 years and employee options
generally vested over a four-year period.
Beginning fiscal 2007, option grants have contractual terms of
seven years and employee options vest over a three-year period.
Options may vest sooner for
employees meeting certain age and years of service thresholds.
All option grants provide for an option exercise price equal to
the closing market value of the
common stock on the date of grant.
The following is a summary of stock option activity for fiscal
2015:
Shares
Weighted
Average
Exercise

Price
Weighted
Average
Remaining
Contractual
Term (Years)
Aggregate
Intrinsic
Value
(in thousands)
Options outstanding at September 28, 2014 1,189,570 $26.74
Granted 123,042 $73.53
Exercised (708,096) $21.29
Forfeited (10,168) $38.74
Options outstanding at September 27, 2015 594,348 $42.72
4.66 $ 21,984
Options exercisable at September 27, 2015 285,820 $30.34
3.88 $ 14,112
Options exercisable and expected to vest at September 27, 2015
594,348 $42.72 4.66 $ 21,984
The aggregate intrinsic value in the table above is the amount
by which the current market price of our stock on September 27,
2015 exceeds the exercise
price.
We use a valuation model to determine the fair value of options
granted which requires the input of highly subjective
assumptions, including the expected

volatility of the stock price. The following table presents the
weighted-average assumptions used for stock option grants in
each fiscal year, along with the
related weighted-average grant date fair value:
2015 2014 2013
Risk-free interest rate 1.78% 2.05% 1.09%
Expected dividends yield 1.09% —% —%
Expected stock price volatility 32.09% 39.18% 42.24%
Expected life of options (in years) 6.00 6.50 6.50
Weighted-average grant date fair value $ 22.04 $ 20.04 $
11.84
The risk-free interest rate was determined by a yield curve of
risk-free rates based on published U.S. Treasury spot rates in
effect at the time of grant and has a
term equal to the expected life of the related options. The
dividend yield assumption is based on the Company’s history
and expectations of dividend
payouts at the grant date. We declared our first dividend on
May 9, 2014. The expected stock price volatility in all years
represents the Company’s historical
volatility. The expected life of the options represents the period
of time the options are expected to be outstanding and is based
on historical trends.
As of September 27, 2015, there was approximately $2.8 million
of total unrecognized compensation cost, net of estimated
forfeitures, related to stock
options grants which is expected to be recognized over a
weighted-average period of 1.3 years. The total intrinsic value
of stock options exercised was $41.8
million, $42.4 million and $25.9 million in 2015, 2014 and
2013, respectively.
F-29

Performance share awards — Performance share awards,
granted in the form of stock units, represent a right to receive a
certain number of shares of common
stock based on the achievement of corporate performance goals
and continued employment during the vesting period.
Performance share awards issued to
executives vest at the end of a three-year period and vested
amounts may range from 0% to as high as 150% of targeted
amounts depending on the
achievement of performance measures at the end of a three-year
period. The expected cost of the shares is based on the fair
value of our stock on the date of
grant and is reflected over the vesting period with a reduction
for estimated forfeitures. These awards may be settled in cash
or shares of common stock at the
election of the Company on the date of grant. It is our intent to
settle these awards with shares of common stock.
The following is a summary of performance share award
activity for fiscal 2015:
Shares
Weighted-
Average Grant
Date Fair
Value

Performance share awards outstanding at September 28, 2014
330,203 $25.69
Granted 40,594 $73.53
Issued (189,584) $26.70
Forfeited (5,362) $48.54
Performance adjustments (12,937) $27.49
Performance share awards outstanding at September 27, 2015
162,914 $59.37
of total unrecognized compensation cost related to performance
share awards which is
expected to be recognized over a weighted-average period of 1.5
years. The weighted-average grant date fair value of awards
granted was $73.53, $47.29 and
$27.49 in 2015, 2014 and 2013, respectively. The total fair
value of awards that became fully vested during 2015, 2014 and
2013 was $3.5 million, $3.6
million and $1.0 million, respectively.
Nonvested stock awards — We previously issued nonvested
stock awards (“RSAs”) to certain executives under our share
ownership guidelines. Effective
fiscal 2009, we no longer issue RSA awards and have replaced
them with grants of nonvested restricted stock units. The RSAs
vest, subject to the discretion
of our Board of Directors in certain circumstances, upon
retirement or termination based upon years of service. These
awards are amortized to compensation
expense over the estimated vesting period based upon the fair
value of our common stock on the award date. At September 27,
2015, RSAs outstanding
totaled 95,815 shares with a weighted average grant date fair
value of $20.56 per share.

In fiscal 2015, there was no activity related to RSAs. As of
September 27, 2015, there was approximately $0.2 million of
total unrecognized compensation
cost related to RSAs, which is expected to be recognized over a
weighted-average period of 2.1 years.
Nonvested restricted stock units — Nonvested restricted stock
units (“RSUs”) are generally issued to executives, non-
management directors and certain other
members of management and employees. Prior to fiscal 2011,
RSUs were granted to certain Executive and Senior Vice
Presidents pursuant to our share
ownership guidelines. These awards vest upon retirement or
termination based on years of service. As of September 27,
2015, 60,272 of such RSUs were
outstanding.
Beginning fiscal 2011, we replaced the ownership share grants
with time-vested RSUs for certain Vice Presidents and Officers
that vest ratably over five years
and have a 50% or 100% holding requirement on settled shares,
which must be held until termination. As of September 27,
2015, 106,138 of such RSUs were
outstanding. RSUs issued to non-management directors vest 12
months from the date of grant, or upon termination of board
service if the director elects to
defer receipt, and totaled 40,468 units outstanding as of
September 27, 2015. RSUs issued to certain other employees
either cliff vest or vest ratably over 3
years and totaled 126,095 units outstanding as of September 27,
2015. These awards are amortized to compensation expense over
the estimated vesting
period based upon the fair value of our common stock on the
award date discounted by the present value of the expected
dividend stream over the vesting
period.

F-30
The following is a summary of RSU activity for fiscal 2015:
Shares
Weighted-
Average Grant
Date Fair
Value
Nonvested stock units outstanding at September 28, 2014
330,871 $33.73
Granted 93,570 $75.07
Released (69,720) $34.44
Forfeited (21,748) $46.83
Nonvested stock units outstanding at September 27, 2015
332,973 $44.34
of total unrecognized compensation cost related to RSUs, which
is expected to be
recognized over a weighted-average period of 2.7 years. The
weighted-average grant date fair value of awards granted was
$75.07, $49.79 and $28.95 in
2015, 2014 and 2013, respectively. In 2015, 2014 and 2013, the

total fair value of RSUs that vested and were released was $2.4
million, $3.5 million and
$0.9 million, respectively.
Non-management directors’ deferred compensation — All
awards outstanding under our directors’ deferred compensation
plan are accounted for as equity-
based awards and deferred amounts are converted into stock
equivalents at the then-current market price of our common
stock. During fiscal 2014 and 2013,
10,616 and 44,714 shares of common stock were issued in
connection with director retirements having a fair value of $0.6
million and $1.4 million,
respectively. No common stock was issued in connection with
director retirements in 2015.
The following is a summary of the stock equivalent activity for
fiscal 2015:
Stock
Equivalents
Weighted-
Average Grant
Date Fair
Value
Stock equivalents outstanding at September 28, 2014 75,466
$23.44
Deferred directors’ compensation 2,761 $95.09
Dividend equivalents 931 $83.79
Stock equivalents outstanding at September 27, 2015 79,158

$26.64
Employee stock purchase plan — The following is a summary of
shares issued pursuant to our ESPP in each fiscal year:
2015 2014 2013
Common stock issued 1,371 4,055 7,144
Fair value of common stock issued $ 70.78 $ 49.25 $ 29.71
13. STOCKHOLDERS’ EQUITY
Repurchases of common stock — In February 2014 and July
2014, the Board of Directors approved two new programs which
provided repurchase
authorizations for up to $200.0 million and $100.0 million,
respectively, in shares of our common stock, expiring November
2015. Additionally, in
November 2014 and May 2015, the Board of Directors approved
two $100.0 million stock buyback programs that expire in
November 2016. In September
2015, the Board of Directors approved an additional $200.0
million stock buyback program commencing in fiscal year 2016
and expiring in November
2017. During fiscal 2015, we repurchased 3.7 million shares at
an aggregate cost of $317.1 million. As of September 27, 2015,
there was approximately
$25,500 remaining under a May 2015 stock buyback program
which expires in November 2016, and an additional $200.0
million remaining under a
September 2015 stock buyback program commencing in fiscal
2016 and expiring in November 2017.
Dividends — In fiscal 2015, the Board of Directors declared
two cash dividends of $0.20 per share each, and two cash
dividends of $0.30 per share each
totaling $37.6 million. Future dividends are subject to approval

by our Board of Directors.
F-31
14. AVERAGE SHARES OUTSTANDING
Our basic earnings per share calculation is computed based on
the weighted-average number of common shares outstanding.
Our diluted earnings per share
calculation is computed based on the weighted-average number
of common shares outstanding adjusted by the number of
additional shares that would have
been outstanding had the potentially dilutive common shares
been issued. Potentially dilutive common shares include stock
options, nonvested stock awards
and units, non-management director stock equivalents and
shares issuable under our ESPP. Performance share awards are
included in the average diluted
shares outstanding each period if the performance criteria have
been met at the end of the respective periods.
The following table reconciles basic weighted-average shares
outstanding to diluted weighted-average shares outstanding (in
thousands):
2015 2014 2013
Weighted-average shares outstanding — basic 37,587 40,781
43,351
Effect of potentially dilutive securities:

Stock options 274 641 957
Nonvested stock awards and units 199 281 371
Performance share awards 155 270 220
Weighted-average shares outstanding — diluted 38,215 41,973
44,899
Excluded from diluted weighted-average shares outstanding:
Antidilutive 84 153 145
Performance conditions not satisfied at the end of the period 15
20 209
15. VARIABLE INTEREST ENTITIES
In January 2011, we formed Jack in the Box Franchise Finance,
LLC (“FFE”) for the purpose of operating a franchisee lending
program to assist Jack in the
Box franchisees in re-imaging their restaurants. We are the sole
equity investor in FFE. The lending program was comprised of a
$20.0 million commitment
from the Company in the form of a capital note and an $80.0
million Senior Secured Revolving Securitization Facility (“FFE
Facility”) entered into with a
third party. The lending period and the revolving period expired
in June 2012. At September 27, 2015 and September 28, 2014,
we had no borrowings under
the FFE Facility and do not plan to make any further
contributions.
We determined that FFE is a VIE and that the Company is its
primary beneficiary. We considered a variety of factors in
identifying the primary beneficiary of
FFE including, but not limited to, who holds the power to direct
matters that most significantly impact FFE’s economic
performance (such as determining the
underwriting standards and credit management policies), as well
as what party has the obligation to absorb the losses of FFE.

Based on these considerations,
we determined that the Company is the primary beneficiary and
the entity is reflected in the accompanying consolidated
F-32
FFE’s assets consolidated by the Company represent assets that
can be used only to settle obligations of the consolidated VIE.
Likewise, FFE’s liabilities
consolidated by the Company do not represent additional claims
on the Company’s general assets; rather they represent claims
against the specific assets of
FFE. The impact of FFE’s results were not material to the
Company’s consolidated statement of earnings or cash flows.
FFE’s balance sheet consisted of the
following at September 27, 2015 and September 28, 2014 (in
thousands):
2015 2014
Cash $ 100 $ —
Other current assets (1) 1,037 2,494
Other assets, net (1) 1,928 5,776
Total assets $ 3,065 $ 8,270
Current liabilities (2) $ 1,134 $ 2,833
Other long-term liabilities (2) 1,793 5,367
Retained earnings 138 70

Total liabilities and stockholders’ equity $ 3,065 $ 8,270
____________________________
(1) Consists primarily of amounts due from franchisees.
(2) Consists primarily of the capital note contribution from Jack
in the Box which is eliminated in consolidation.
In 2015, we received $3.9 million of early prepayments on notes
receivable due from franchisees, which increased our cash flows
from investing activities in
the year-to-date period.
The Company’s maximum exposure to loss is equal to its
outstanding contributions as of September 27, 2015. This
amount represents estimated losses that
would be incurred should all franchisees default on their loans
without any consideration of recovery. To offset the credit risk
associated with the Company’s
variable interest in FFE, the Company holds a security interest
in the assets of FFE subordinate and junior to all other
obligations of FFE.
16. COMMITMENTS, CONTINGENCIES AND LEGAL
MATTERS
Commitments — As of September 27, 2015, we had
unconditional purchase obligations during the next five fiscal
years as follows (in thousands):
2016 $ 802,700
2017 567,500
2018 247,600
2019 206,400
2020 200,100
Total $ 2,024,300

These obligations primarily represent amounts payable under
purchase contracts for goods related to system-wide restaurant
operations.
Legal matters — The Company assesses contingencies,
including litigation contingencies, to determine the degree of
probability and range of possible loss
for potential accrual in its financial statements. An estimated
loss contingency is accrued in the financial statements if it is
probable that a liability has been
incurred and the amount of the loss can be reasonably
estimated. Because litigation is inherently unpredictable,
assessing contingencies is highly subjective
and requires judgments about future events. When evaluating
litigation contingencies, we may be unable to provide a
meaningful estimate due to a number
of factors, including the procedural status of the matter in
question, the availability of appellate remedies, insurance
coverage related to the claim or claims in
question, the presence of complex or novel legal theories,
and/or the ongoing discovery and development of information
important to the matter. In
addition, damage amounts claimed in litigation against us may
be unsupported, exaggerated or unrelated to possible outcomes,
and as such are not
meaningful indicators of our potential liability or financial
exposure. The Company regularly reviews contingencies to
determine the adequacy of the
accruals and related disclosures. The ultimate amount of loss
may differ from these estimates.
F-33

Gessele v. Jack in the Box Inc. — In August 2010, five former
employees instituted litigation in federal court in Oregon
alleging claims under the federal
Fair Labor Standards Act and Oregon wage and hour laws. The
plaintiffs alleged that the Company failed to pay non-exempt
employees for certain meal
breaks and improperly made payroll deductions for shoe
purchases and for workers’ compensation expenses, and later
added additional claims relating to
timing of final pay and related wage and hour claims involving
employees of a franchisee. The most recent complaint seeks
damages of $45.0 million but
does not provide a basis for that amount. In fiscal 2012, we
accrued for a single claim for which we believe a loss is both
probable and estimable; this accrued
loss contingency did not have a material effect on our results of
operations. We have not established a loss contingency accrual
for those claims as to which
we believe liability is not probable or estimable, and we plan to
vigorously defend against this lawsuit. Nonetheless, an
unfavorable resolution of this matter
in excess of our current accrued loss contingencies could have a
material adverse effect on our business, results of operations,
liquidity or financial condition.
Other legal matters — In addition to the matter described above,
the Company is subject to normal and routine litigation brought
by former, current or
prospective employees, customers, franchisees, vendors,
landlords, shareholders or others. We intend to defend
ourselves in any such matters. Some of these
matters may be covered, at least in part, by insurance. Our

insurance liability (undiscounted) and reserves are established
in part by using independent
actuarial estimates of expected losses for reported claims and
for estimating claims incurred but not reported. As of
September 27, 2015, our estimated
liability for general liability and workers’ compensation claims
exceeded our self-insurance retention limits by $25.8 million.
We expect to be fully covered
for these amounts by surety bond issuers or our insurance
providers. Although the Company currently believes that the
ultimate determination of liability in
connection with legal claims pending against it, if any, in
excess of amounts already provided for these matters in the
consolidated financial statements will
not have a material adverse effect on our business, the
Company’s annual results of operations, liquidity or financial
position, it is possible that our results of
operations, liquidity, or financial position could be materially
affected in a particular future reporting period by the
unfavorable resolution of one or more of
these matters or contingencies during such period.
Lease guarantees — In connection with the sale of the
distribution business, we have assigned the lease at one of our
distribution centers to a third party.
Under this agreement, which expires in 2017, the Company
remains secondarily liable for the lease payments for which we
were responsible under the
original lease. As of September 27, 2015, the amount remaining
under this lease guarantee totaled $1.3 million. We have not
recorded a liability for this
guarantee as the likelihood of the third party defaulting on the
assignment agreements was deemed to be less than probable.
17. SEGMENT REPORTING
Our principal business consists of developing, operating and

franchising our Jack in the Box and Qdoba restaurant concepts,
each of which we consider
reportable operating segments. Since the beginning of 2012, we
have been engaged in restructuring activities related to our
internal organization and have
now instituted a shared-services model (refer also to Note 9,
Impairment and Other Charges, Net). As a result, in fiscal 2014,
our chief operating decision
makers, which consist of a collective group of executive
leadership, revised the method by which they determine
performance and strategy for our segments.
This change was made to reflect a shared-services model
whereby each brand’s results of operations are assessed
separately and do not include costs related to
certain corporate functions which support both brands. Our
segment reporting structure reflects the Company’s current
management structure, internal
reporting method and financial information used in deciding
how to allocate Company resources. Based upon certain
quantitative thresholds, each operating
segment is considered a reportable segment. This change to our
segment reporting did not change our reporting units for
goodwill.
F-34
We measure and evaluate our segments based on segment
revenues and earnings from operations. The reportable segments
do not include an allocation of the
costs related to shared service functions, such as

accounting/finance, human resources, audit services, legal, tax
and treasury; nor do they include unallocated
costs such as pension expense and share-based compensation.
These costs are reflected in the caption “Shared services and
unallocated costs,” and therefore,
the measure of segment profit or loss is before such items. As it
was impractical to recast prior period information, 2014
segment information is reported under
both the old basis and new basis of segmentation (in thousands):
2015
2014
2013 (New) (Old)
Revenues by Segment:
Jack in the Box restaurant operations $ 1,145,176 $ 1,127,243
$ 1,127,243 $ 1,179,295
Qdoba restaurant operations 395,141 356,888 356,888
310,572
Consolidated revenues $ 1,540,317 $ 1,484,131 $ 1,484,131 $
1,489,867
Earnings from Operations by Segment:
Jack in the Box restaurant operations $ 265,230 $ 235,574 $
130,408 $ 113,864
Qdoba restaurant operations 47,264 34,287 32,016 24,470
FFE operations (1) — — (116) (129)
Shared services and unallocated costs (112,182) (104,005) —
—
Losses on the sale of company-operated restaurants (3,139)
(3,548) — —
Consolidated earnings from operations 197,173 162,308

162,308 138,205
Interest expense, net 18,803 15,678 15,678 15,251
Consolidated earnings from continuing operations and before
income taxes $ 178,370 $ 146,630 $ 146,630 $ 122,954
Total Expenditures for Long-Lived Assets by Segment
(Including Discontinued Operations):
38,132 $ 55,221
Shared services and unallocated costs 10,227 11,700 — —
Consolidated expenditures for long-lived assets $ 86,226 $
60,525 $ 60,525 $ 84,690
Total Depreciation Expense by Segment:
73,663 $ 76,191
Shared services and unallocated costs 7,078 7,254 — —
Consolidated depreciation expense $ 88,778 $ 90,655 $ 90,655
$ 92,006
____________________________
(1) FFE operations are included in the Jack in the Box
operations segment under the new basis of segmentation.
We do not evaluate, manage or measure performance of
segments using asset, interest income and expense, or income
tax information; accordingly, this
information by segment is not prepared or disclosed.
18. SUPPLEMENTAL CONSOLIDATED CASH FLOW

INFORMATION
Additional information related to cash flows is as follows (in
thousands):
2015 2014 2013
Cash paid during the year for:
Interest, net of amounts capitalized $ 16,233 $ 13,754 $
12,824
Income tax payments $ 28,764 $ 29,145 $ 43,365
Non cash transactions:
Equipment capital lease obligations incurred $ 16,770 $ — $
—
(Decrease) increase in accrued stock repurchases $ (3,112) $
(4,176) $ 7,288
Increase in dividends accrued or converted to common stock
equivalents $ 174 $ 68 $ —
Increase (decrease) in obligation for purchases of property and
equipment (1) $ 5,388 $ (1,187) $ (1,274)
____________________________
(1) In 2013, amounts also include changes in obligations
related to assets held for sale.
F-35

19. SUPPLEMENTAL CONSOLIDATED FINANCIAL
STATEMENT INFORMATION (in thousands)
September 27,
2015
September 28,
2014
Accounts and other receivables, net:
Trade $ 36,990 $ 35,975
Income tax receivable 7,914 8,306
Notes receivable 1,726 3,574
Other 2,900 2,955
Allowance for doubtful accounts (1,555) (796)
$ 47,975 $ 50,014
Prepaid expenses
Prepaid income taxes $ 7,645 $ 27,956
Other 8,595 8,358
$ 16,240 $ 36,314
Other assets, net:
Company-owned life insurance policies $ 99,513 $ 100,753
Deferred tax assets 78,151 50,807
Deferred rent receivable 45,330 41,872
Other 40,941 43,866
$ 263,935 $ 237,298
Accrued liabilities:
Payroll and related taxes $ 56,223 $ 54,905

Insurance 35,370 34,834
Advertising 20,692 21,452
Sales and property taxes 11,574 11,760
Gift card liability 4,608 4,064
Deferred franchise fees 1,198 1,464
Other 40,910 35,147
$ 170,575 $ 163,626
Other long-term liabilities:
Pension plans $ 180,476 $ 143,838
Straight-line rent accrual 46,807 48,835
Other 142,775 116,762
$ 370,058 $ 309,435
F-36
20. UNAUDITED QUARTERLY RESULTS OF OPERATIONS
(in thousands, except per share data)
16 Weeks
Ended 12 Weeks Ended
Fiscal Year 2015
January 18,
2015

April 12,
2015
July 5,
2015
September 27,
2015
Revenues $ 468,621 $ 358,122 $ 359,506 $ 354,068
Earnings from operations $ 63,236 $ 41,868 $ 50,395 $
41,674
Net earnings $ 35,835 $ 23,005 $ 26,831 $ 23,141
Net earnings per share:
Basic $ 0.93 $ 0.61 $ 0.72 $ 0.64
Diluted $ 0.91 $ 0.60 $ 0.71 $ 0.63
16 Weeks
Ended 12 Weeks Ended
Fiscal Year 2014
January 19,
2014
April 13,
2014
July 6,
2014
September 28,
2014

Revenues $ 450,081 $ 340,870 $ 348,492 $ 344,687
Earnings from operations $ 57,204 $ 32,879 $ 43,000 $
29,225
Net earnings $ 32,286 $ 15,801 $ 24,703 $ 16,160
Net earnings per share:
Basic $ 0.76 $ 0.38 $ 0.62 $ 0.41
Diluted $ 0.74 $ 0.37 $ 0.61 $ 0.40
During the quarter ended September 28, 2014, we recorded an
adjustment to decrease tax expense by $2.1 million due to the
impact of a change in state tax
law enacted July 2013 related to California enterprise zone tax
credits.
21. SUBSEQUENT EVENTS
Declaration of dividend — On November 12, 2015, the Board of
Directors declared a cash dividend of $0.30 per share, to be paid
on December 22, 2015 to
shareholders of record as of the close of business on December
9, 2015. Future dividends will be subject to approval by our
Board of Directors.
F-37
Exhibit 23.1
Consent of Independent Registered Public Accounting Firm
The Board of Directors
We consent to the incorporation by reference in the registration

statements (Nos. 333‑85669, 333‑127765, 333‑115619,
333‑143032,
333‑150913, 333-168554, and 333-181506) on Form S‑8 of Jack
in the Box Inc. of our reports dated November 19, 2015, with
respect
to the consolidated balance sheets of Jack in the Box Inc. and
subsidiaries as of September 27, 2015 and September 28, 2014,
and the
related consolidated statements of earnings, comprehensive
income, cash flows, and stockholders’ equity for the fifty-two
weeks ended
September 27, 2015, September 28, 2014, and September 29,
2013, and the effectiveness of internal control over financial
reporting as
of September 27, 2015, which reports appear in the September
27, 2015 annual report on Form 10‑K of Jack in the Box Inc.
/s/ KPMG LLP
November 19, 2015
Exhibit 31.1
CERTIFICATION
I, Leonard A. Comma, certify that:
1. I have reviewed this annual report on Form 10-K of Jack in
the Box Inc.;
2. Based on my knowledge, this report does not contain any
untrue statement of a material fact or omit to state a material
fact necessary to make the

statements made, in light of the circumstances under which such
statements were made, not misleading with respect to the period
covered by this
report;
3. Based on my knowledge, the financial statements, and other
financial information included in this report, fairly present in
all material respects the
financial condition, results of operations and cash flows of the
registrant as of, and for, the periods presented in this report;
4. The registrant's other certifying officer and I are responsible
for establishing and maintaining disclosure controls and
procedures (as defined in
Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal
control over financial reporting (as defined in Exchange Act
Rules 13a-15(f) and 15d-
15(f)) for the registrant and have:
a. Designed such disclosure controls and procedures, or caused
such disclosure controls and procedures to be designed under
our
supervision, to ensure that material information relating to the
registrant, including its consolidated subsidiaries, is made
known to us
by others within those entities, particularly during the period in
which this report is being prepared;
b. Designed such internal control over financial reporting, or
caused such internal control over financial reporting to be
designed under
our supervision, to provide reasonable assurance regarding the
reliability of financial reporting and the preparation of financial
statements for external purposes in accordance with generally
accepted accounting principles;

c. Evaluated the effectiveness of the registrant's disclosure
controls and procedures and presented in this report our
conclusions about the
effectiveness of the disclosure controls and procedures, as of
the end of the period covered by this report based on such
evaluation; and
d. Disclosed in this report any change in the registrant's internal
control over financial reporting that occurred during the
registrant's most
recent fiscal quarter (the registrant's fourth fiscal quarter in the
case of an annual report) that has materially affected, or is
reasonably
likely to materially affect, the registrant's internal control over
financial reporting; and
5. The registrant's other certifying officer and I have disclosed,
based on our most recent evaluation of internal control over
financial reporting, to the
registrant's auditors and the audit committee of the registrant's
board of directors (or persons performing the equivalent
functions):
a. All significant deficiencies and material weaknesses in the
design or operation of internal control over financial reporting
which are
reasonably likely to adversely affect the registrant's ability to
record, process, summarize and report financial information;
and
b. Any fraud, whether or not material, that involves
management or other employees who have a significant role in
the registrant's internal

Dated: November 19, 2015 /S/ LEONARD A. COMMA
Leonard A. Comma
Chief Executive Officer & Chairman of the
Board
Exhibit 31.2
CERTIFICATION
I, Jerry P. Rebel, certify that:
1. I have reviewed this annual report on Form 10-K of Jack in
the Box Inc.;
2. Based on my knowledge, this report does not contain any
untrue statement of a material fact or omit to state a material
fact necessary to make the
statements made, in light of the circumstances under which such
statements were made, not misleading with respect to the period
covered by this
report;
3. Based on my knowledge, the financial statements, and other
financial information included in this report, fairly present in
all material respects the
financial condition, results of operations and cash flows of the
registrant as of, and for, the periods presented in this report;
4. The registrant's other certifying officer and I are responsible
for establishing and maintaining disclosure controls and
procedures (as defined in
Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal

control over financial reporting (as defined in Exchange Act
Rules 13a-15(f) and 15d-
15(f)) for the registrant and have:
a. Designed such disclosure controls and procedures, or caused
such disclosure controls and procedures to be designed under
our
supervision, to ensure that material information relating to the
registrant, including its consolidated subsidiaries, is made
known to us
by others within those entities, particularly during the period in
which this report is being prepared;
b. Designed such internal control over financial reporting, or
caused such internal control over financial reporting to be
designed under
our supervision, to provide reasonable assurance regarding the
reliability of financial reporting and the preparation of financial
statements for external purposes in accordance with generally
accepted accounting principles
c. Evaluated the effectiveness of the registrant's disclosure
controls and procedures and presented in this report our
conclusions about the
effectiveness of the disclosure controls and procedures, as of
the end of the period covered by this report based on such
evaluation; and
d. Disclosed in this report any change in the registrant's internal
control over financial reporting that occurred during the
registrant's most
recent fiscal quarter (the registrant's fourth fiscal quarter in the
case of an annual report) that has materially affected, or is
reasonably
likely to materially affect, the registrant's internal control over
financial reporting; and

5. The registrant's other certifying officer and I have disclosed,
based on our most recent evaluation of internal control over
financial reporting, to the
registrant's auditors and the audit committee of the registrant's
board of directors (or persons performing the equivalent
functions):
a. All significant deficiencies and material weaknesses in the
design or operation of internal control over financial reporting
which are
reasonably likely to adversely affect the registrant's ability to
record, process, summarize and report financial information;
and
b. Any fraud, whether or not material, that involves
management or other employees who have a significant role in
the registrant's internal
Dated: November 19, 2015 /S/ JERRY P. REBEL
Jerry P. Rebel
Chief Financial Officer
Exhibit 32.1
CERTIFICATION OF CHIEF EXECUTIVE OFFICER
I, Leonard A. Comma, Chief Executive Officer of Jack in the
Box Inc. (the “Registrant”), do hereby certify in accordance
with 18 U.S.C. 1350, as adopted
pursuant to Section 906 of the Sarbanes-Oxley Act of 2002,
that:

(1) the Annual Report on Form 10-K of the Registrant, to which
this certification is attached as an exhibit (the “Report”), fully
complies with
the requirements of Section 13(a) of the Securities Exchange
Act of 1934 (15 U.S.C. 78m); and
(2) the information contained in the Report fairly presents, in
all material respects, the financial condition and results of
operations of the
Registrant.
Dated: November 19, 2015 /S/ LEONARD A. COMMA
Leonard A. Comma
Chief Executive Officer
Exhibit 32.2
CERTIFICATION OF CHIEF FINANCIAL OFFICER
I, Jerry P. Rebel, Chief Financial Officer of Jack in the Box Inc.
(the “Registrant”), do hereby certify in accordance with 18
U.S.C. 1350, as adopted pursuant
to Section 906 of the Sarbanes-Oxley Act of 2002, that:
(1) the Annual Report on Form 10-K of the Registrant, to which
this certification is attached as an exhibit (the “Report”), fully
complies with the
requirements of Section 13(a) of the Securities Exchange Act of
1934 (15 U.S.C. 78m); and
(2) the information contained in the Report fairly presents, in
all material respects, the financial condition and results of
operations of the Registrant.

Date: November 19, 2015 /S/ JERRY P. REBEL
Jerry P. Rebel
Chief Financial Officer
10-K (JACK IN THE BOX INC /NEW/) (November 19,
2015)10-K - 10-K 2015PART IItem 1.BusinessITEM 1.
BUSINESSITEM 1A. RISK FACTORSITEM 1B.
UNRESOLVED STAFF COMMENTSITEM 2.
PROPERTIESITEM 3. LEGAL PROCEEDINGSITEM 4. MINE
SAFETY DISCLOSURESPART IIITEM 5. MARKET FOR
REGISTRANT S COMMON EQUITY, RELATED
STOCKHOLDER MATTERS AND ISSUER PURCHASES OF
EQUITY SECURITIESITEM 6. SELECTED FINANCIAL
DATAITEM 7. MANAGEMENT S DISCUSSION AND
ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF
OPERATIONSITEM 7A. QUANTITATIVE AND
QUALITATIVE DISCLOSURES ABOUT MARKET RISKITEM
8. FINANCIAL STATEMENTS AND SUPPLEMENTARY
DATAITEM 9. CHANGES IN AND DISAGREEMENTS WITH
ACCOUNTANTS ON ACCOUNTING AND FINANCIAL
DISCLOSUREITEM 9A. CONTROLS AND
PROCEDURESITEM 9B. OTHER INFORMATIONPART
IIIITEM 10. DIRECTORS, EXECUTIVE OFFICERS AND
CORPORATE GOVERNANCEITEM 11. EXECUTIVE
COMPENSATIONITEM 12. SECURITY OWNERSHIP OF
CERTAIN BENEFICIAL OWNERS AND MANAGEMENT
AND RELATED STOCKHOLDER MATTERSITEM 13.
CERTAIN RELATIONSHIPS AND RELATED
TRANSACTIONS, AND DIRECTOR INDEPENDENCEITEM
14. PRINCIPAL ACCOUNTING FEES AND SERVICESPART
IVITEM 15. EXHIBITS, FINANCIAL STATEMENT
SCHEDULESSIGNATURESEX-23.1 (EXHIBIT 23.1)EX-31.1

(EXHIBIT 31.1)EX-31.2 (EXHIBIT 31.2)EX-32.1 (EXHIBIT
32.1)EX-32.2 (EXHIBIT 32.2)

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