see “ non-gaap reconciliations ” for an explanation of these non-gaap financial measures . trends and strategy trends general economic conditions and consumer confidence can affect the frequency of purchases and amounts spent by consumers for food-away-from-home and , in turn , can impact our customers and our sales . we believe the current general economic conditions , including pressure on consumer disposable income , have contributed to a slow rate of recovery in the foodservice market . according to industry sources , real sales for the total foodservice market in the united states are not expected to grow significantly over the next year . 16 we experienced prolonged levels of high product cost inflation during most of fiscal 2012 as compared to fiscal 2011. our product cost inflation reached a high of 7.3 % in the first quarter of fiscal 2012 and a low of 3.3 % in the fourth quarter of fiscal 2012. while we are generally able to pass on modest levels of inflation to our customers , we were unable to fully pass through these higher levels of product cost inflation with the same gross margin percentage without negatively impacting our customers ' business and therefore our business . in the summer months of 2012 , certain agricultural areas of the united states have experienced severe drought . the impact of this drought is uncertain and could result in volatile input costs . input costs could increase at any point in time for a large portion of the products that we sell for a prolonged period . while we can not predict whether inflation will continue at current levels , periods of high inflation , either overall or in certain product categories , can have a negative impact on us and our customers , as high food costs can reduce consumer spending in the food-away-from-home market , and may negatively impact our sales , gross profit , operating income and earnings . we have experienced higher operating costs this fiscal year . some of the increase has resulted from increased pay-related expenses . sales compensation includes commissions which are driven by gross profit dollars and case volumes , and delivery compensation includes activity-based pay which is driven by case volumes . since these drivers are variable in nature , increased gross profit dollars and case volumes have increased sales and delivery compensation . we believe pay-related expense could continue to increase if gross profit dollars and case volumes increase ; however , the impact of our productivity related initiatives could favorably impact the magnitude of this trend . fuel costs are expected to stabilize provided that fuel prices do not significantly change from their current levels . our business transformation project is a key part of our strategy to control costs and grow our market share over the long-term . this project includes an integrated software system that went into deployment in august 2012. we believe expenses related to the project will increase in fiscal 2013 as compared to fiscal 2012 due to amortization of the software asset and increased deployment costs . net company-sponsored pension costs for our retirement plan have experienced volatility over the past five years primarily due to changes in interest rates which are used to determine the discount rates for our pension obligations and our pension asset performance . for most of these periods , we have experienced significantly increased pension expense . at the end of fiscal 2012 , sysco decided to freez e future benefit accruals under the retirement plan as of december 31 , 20 12 for all u.s.-based salaried and non-union hourly employees . effective january 1 , 2013 , these employees will be eligible for additional contributions under an enhanced , defined contribution plan . p ension costs will decrease in fiscal 2013 primarily due to this plan freeze . our expenses related to our defined contribution plan will increase in fiscal 2013 and will more than offset our reduced pension costs ; however , over the long-term , we believe the changes to both plans will result in reduced volatility of retirement related expenses and a reduction in total retirement related expenses . strategy we are focused on optimizing our core broadline business in the u.s. and canada , while continuing to explore appropriate opportunities to profitably grow our market share and create shareholder value by expanding beyond our core business . day-to-day , our business decisions are driven by our mission to market and deliver great products to our customers with exceptional service , with the aspirational vision of becoming each of our customers ' most valued and trusted business partner . we have identified five strategies to help us achieve our mission and vision : · profoundly enrich the experience of doing business with sysco : our primary focus is to help our customers succeed . we believe that by building on our current competitive advantages , we will be able to further differentiate our offering to customers . our competitive advantages include our sales force of over 8,000 marketing associates ; our diversified product base , which includes quality-assured sysco brand products ; the suite of services we provide to our customers such as business reviews and menu analysis ; and our wide geographic presence in the united states and canada . in addition , we have a portfolio of businesses spanning broadline , specialty meat , chain restaurant distribution , specialty produce , hotel amenities , specialty import and export which serves our customers ' needs across a wide array of business segments . we believe this strategy of enriching the experience of doing business with sysco will increase customer retention and profitably accelerate sales growth with both existing and new customers . · continuously improve productivity in all areas of our business : our multi-year business transformation project is designed to improve productivity and reduce costs . story_separator_special_tag as a result , the cash surrender values of these policies fluctuated with changes in the market value of such securities . the changes in the financial markets resulted i n gains for these policies of $ 28.2 million in fiscal 2011 . near the end of fiscal 2011 , we reallocated all of our policies into low-risk , fixed-income securities to reduce earnings volatility and therefore our adjustments for fiscal 2012 were not significant . beginning with fiscal 2013 , there should be no significant year-over-year impact from coli adjustments as compared to fiscal 2013. net company-sponsored pension costs in fiscal 2012 wer e $ 27.3 million lower than i n fiscal 201 1 . the decrease in fiscal 2012 was due primarily to higher returns on assets of sysco 's retirement plan obtained in fiscal 2011. at the end of fiscal 2012 , sysco decided to freez e future benefit accruals under the retirement plan as of december 31 , 20 12 for all u.s.-based salaried and non-union hourly employees . effective january 1 , 2013 , these employees will be eligible for additional contributions under an enhanced , defined contribution plan . net company-sponsored pension costs in fiscal 201 3 have been determined as of the fiscal 201 2 year-end measurement date and will decrease b y approximately $ 26.5 million in fiscal 2013. our expenses related to our defined contribution plan will increase approximately $ 45 million to $ 55 million in fiscal 2013. the decline in pension cost will occur evenly over fiscal 2013 ; however , the increased defined contribution expenses will occur in the last half of fiscal 2013 when these enhancements go into effect . over the long-term , we believe the changes to both plans will result in reduced volatility of retirement related expenses and a reduction in total retirement related expenses . absent the retirement plan freeze discussed above , net company-sponsored pension costs in fiscal 2013 would have increased $ 106.9 million instead of decreasing $ 26.5 million . from time to time , we may voluntarily withdraw from multiemployer pension plans to minimize or limit our future exposure to these plans . in the last two fiscal years , we voluntary withdrew from several multiemployer plans and recorded provisions of $ 21.9 million in fiscal 2012 and $ 41.5 million in fiscal 2011 . we also measure our expense performance on a cost per case basis , which we seek to align with the gross profit that we are able to generate . for our broadline companies , our cost per case increased $ 0.04 per case as compared to fiscal 2011. these increases primarily related to increased payroll costs and fuel costs discussed above . fiscal 201 1 vs. fiscal 201 0 operating income decreased 2.2 % in fiscal 2011 over fiscal 2010 to $ 1.9 billion , and as a percentage of sales , declined to 4.9 % of sales . the decrease was driven by the absence of the 53 rd week in fiscal 2011 , gross profit dollars growing at a slower rate than sales and operating expenses increasing faster than gross profit partially due to charge of $ 41.5 million from withdrawal s from multiemployer pension plan s . gross profit dollars increased 2.9 % in fiscal 2011 as compared to fiscal 2010 , and operating expenses increased 4.8 % in fiscal 2011. adjusted operating income increased 2.5 % , or $ 50 .8 million , in fiscal 2011 over fiscal 2010 . 21 gross profit dollars increased in fiscal 2011 as compared to fiscal 2010 primarily due to increased sales , partially offset by the negative comparison of the additional week included in fiscal 2010. gross margin was 18.80 % in fiscal 2011 , a decline of 50 basis points from the gross margin of 19.30 % in fiscal 2010. this decline in gross margin was primarily the result of the following factors described in the paragraphs below . first , sysco 's product cost inflation was estimated as inflation of 4.6 % during fiscal 2011. based on our product sales mix for fiscal 2011 , we were most impacted by higher levels of inflation in the dairy , meat and seafood product categories in the range of 10 % to 12 % . our largest selling product category , canned and dry , experienced inflation of 4 % . second , ongoing strategic pricing initiatives in fiscal 2011 lowered our prices to our customers in certain product categories in order to increase sales volumes . these initiatives are being phased in over time and resulted in short-term gross profit declines as a percentage of sales , but we believe will result in long-term gross profit dollar growth due to higher sales volumes and increased market share . we have experienced meaningful year over year volume growth with those items included in the early phases of these programs in the geographies where this program has been implemented . we believe the long-term benefits of these strategic initiatives will result in profitable market share growth . third , gross profit dollars for fiscal 2011 increased as a result of higher fuel surcharges . fuel surcharges were approximately $ 26.0 million higher in fiscal 2011 than in the comparable prior year period due to higher fuel prices incurred during fiscal 2011 and the application of fuel surcharges to a broader customer base for a small portion of the third quarter and the entire fourth quarter . operating expenses for fiscal 2011 increased 4.8 % primarily due to higher pay-related expense , an increase in net company-sponsored pension costs , provisions for withdrawal from multiemployer pension plans and higher fuel costs as compared to the prior year period . the impact of these operating expense increases was partially offset by a decrease in operating expenses of approximately $ 101.4 million resulting from the absence of the 53rd week in fiscal 201 0 . adjusted operating

debt activity and borrowing availability short-term borrowings we have uncommitted bank lines of credit , which provided for unsecured borrowings for working capital of up to $ 95.0 million , of which none was outstanding as of june 30 , 2012 or augu st 15 , 2012 . our irish subsidiary , pallas foods limited , has a 10.0 million ( euro ) committed facility for unsecured borrowings for working capital . there were no borrowings outstanding under this facility as of june 30 , 2012 or aug ust 15 , 2012 . on june 30 , 2011 , a canadian subsidiary of sysco entered into a short-term demand loan facility for the purpose of facilitating a distribution from the canadian subsidiary to sysco , and sysco concurrently entered into an agreement with the bank to guarantee the loan . the amount borrowed was $ 182.0 million and was repaid in full on july 4 , 2011 . 32 commercial paper and revolving credit facility we have a board-approved commercial paper program allowing us to issue short-term unsecured notes in an aggregate amount not to exceed $ 1.3 billion . in december 2011 , we terminated our previously existing revolving credit facility that supported the company 's u.s. and canadian commercial paper programs . at the same time , sysco and one of its subsidiaries , sysco international , ulc , entered into a new $ 1.0 billion credit facility supporting the company 's u.s. and canadian commercial paper programs . this facility provides for borrowings in both u.s. and canadian dollars . borrowings by sysco international , ulc under the credit agreement are guaranteed by sysco , and borrowings by sysco and sysco international , ulc under the credit agreement and guaranteed by all the wholly-owned subsidiaries of sysco that are guarantors of the company 's senior notes and debentures . the facility expires on december 29 , 2016 , but is subject to extension . there were no commercial paper issuances outstanding as of june 30 , 2012 or augus t 15 , 2012 .


 Write a concise suspicious activity report of the following text delimited by triple backquotes. Return your response as a formal report which covers the key points highlighting the location,dates,entity names and account holder information in chronological order of the text.
     ```debt activity and borrowing availability short-term borrowings we have uncommitted bank lines of credit , which provided for unsecured borrowings for working capital of up to $ 95.0 million , of which none was outstanding as of june 30 , 2012 or augu st 15 , 2012 . our irish subsidiary , pallas foods limited , has a 10.0 million ( euro ) committed facility for unsecured borrowings for working capital . there were no borrowings outstanding under this facility as of june 30 , 2012 or aug ust 15 , 2012 . on june 30 , 2011 , a canadian subsidiary of sysco entered into a short-term demand loan facility for the purpose of facilitating a distribution from the canadian subsidiary to sysco , and sysco concurrently entered into an agreement with the bank to guarantee the loan . the amount borrowed was $ 182.0 million and was repaid in full on july 4 , 2011 . 32 commercial paper and revolving credit facility we have a board-approved commercial paper program allowing us to issue short-term unsecured notes in an aggregate amount not to exceed $ 1.3 billion . in december 2011 , we terminated our previously existing revolving credit facility that supported the company 's u.s. and canadian commercial paper programs . at the same time , sysco and one of its subsidiaries , sysco international , ulc , entered into a new $ 1.0 billion credit facility supporting the company 's u.s. and canadian commercial paper programs . this facility provides for borrowings in both u.s. and canadian dollars . borrowings by sysco international , ulc under the credit agreement are guaranteed by sysco , and borrowings by sysco and sysco international , ulc under the credit agreement and guaranteed by all the wholly-owned subsidiaries of sysco that are guarantors of the company 's senior notes and debentures . the facility expires on december 29 , 2016 , but is subject to extension . there were no commercial paper issuances outstanding as of june 30 , 2012 or augus t 15 , 2012 .
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 Suspicious Activity Report : see “ non-gaap reconciliations ” for an explanation of these non-gaap financial measures . trends and strategy trends general economic conditions and consumer confidence can affect the frequency of purchases and amounts spent by consumers for food-away-from-home and , in turn , can impact our customers and our sales . we believe the current general economic conditions , including pressure on consumer disposable income , have contributed to a slow rate of recovery in the foodservice market . according to industry sources , real sales for the total foodservice market in the united states are not expected to grow significantly over the next year . 16 we experienced prolonged levels of high product cost inflation during most of fiscal 2012 as compared to fiscal 2011. our product cost inflation reached a high of 7.3 % in the first quarter of fiscal 2012 and a low of 3.3 % in the fourth quarter of fiscal 2012. while we are generally able to pass on modest levels of inflation to our customers , we were unable to fully pass through these higher levels of product cost inflation with the same gross margin percentage without negatively impacting our customers ' business and therefore our business . in the summer months of 2012 , certain agricultural areas of the united states have experienced severe drought . the impact of this drought is uncertain and could result in volatile input costs . input costs could increase at any point in time for a large portion of the products that we sell for a prolonged period . while we can not predict whether inflation will continue at current levels , periods of high inflation , either overall or in certain product categories , can have a negative impact on us and our customers , as high food costs can reduce consumer spending in the food-away-from-home market , and may negatively impact our sales , gross profit , operating income and earnings . we have experienced higher operating costs this fiscal year . some of the increase has resulted from increased pay-related expenses . sales compensation includes commissions which are driven by gross profit dollars and case volumes , and delivery compensation includes activity-based pay which is driven by case volumes . since these drivers are variable in nature , increased gross profit dollars and case volumes have increased sales and delivery compensation . we believe pay-related expense could continue to increase if gross profit dollars and case volumes increase ; however , the impact of our productivity related initiatives could favorably impact the magnitude of this trend . fuel costs are expected to stabilize provided that fuel prices do not significantly change from their current levels . our business transformation project is a key part of our strategy to control costs and grow our market share over the long-term . this project includes an integrated software system that went into deployment in august 2012. we believe expenses related to the project will increase in fiscal 2013 as compared to fiscal 2012 due to amortization of the software asset and increased deployment costs . net company-sponsored pension costs for our retirement plan have experienced volatility over the past five years primarily due to changes in interest rates which are used to determine the discount rates for our pension obligations and our pension asset performance . for most of these periods , we have experienced significantly increased pension expense . at the end of fiscal 2012 , sysco decided to freez e future benefit accruals under the retirement plan as of december 31 , 20 12 for all u.s.-based salaried and non-union hourly employees . effective january 1 , 2013 , these employees will be eligible for additional contributions under an enhanced , defined contribution plan . p ension costs will decrease in fiscal 2013 primarily due to this plan freeze . our expenses related to our defined contribution plan will increase in fiscal 2013 and will more than offset our reduced pension costs ; however , over the long-term , we believe the changes to both plans will result in reduced volatility of retirement related expenses and a reduction in total retirement related expenses . strategy we are focused on optimizing our core broadline business in the u.s. and canada , while continuing to explore appropriate opportunities to profitably grow our market share and create shareholder value by expanding beyond our core business . day-to-day , our business decisions are driven by our mission to market and deliver great products to our customers with exceptional service , with the aspirational vision of becoming each of our customers ' most valued and trusted business partner . we have identified five strategies to help us achieve our mission and vision : · profoundly enrich the experience of doing business with sysco : our primary focus is to help our customers succeed . we believe that by building on our current competitive advantages , we will be able to further differentiate our offering to customers . our competitive advantages include our sales force of over 8,000 marketing associates ; our diversified product base , which includes quality-assured sysco brand products ; the suite of services we provide to our customers such as business reviews and menu analysis ; and our wide geographic presence in the united states and canada . in addition , we have a portfolio of businesses spanning broadline , specialty meat , chain restaurant distribution , specialty produce , hotel amenities , specialty import and export which serves our customers ' needs across a wide array of business segments . we believe this strategy of enriching the experience of doing business with sysco will increase customer retention and profitably accelerate sales growth with both existing and new customers . · continuously improve productivity in all areas of our business : our multi-year business transformation project is designed to improve productivity and reduce costs . story_separator_special_tag as a result , the cash surrender values of these policies fluctuated with changes in the market value of such securities . the changes in the financial markets resulted i n gains for these policies of $ 28.2 million in fiscal 2011 . near the end of fiscal 2011 , we reallocated all of our policies into low-risk , fixed-income securities to reduce earnings volatility and therefore our adjustments for fiscal 2012 were not significant . beginning with fiscal 2013 , there should be no significant year-over-year impact from coli adjustments as compared to fiscal 2013. net company-sponsored pension costs in fiscal 2012 wer e $ 27.3 million lower than i n fiscal 201 1 . the decrease in fiscal 2012 was due primarily to higher returns on assets of sysco 's retirement plan obtained in fiscal 2011. at the end of fiscal 2012 , sysco decided to freez e future benefit accruals under the retirement plan as of december 31 , 20 12 for all u.s.-based salaried and non-union hourly employees . effective january 1 , 2013 , these employees will be eligible for additional contributions under an enhanced , defined contribution plan . net company-sponsored pension costs in fiscal 201 3 have been determined as of the fiscal 201 2 year-end measurement date and will decrease b y approximately $ 26.5 million in fiscal 2013. our expenses related to our defined contribution plan will increase approximately $ 45 million to $ 55 million in fiscal 2013. the decline in pension cost will occur evenly over fiscal 2013 ; however , the increased defined contribution expenses will occur in the last half of fiscal 2013 when these enhancements go into effect . over the long-term , we believe the changes to both plans will result in reduced volatility of retirement related expenses and a reduction in total retirement related expenses . absent the retirement plan freeze discussed above , net company-sponsored pension costs in fiscal 2013 would have increased $ 106.9 million instead of decreasing $ 26.5 million . from time to time , we may voluntarily withdraw from multiemployer pension plans to minimize or limit our future exposure to these plans . in the last two fiscal years , we voluntary withdrew from several multiemployer plans and recorded provisions of $ 21.9 million in fiscal 2012 and $ 41.5 million in fiscal 2011 . we also measure our expense performance on a cost per case basis , which we seek to align with the gross profit that we are able to generate . for our broadline companies , our cost per case increased $ 0.04 per case as compared to fiscal 2011. these increases primarily related to increased payroll costs and fuel costs discussed above . fiscal 201 1 vs. fiscal 201 0 operating income decreased 2.2 % in fiscal 2011 over fiscal 2010 to $ 1.9 billion , and as a percentage of sales , declined to 4.9 % of sales . the decrease was driven by the absence of the 53 rd week in fiscal 2011 , gross profit dollars growing at a slower rate than sales and operating expenses increasing faster than gross profit partially due to charge of $ 41.5 million from withdrawal s from multiemployer pension plan s . gross profit dollars increased 2.9 % in fiscal 2011 as compared to fiscal 2010 , and operating expenses increased 4.8 % in fiscal 2011. adjusted operating income increased 2.5 % , or $ 50 .8 million , in fiscal 2011 over fiscal 2010 . 21 gross profit dollars increased in fiscal 2011 as compared to fiscal 2010 primarily due to increased sales , partially offset by the negative comparison of the additional week included in fiscal 2010. gross margin was 18.80 % in fiscal 2011 , a decline of 50 basis points from the gross margin of 19.30 % in fiscal 2010. this decline in gross margin was primarily the result of the following factors described in the paragraphs below . first , sysco 's product cost inflation was estimated as inflation of 4.6 % during fiscal 2011. based on our product sales mix for fiscal 2011 , we were most impacted by higher levels of inflation in the dairy , meat and seafood product categories in the range of 10 % to 12 % . our largest selling product category , canned and dry , experienced inflation of 4 % . second , ongoing strategic pricing initiatives in fiscal 2011 lowered our prices to our customers in certain product categories in order to increase sales volumes . these initiatives are being phased in over time and resulted in short-term gross profit declines as a percentage of sales , but we believe will result in long-term gross profit dollar growth due to higher sales volumes and increased market share . we have experienced meaningful year over year volume growth with those items included in the early phases of these programs in the geographies where this program has been implemented . we believe the long-term benefits of these strategic initiatives will result in profitable market share growth . third , gross profit dollars for fiscal 2011 increased as a result of higher fuel surcharges . fuel surcharges were approximately $ 26.0 million higher in fiscal 2011 than in the comparable prior year period due to higher fuel prices incurred during fiscal 2011 and the application of fuel surcharges to a broader customer base for a small portion of the third quarter and the entire fourth quarter . operating expenses for fiscal 2011 increased 4.8 % primarily due to higher pay-related expense , an increase in net company-sponsored pension costs , provisions for withdrawal from multiemployer pension plans and higher fuel costs as compared to the prior year period . the impact of these operating expense increases was partially offset by a decrease in operating expenses of approximately $ 101.4 million resulting from the absence of the 53rd week in fiscal 201 0 . adjusted operating

