our products and services are sold either directly or through designated channels to more than 10,000 companies , including some of the world 's leading engineering , procurement and construction ( `` epc `` ) firms , original equipment manufacturers , distributors and end users . we continue to build on our geographic breadth through our qrc network with the goal to be positioned as near to customers as possible for service and support in order to capture valuable aftermarket business . along with ensuring that we have the local capability to sell , install and service our equipment in remote regions , it is equally imperative to continuously 28 improve our global operations . we continue to expand our global supply chain capability to meet global customer demands and ensure the quality and timely delivery of our products . we continue to devote resources to improving the supply chain processes across our business segments to find areas of synergy and cost reduction and to improve our supply chain management capability to ensure it can meet global customer demands . we also remain focused on improving on-time delivery and quality , while managing warranty costs as a percentage of sales across our global operations , through the assistance of a focused continuous improvement process ( `` cip `` ) initiative . the goal of the cip initiative , which includes lean manufacturing , six sigma business management strategy and value engineering , is to maximize service fulfillment to customers through on-time delivery , reduced cycle time and quality at the highest internal productivity . in 2015 , we were challenged by broad-based capital spending declines , originating in the oil and gas industry , heightened pricing pressures and negative currency impacts caused by a stronger u.s. dollar . this was further compounded by economic and geo-political conditions in latin america , the middle east and china . in addition , we experienced lower than expected activity levels in our aftermarket business due to deferred spending of our customers ' repair and maintenance budgets . we expect that the current environment will persist into 2016 . to better align costs and improve long-term efficiency , we initiated realignment programs , inclusive of those associated with the sihi acquisition , to accelerate both short- and long-term strategic plans , including targeted manufacturing optimization through the consolidation of facilities , sg & a efficiency initiatives and transfer of activities from high-cost regions to lower-cost facilities . we currently estimate an approximate 18 % reduction in our global workforce from these realignment programs . with an expected total investment of approximately $ 400 million , including projects still under final evaluation , we expect the results of these realignment programs will deliver annualized run-rate savings of approximately $ 230 million with a portion realized in 2015 and an increasingly larger amount realized in 2016 and 2017. in addition , we are continuing to focus on our ongoing low-cost sourcing , including greater use of third-party suppliers and increasing our lower-cost , emerging market capabilities . for further discussion of our realignment programs see note 18 to our consolidated financial statements included in item 8 of this annual report . our markets the following discussion should be read in conjunction with the `` outlook for 2016 `` section included below in this md & a . our products and services are used in several distinct industries : oil and gas , chemical , power generation , water management , and a number of other industries that are collectively referred to as `` general industries . `` demand for most of our products depends on the level of new capital investment and planned and unplanned maintenance expenditures by our customers . the level of new capital investment depends , in turn , on capital infrastructure projects driven by the need for oil and gas , chemicals , power generation and water management , as well as general economic conditions . these drivers are generally related to the phase of the business cycle in their respective industries and the expectations of future market behavior . the levels of maintenance expenditures are additionally driven by the reliability of equipment , planned and unplanned downtime for maintenance and the required capacity utilization of the process . sales to epc firms and original equipment manufacturers are typically for large project orders and critical applications , as are certain sales to distributors . project orders are typically procured for customers either directly from us or indirectly through contractors for new construction projects or facility enhancement projects . the quick turnaround business , which we also refer to as `` short-cycle , `` is defined as orders that are received from the customer ( booked ) and shipped generally within six months of receipt . these orders are typically for more standardized , general purpose products , parts or services . each of our three business segments generate certain levels of this type of business . in the sale of aftermarket products and services , we benefit from a large installed base of our original equipment , which requires periodic maintenance , repair and replacement parts . we use our manufacturing platform and global network of qrcs to offer a broad array of aftermarket equipment services , such as installation , advanced diagnostics , repair and retrofitting . in geographic regions where we are positioned to provide quick response , we believe customers have traditionally relied on us , rather than our competitors , for aftermarket products due to our highly engineered and customized products . however , the aftermarket for standard products is competitive , as the existence of common standards allows for easier replacement of the installed products . as proximity of service centers , timeliness of delivery and quality are important considerations for all aftermarket products and services , we continue to selectively expand our global qrc capabilities to improve our ability to capture this important aftermarket business . story_separator_special_tag the decrease was primarily attributable to the 2014 gains noted below and decreased selling-related expenses . sg & a as a percentage of sales in 2014 decreased 30 basis points as compared with the same period in 2013 due primarily to a $ 13.4 million gain from the sale of the naval business in the first quarter of 2014 and a gain from certain legal matters in the fourth quarter of 2014 . 33 net earnings from affiliates replace_table_token_14_th net earnings from affiliates represents our net income from investments in eight joint ventures ( one located in each of chile , japan , saudi arabia , south korea , the united arab emirates , and india and two in china ) that are accounted for using the equity method of accounting . net earnings from affiliates in 2015 decrease d by $ 2.2 million primarily as a result of decreased earnings of our epd joint venture in south korea . net earnings from affiliates in 2014 decreased by $ 26.9 million as compared with 2013 primarily as a result of the ail transactions , which resulted in total pre-tax gains of $ 28.3 million recorded in net earnings from affiliates in 2013. operating income replace_table_token_15_th operating income in 2015 decrease d by $ 264.2 million , or 33.5 % , as compared with 2014 . the decrease was primarily a result of the $ 227.3 million decrease in gross profit and the $ 34.7 million increase in sg & a discussed above . the decrease included negative currency effects of approximately $ 46 million and $ 108.1 million of realignment expense . operating income in 2014 increased by $ 29.5 million , or 3.9 % , as compared with 2013. the increase included negative currency effects of approximately $ 23 million . the increase was primarily a result of the $ 26.5 million increase in gross profit and the $ 29.9 million decrease in sg & a discussed above , partially offset by the $ 28.3 million in pre-tax gains in 2013 from the ail transactions that did not recur in 2014. interest expense and interest income replace_table_token_16_th interest expense in 2015 increase d by $ 5.0 million as compared with 2014 . the increase was primarily attributable to interest expense associated with increased borrowings in 2015 related to our public offering of 500.0 million of euro senior notes in aggregate principal amount due march 17 , 2022 ( the `` 2022 eur senior notes `` ) issued on march 17 , 2015. interest expense in 2014 increased by $ 5.9 million as compared with 2013. the increase was attributable to interest expense associated with the senior notes issued in the fourth quarter of 2013. see note 10 to our consolidated financial statements included in item 8 of this annual report for definition and discussion of our various credit resources . interest income in 2015 increase d by $ 0.4 million as compared with 2014 . the increase was primarily attributable to higher average cash balances in 2015 as compared with 2014 . interest income in 2014 increase d by $ 0.3 million compared to 2013. the increase was primarily attributable to higher average cash balances in 2014 as compared with 2013. other ( expense ) income , net replace_table_token_17_th other expense , net increased $ 42.2 million from income of $ 2.0 million in 2014 to a loss of $ 40.2 million in 2015 . the increase was primarily due to a $ 57.0 million increase in losses arising from transactions in currencies other than our sites ' functional currencies , including the impact of the $ 18.5 million loss as a result of the first quarter of 2015 remeasurement of our bolivar-denominated venezuelan net monetary assets , partially offset by a $ 15.4 million increase in gains from foreign 34 exchange contracts . the changes are primarily due to the foreign currency exchange rate movements of the brazilian real , mexican peso and euro in relation to the u.s. dollar as compared with the same period in 2014. other income , net increased $ 16.3 million from a loss of $ 14.3 million in 2013 to a gain of $ 2.0 million in 2014. the increase was primarily due to a $ 12.8 million increase in gains from foreign exchange contracts and a $ 2.7 million decrease in losses arising from transactions in currencies other than our sites ' functional currencies . the change is primarily due to the foreign currency exchange rate movements of the mexican peso , japanese yen and euro in relation to the u.s. dollar . tax expense and tax rate replace_table_token_18_th the 2015 tax rate differed from the federal statutory rate of 35 % primarily due to tax impacts of the realignment programs , the non-deductible venezuelan exchange rate remeasurement loss and the establishment of a valuation allowance against our deferred tax assets in brazil in the amount of $ 12.6 million ( due to deteriorating economic conditions in brazil ) , substantially offset by the net impact of foreign operations , which included the impacts of lower foreign tax rates and changes in our reserves established for uncertain tax positions . our effective tax rate of 35.3 % for the year ended december 31 , 2015 increased from 28.4 % in 2014 due primarily to the unfavorable tax impacts described above . the 2014 and 2013 effective tax rates differed from the federal statutory rate of 35 % primarily due to the net impact of foreign operations , which included the impacts of lower foreign tax rates and changes in our reserves established for uncertain tax positions . on may 17 , 2006 , the tax increase prevention and reconciliation act of 2005 was signed into law , creating an exclusion from u.s. taxable income for certain types of foreign related party payments of dividends , interest , rents and royalties that , prior to 2006 , had been subject to u.s.

cash flow analysis replace_table_token_24_th existing cash , cash generated by operations and borrowings available under our existing revolving credit facility are our primary sources of short-term liquidity . we monitor the depository institutions that hold our cash and cash equivalents on a regular basis , and we believe that we have placed our deposits with creditworthy financial institutions . our sources of operating cash generally include the sale of our products and services and the conversion of our working capital , particularly accounts receivable and inventories . our total cash balance at december 31 , 2015 was $ 366.4 million , compared with $ 450.4 million at december 31 , 2014 and $ 363.8 million at december 31 , 2013 . our cash provided by operating activities was $ 417.1 million , $ 571.0 million and $ 487.8 million in 2015 , 2014 and 2013 , respectively , which provided cash to support short-term working capital needs . working capital increased in 2015 due primarily to lower accounts payable of $ 113.6 million and higher inventory of $ 26.2 million , partially offset by lower accounts receivable of $ 50.4 million . during 2015 , we contributed $ 43.8 million to our defined benefit pension plans . working capital increased in 2014 due primarily to higher accounts receivable of $ 79.7 million , higher inventory of $ 35.5 million and lower accrued liabilities of $ 22.7 million , partially offset by higher accounts payable of $ 50.8 million . during 2014 , we contributed $ 43.5 million to our defined benefit pension plans . decreases in accounts receivable provided $ 50.4 million of cash flow in 2015 , as compared with uses of $ 79.7 million in 2014 and $ 53.8 million in 2013 . the decrease in accounts receivable in 2015 was partially attributable to lower sales during the period . we have experienced delays in collecting payment on our accounts receivable from the national oil company in venezuela , our primary venezuelan customer . these accounts receivable are primarily u.s. dollar-denominated and are not disputed , and we have not historically had write-offs relating to this customer .


 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.
     ```cash flow analysis replace_table_token_24_th existing cash , cash generated by operations and borrowings available under our existing revolving credit facility are our primary sources of short-term liquidity . we monitor the depository institutions that hold our cash and cash equivalents on a regular basis , and we believe that we have placed our deposits with creditworthy financial institutions . our sources of operating cash generally include the sale of our products and services and the conversion of our working capital , particularly accounts receivable and inventories . our total cash balance at december 31 , 2015 was $ 366.4 million , compared with $ 450.4 million at december 31 , 2014 and $ 363.8 million at december 31 , 2013 . our cash provided by operating activities was $ 417.1 million , $ 571.0 million and $ 487.8 million in 2015 , 2014 and 2013 , respectively , which provided cash to support short-term working capital needs . working capital increased in 2015 due primarily to lower accounts payable of $ 113.6 million and higher inventory of $ 26.2 million , partially offset by lower accounts receivable of $ 50.4 million . during 2015 , we contributed $ 43.8 million to our defined benefit pension plans . working capital increased in 2014 due primarily to higher accounts receivable of $ 79.7 million , higher inventory of $ 35.5 million and lower accrued liabilities of $ 22.7 million , partially offset by higher accounts payable of $ 50.8 million . during 2014 , we contributed $ 43.5 million to our defined benefit pension plans . decreases in accounts receivable provided $ 50.4 million of cash flow in 2015 , as compared with uses of $ 79.7 million in 2014 and $ 53.8 million in 2013 . the decrease in accounts receivable in 2015 was partially attributable to lower sales during the period . we have experienced delays in collecting payment on our accounts receivable from the national oil company in venezuela , our primary venezuelan customer . these accounts receivable are primarily u.s. dollar-denominated and are not disputed , and we have not historically had write-offs relating to this customer .
```    
 Suspicious Activity Report : our products and services are sold either directly or through designated channels to more than 10,000 companies , including some of the world 's leading engineering , procurement and construction ( `` epc `` ) firms , original equipment manufacturers , distributors and end users . we continue to build on our geographic breadth through our qrc network with the goal to be positioned as near to customers as possible for service and support in order to capture valuable aftermarket business . along with ensuring that we have the local capability to sell , install and service our equipment in remote regions , it is equally imperative to continuously 28 improve our global operations . we continue to expand our global supply chain capability to meet global customer demands and ensure the quality and timely delivery of our products . we continue to devote resources to improving the supply chain processes across our business segments to find areas of synergy and cost reduction and to improve our supply chain management capability to ensure it can meet global customer demands . we also remain focused on improving on-time delivery and quality , while managing warranty costs as a percentage of sales across our global operations , through the assistance of a focused continuous improvement process ( `` cip `` ) initiative . the goal of the cip initiative , which includes lean manufacturing , six sigma business management strategy and value engineering , is to maximize service fulfillment to customers through on-time delivery , reduced cycle time and quality at the highest internal productivity . in 2015 , we were challenged by broad-based capital spending declines , originating in the oil and gas industry , heightened pricing pressures and negative currency impacts caused by a stronger u.s. dollar . this was further compounded by economic and geo-political conditions in latin america , the middle east and china . in addition , we experienced lower than expected activity levels in our aftermarket business due to deferred spending of our customers ' repair and maintenance budgets . we expect that the current environment will persist into 2016 . to better align costs and improve long-term efficiency , we initiated realignment programs , inclusive of those associated with the sihi acquisition , to accelerate both short- and long-term strategic plans , including targeted manufacturing optimization through the consolidation of facilities , sg & a efficiency initiatives and transfer of activities from high-cost regions to lower-cost facilities . we currently estimate an approximate 18 % reduction in our global workforce from these realignment programs . with an expected total investment of approximately $ 400 million , including projects still under final evaluation , we expect the results of these realignment programs will deliver annualized run-rate savings of approximately $ 230 million with a portion realized in 2015 and an increasingly larger amount realized in 2016 and 2017. in addition , we are continuing to focus on our ongoing low-cost sourcing , including greater use of third-party suppliers and increasing our lower-cost , emerging market capabilities . for further discussion of our realignment programs see note 18 to our consolidated financial statements included in item 8 of this annual report . our markets the following discussion should be read in conjunction with the `` outlook for 2016 `` section included below in this md & a . our products and services are used in several distinct industries : oil and gas , chemical , power generation , water management , and a number of other industries that are collectively referred to as `` general industries . `` demand for most of our products depends on the level of new capital investment and planned and unplanned maintenance expenditures by our customers . the level of new capital investment depends , in turn , on capital infrastructure projects driven by the need for oil and gas , chemicals , power generation and water management , as well as general economic conditions . these drivers are generally related to the phase of the business cycle in their respective industries and the expectations of future market behavior . the levels of maintenance expenditures are additionally driven by the reliability of equipment , planned and unplanned downtime for maintenance and the required capacity utilization of the process . sales to epc firms and original equipment manufacturers are typically for large project orders and critical applications , as are certain sales to distributors . project orders are typically procured for customers either directly from us or indirectly through contractors for new construction projects or facility enhancement projects . the quick turnaround business , which we also refer to as `` short-cycle , `` is defined as orders that are received from the customer ( booked ) and shipped generally within six months of receipt . these orders are typically for more standardized , general purpose products , parts or services . each of our three business segments generate certain levels of this type of business . in the sale of aftermarket products and services , we benefit from a large installed base of our original equipment , which requires periodic maintenance , repair and replacement parts . we use our manufacturing platform and global network of qrcs to offer a broad array of aftermarket equipment services , such as installation , advanced diagnostics , repair and retrofitting . in geographic regions where we are positioned to provide quick response , we believe customers have traditionally relied on us , rather than our competitors , for aftermarket products due to our highly engineered and customized products . however , the aftermarket for standard products is competitive , as the existence of common standards allows for easier replacement of the installed products . as proximity of service centers , timeliness of delivery and quality are important considerations for all aftermarket products and services , we continue to selectively expand our global qrc capabilities to improve our ability to capture this important aftermarket business . story_separator_special_tag the decrease was primarily attributable to the 2014 gains noted below and decreased selling-related expenses . sg & a as a percentage of sales in 2014 decreased 30 basis points as compared with the same period in 2013 due primarily to a $ 13.4 million gain from the sale of the naval business in the first quarter of 2014 and a gain from certain legal matters in the fourth quarter of 2014 . 33 net earnings from affiliates replace_table_token_14_th net earnings from affiliates represents our net income from investments in eight joint ventures ( one located in each of chile , japan , saudi arabia , south korea , the united arab emirates , and india and two in china ) that are accounted for using the equity method of accounting . net earnings from affiliates in 2015 decrease d by $ 2.2 million primarily as a result of decreased earnings of our epd joint venture in south korea . net earnings from affiliates in 2014 decreased by $ 26.9 million as compared with 2013 primarily as a result of the ail transactions , which resulted in total pre-tax gains of $ 28.3 million recorded in net earnings from affiliates in 2013. operating income replace_table_token_15_th operating income in 2015 decrease d by $ 264.2 million , or 33.5 % , as compared with 2014 . the decrease was primarily a result of the $ 227.3 million decrease in gross profit and the $ 34.7 million increase in sg & a discussed above . the decrease included negative currency effects of approximately $ 46 million and $ 108.1 million of realignment expense . operating income in 2014 increased by $ 29.5 million , or 3.9 % , as compared with 2013. the increase included negative currency effects of approximately $ 23 million . the increase was primarily a result of the $ 26.5 million increase in gross profit and the $ 29.9 million decrease in sg & a discussed above , partially offset by the $ 28.3 million in pre-tax gains in 2013 from the ail transactions that did not recur in 2014. interest expense and interest income replace_table_token_16_th interest expense in 2015 increase d by $ 5.0 million as compared with 2014 . the increase was primarily attributable to interest expense associated with increased borrowings in 2015 related to our public offering of 500.0 million of euro senior notes in aggregate principal amount due march 17 , 2022 ( the `` 2022 eur senior notes `` ) issued on march 17 , 2015. interest expense in 2014 increased by $ 5.9 million as compared with 2013. the increase was attributable to interest expense associated with the senior notes issued in the fourth quarter of 2013. see note 10 to our consolidated financial statements included in item 8 of this annual report for definition and discussion of our various credit resources . interest income in 2015 increase d by $ 0.4 million as compared with 2014 . the increase was primarily attributable to higher average cash balances in 2015 as compared with 2014 . interest income in 2014 increase d by $ 0.3 million compared to 2013. the increase was primarily attributable to higher average cash balances in 2014 as compared with 2013. other ( expense ) income , net replace_table_token_17_th other expense , net increased $ 42.2 million from income of $ 2.0 million in 2014 to a loss of $ 40.2 million in 2015 . the increase was primarily due to a $ 57.0 million increase in losses arising from transactions in currencies other than our sites ' functional currencies , including the impact of the $ 18.5 million loss as a result of the first quarter of 2015 remeasurement of our bolivar-denominated venezuelan net monetary assets , partially offset by a $ 15.4 million increase in gains from foreign 34 exchange contracts . the changes are primarily due to the foreign currency exchange rate movements of the brazilian real , mexican peso and euro in relation to the u.s. dollar as compared with the same period in 2014. other income , net increased $ 16.3 million from a loss of $ 14.3 million in 2013 to a gain of $ 2.0 million in 2014. the increase was primarily due to a $ 12.8 million increase in gains from foreign exchange contracts and a $ 2.7 million decrease in losses arising from transactions in currencies other than our sites ' functional currencies . the change is primarily due to the foreign currency exchange rate movements of the mexican peso , japanese yen and euro in relation to the u.s. dollar . tax expense and tax rate replace_table_token_18_th the 2015 tax rate differed from the federal statutory rate of 35 % primarily due to tax impacts of the realignment programs , the non-deductible venezuelan exchange rate remeasurement loss and the establishment of a valuation allowance against our deferred tax assets in brazil in the amount of $ 12.6 million ( due to deteriorating economic conditions in brazil ) , substantially offset by the net impact of foreign operations , which included the impacts of lower foreign tax rates and changes in our reserves established for uncertain tax positions . our effective tax rate of 35.3 % for the year ended december 31 , 2015 increased from 28.4 % in 2014 due primarily to the unfavorable tax impacts described above . the 2014 and 2013 effective tax rates differed from the federal statutory rate of 35 % primarily due to the net impact of foreign operations , which included the impacts of lower foreign tax rates and changes in our reserves established for uncertain tax positions . on may 17 , 2006 , the tax increase prevention and reconciliation act of 2005 was signed into law , creating an exclusion from u.s. taxable income for certain types of foreign related party payments of dividends , interest , rents and royalties that , prior to 2006 , had been subject to u.s.

