our deep water port facilities on both the east and west coasts of the u.s. ( in everett , massachusetts ; providence , rhode island ; oakland , california ; portland , oregon ; and tacoma , washington ) and access to public deep water port facilities ( in kapolei , hawaii ; and salinas , puerto rico ) allow us to efficiently meet the global demand for recycled ferrous metal by shipping bulk cargoes to steel manufacturers located in europe , africa , the middle east , asia , and north , central and south america . our exports of nonferrous recycled metal are shipped in containers through various public docks to specialty steelmakers , foundries , aluminum sheet and ingot manufacturers , copper refineries and smelters , brass and bronze ingot manufacturers and wire and cable producers globally . we also transport both ferrous and nonferrous metals by truck , rail and barge in order to transfer scrap metal between our facilities for further processing , to load shipments at our export facilities and to meet regional domestic demand . 27 / schnitzer steel industries , inc. form 10-k 2016 schnitzer steel industries , inc. prior to the fourth quarter of fiscal 2015 , our internal organizational and reporting structure supported three operating and reportable segments : the metals recycling business ( `` mrb `` ) , the auto parts business ( `` apb `` ) and smb . in the fourth quarter of fiscal 2015 , we combined and integrated our auto parts and metals recycling businesses into a single operating platform . this change in organizational structure further optimized the efficiencies in our operating platform , enabling additional synergies to be captured throughout our supply chain and global sales channels and more effectively leveraging our shared services platform . the change in our internal organizational and reporting structure resulted in the formation of a new operating and reportable segment , amr , replacing the former mrb and apb operating segments . we began reporting on this new segment in the fourth quarter of fiscal 2015 as reflected in our annual report on form 10-k for the year ended august 31 , 2015. the segment data for the comparable periods presented prior to the segment change has been recast to conform to the current presentation for all activities of amr . recasting this historical information did not have an impact on the consolidated financial performance of ssi for any of the periods presented . strategic priorities as we continue to closely monitor economic conditions , we remain focused on the following core strategies to meet our business objectives : use of our seven deep water ports and ground-based logistics network to directly access customers domestically and internationally to meet demand for our products wherever it is greatest ; further optimization of our integrated operating platform to maximize opportunities for synergies , cost efficiencies and volumes ; continuous improvement initiatives to increase production efficiency , improve productivity , enhance effectiveness in our commercial activities and reduce operating expense ; technology and process improvement investments to increase the separation and recovery of recycled materials from our shredding process and to generate more value-added products ; and increase market share through initiatives to maximize volumes and through selective partnerships , alliances and acquisitions . our auto parts stores are key suppliers to our metal recycling facilities , and we opportunistically look to enhance the geographic proximity of operations among those facilities . amr has an integrated presence in the northwestern u.s. , in northern california and in the northeastern u.s. , near amr 's export facilities in tacoma , washington , portland , oregon , oakland , california and everett , massachusetts , which benefit from the synergies of this enhanced access to supply . in fiscal 2015 , we initiated and implemented restructuring initiatives consisting of idling underutilized metals recycling assets , including a shredder in johnston , rhode island and another shredder in surrey , british columbia , and closing seven auto parts stores at amr to more closely align our business to market conditions . additional cost saving and productivity improvement initiatives , including additional reductions in personnel , savings from procurement activities , streamlining of administrative and supporting services functions , and adjustments to our operating capacity through additional facility closures , were identified and initiated in fiscal 2016. facility closures in fiscal 2016 included a shredding facility in concord , new hampshire . six of the auto parts stores closed in fiscal 2015 qualified for discontinued operations reporting beginning in fiscal 2015. see note 8 - discontinued operations and note 10 - restructuring charges and other exit-related activities in the notes to the consolidated financial statements in part ii , item 8 of this report . key economic factors and trends affecting the industries in which we operate we sell recycled metals to the global steel industry for the production of finished steel . our financial results largely depend on supply of raw materials in the u.s. and western canada and demand for recycled metal in foreign and domestic markets and for finished steel products in the western u.s. and western canada . global economic conditions , changes in supply and demand conditions and the strength of the u.s. dollar affect market prices for and sales volumes of recycled ferrous and nonferrous metal in global markets and steel products in the western u.s. and western canada and can have a significant impact on the results of operations for our reportable segments . weak global demand fueled by the overproduction of low-priced billets using blast furnace technology and iron ore as the primary raw material , the limited availability of scrap metal raw materials , and the strong u.s. dollar contribute to lower sales volumes for recycled metals . story_separator_special_tag impairment charges and accelerated depreciation , excluding goodwill impairment charges , were as follows ( in thousands ) : replace_table_token_10_th ( 1 ) other asset impairment charges were incurred in the amr reportable segment , except for $ 79 thousand , $ 745 thousand and $ 532 thousand of impairment charges on other assets related to corporate recorded in fiscal 2016 , 2015 and 2014 , respectively , and $ 2,224 thousand of impairment charges on supplies inventory related to smb recorded in fiscal 2016. consolidated operating results in fiscal 2016 also included restructuring charges and other exit-related activities of $ 7 million , compared to charges of $ 13 million in fiscal 2015 . additional restructuring charges and other exit-related activities of $ 1 million were included in the results of discontinued operations in fiscal 2016 , compared to charges of $ 4 million for fiscal 2015. restructuring charges consisted of severance , contract termination and other restructuring costs . other exit-related activities of $ 2 million in fiscal 2016 consisted of asset impairments and accelerated depreciation of assets in connection with the closure of certain operations , net of gains on exit-related disposals , compared to other exit-related activities of $ 7 million for fiscal 2015. these charges relate to restructuring initiatives under three separate plans : the plans announced in the first quarter of fiscal 2014 ( the “ q1'14 plan `` ) , the “ q1'15 plan ” and the `` q2'15 plan . `` in the first quarter of fiscal 2014 , we initiated the q1'14 plan and began implementing restructuring and productivity initiatives to reduce our annual operating expenses by approximately $ 30 million , which was subsequently increased to $ 40 million later in the fiscal year . we achieved approximately $ 29 million of benefits in fiscal 2014 , with the full annual benefit achieved in fiscal 2015. the majority of the reduction in operating expenses occurred at amr and resulted from a combination of headcount reductions , implementation of operational efficiencies , reduced lease costs and other productivity improvements . since the beginning of fiscal 2015 , we have initiated and implemented a number of additional cost reduction and productivity improvement measures with a combined targeted annual improvement of $ 95 million . these initiatives included those announced as part of the q1'15 plan followed by further cost-saving and exit-related measures as part of the q2'15 plan targeting a combined benefit to annual operating performance of approximately $ 60 million , subsequently increased by $ 5 million in the first quarter of fiscal 2016. in the second quarter of fiscal 2016 , we expanded the q2'15 plan initiatives by an additional $ 30 million . 33 / schnitzer steel industries , inc. form 10-k 2016 schnitzer steel industries , inc. the cost reduction and productivity improvements associated with the q1'15 plan are driven by a combination of revenue drivers and production and sg & a cost reduction initiatives with a targeted aggregate annual improvement of $ 14 million , which was achieved in fiscal 2016. the improvements to performance associated with the q2'15 plan include two components . the first component reflects strategic actions initiated in the second quarter of fiscal 2015 consisting of idling shredding equipment and closing seven auto parts stores at amr to align our business to market conditions , targeting an improvement in annual operating performance of approximately $ 18 million , of which approximately one-third is from reduced depreciation expense . as part of the second component of the q2'15 plan , in april 2015 , we initiated measures , and also announced the integration of the mrb and apb businesses into the combined amr platform , in order to achieve operational synergies and further reduce our annual operating expenses , primarily sg & a expense , by approximately $ 28 million through personnel reductions , reducing organizational layers , consolidating shared service functions and reducing other administrative costs . we expanded the q2'15 plan and target by initiating measures in fiscal 2016 with an additional $ 35 million in expected benefits primarily through additional reductions in personnel , savings from procurement activities , streamlining of administrative and supporting services functions , and adjustments to our operating capacity through additional facility closures , with approximately two-thirds of the target coming from a reduction in sg & a expense and the rest from a reduction in production costs , primarily at amr . collectively , the initiatives commenced in the second quarter of fiscal 2015 and expanded in subsequent quarters including the initiatives commenced in fiscal 2016 are referred to as the q2'15 plan . in fiscal 2016 , we achieved approximat ely $ 78 million of combined benefits related to the q1'15 and q2'15 plans , compared to $ 28 million in fiscal 2015. we expect to achieve substantially all of the combined annual improvement target of $ 95 million associated with the q1'15 and q2'15 plans in fiscal 2017. restructuring charges and other exit-related activities incurred in connection with cost reduction and productivity improvement plans for the last three fiscal years ended august 31 were comprised of the following ( in thousands ) : replace_table_token_11_th we do not include restructuring charges and other exit-related activities in the measurement of the performance of our reportable segments . the significant majority of restructuring charges require us to make cash payments . see note 10 - restructuring charges and other exit-related activities in the notes to the consolidated financial statements in part ii , item 8 of this report . 34 / schnitzer steel industries , inc. form 10-k 2016 schnitzer steel industries , inc. fiscal 2015 compared with fiscal 2014 consolidated operating loss was $ 196 million in fiscal 2015 , compared to consolidated operating income of $ 24 million in the prior year . adjusted consolidated operating income in fiscal 2015 was $ 11 million , which excludes a goodwill impairment charge of $ 141 million

sources and uses of cash we had cash balances of $ 27 million and $ 23 million as of august 31 , 2016 and 2015 , respectively . cash balances are intended to be used primarily for working capital , capital expenditures , acquisitions , dividends and share repurchases . we also use excess cash on hand to reduce amounts outstanding under our credit facilities . as of august 31 , 2016 , debt was $ 193 million , compared to $ 228 million as of august 31 , 2015 , and debt , net of cash , was $ 166 million compared to $ 205 million ( refer to non-gaap financial measures below ) , a decrease of $ 40 million primarily as a result of the positive cash flows generated by operating activities . our cash balances as of august 31 , 2016 and 2015 include $ 7 million and $ 5 million , respectively , which are indefinitely reinvested in puerto rico and canada . operating activities net cash provided by operating activities in fiscal 2016 was $ 99 million , compared to $ 145 million in fiscal 2015 and $ 141 million in fiscal 2014 . net cash provided by operating activities in fiscal 2016 primarily benefited from improved operating performance compared to the prior year .


 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.
     ```sources and uses of cash we had cash balances of $ 27 million and $ 23 million as of august 31 , 2016 and 2015 , respectively . cash balances are intended to be used primarily for working capital , capital expenditures , acquisitions , dividends and share repurchases . we also use excess cash on hand to reduce amounts outstanding under our credit facilities . as of august 31 , 2016 , debt was $ 193 million , compared to $ 228 million as of august 31 , 2015 , and debt , net of cash , was $ 166 million compared to $ 205 million ( refer to non-gaap financial measures below ) , a decrease of $ 40 million primarily as a result of the positive cash flows generated by operating activities . our cash balances as of august 31 , 2016 and 2015 include $ 7 million and $ 5 million , respectively , which are indefinitely reinvested in puerto rico and canada . operating activities net cash provided by operating activities in fiscal 2016 was $ 99 million , compared to $ 145 million in fiscal 2015 and $ 141 million in fiscal 2014 . net cash provided by operating activities in fiscal 2016 primarily benefited from improved operating performance compared to the prior year .
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 Suspicious Activity Report : our deep water port facilities on both the east and west coasts of the u.s. ( in everett , massachusetts ; providence , rhode island ; oakland , california ; portland , oregon ; and tacoma , washington ) and access to public deep water port facilities ( in kapolei , hawaii ; and salinas , puerto rico ) allow us to efficiently meet the global demand for recycled ferrous metal by shipping bulk cargoes to steel manufacturers located in europe , africa , the middle east , asia , and north , central and south america . our exports of nonferrous recycled metal are shipped in containers through various public docks to specialty steelmakers , foundries , aluminum sheet and ingot manufacturers , copper refineries and smelters , brass and bronze ingot manufacturers and wire and cable producers globally . we also transport both ferrous and nonferrous metals by truck , rail and barge in order to transfer scrap metal between our facilities for further processing , to load shipments at our export facilities and to meet regional domestic demand . 27 / schnitzer steel industries , inc. form 10-k 2016 schnitzer steel industries , inc. prior to the fourth quarter of fiscal 2015 , our internal organizational and reporting structure supported three operating and reportable segments : the metals recycling business ( `` mrb `` ) , the auto parts business ( `` apb `` ) and smb . in the fourth quarter of fiscal 2015 , we combined and integrated our auto parts and metals recycling businesses into a single operating platform . this change in organizational structure further optimized the efficiencies in our operating platform , enabling additional synergies to be captured throughout our supply chain and global sales channels and more effectively leveraging our shared services platform . the change in our internal organizational and reporting structure resulted in the formation of a new operating and reportable segment , amr , replacing the former mrb and apb operating segments . we began reporting on this new segment in the fourth quarter of fiscal 2015 as reflected in our annual report on form 10-k for the year ended august 31 , 2015. the segment data for the comparable periods presented prior to the segment change has been recast to conform to the current presentation for all activities of amr . recasting this historical information did not have an impact on the consolidated financial performance of ssi for any of the periods presented . strategic priorities as we continue to closely monitor economic conditions , we remain focused on the following core strategies to meet our business objectives : use of our seven deep water ports and ground-based logistics network to directly access customers domestically and internationally to meet demand for our products wherever it is greatest ; further optimization of our integrated operating platform to maximize opportunities for synergies , cost efficiencies and volumes ; continuous improvement initiatives to increase production efficiency , improve productivity , enhance effectiveness in our commercial activities and reduce operating expense ; technology and process improvement investments to increase the separation and recovery of recycled materials from our shredding process and to generate more value-added products ; and increase market share through initiatives to maximize volumes and through selective partnerships , alliances and acquisitions . our auto parts stores are key suppliers to our metal recycling facilities , and we opportunistically look to enhance the geographic proximity of operations among those facilities . amr has an integrated presence in the northwestern u.s. , in northern california and in the northeastern u.s. , near amr 's export facilities in tacoma , washington , portland , oregon , oakland , california and everett , massachusetts , which benefit from the synergies of this enhanced access to supply . in fiscal 2015 , we initiated and implemented restructuring initiatives consisting of idling underutilized metals recycling assets , including a shredder in johnston , rhode island and another shredder in surrey , british columbia , and closing seven auto parts stores at amr to more closely align our business to market conditions . additional cost saving and productivity improvement initiatives , including additional reductions in personnel , savings from procurement activities , streamlining of administrative and supporting services functions , and adjustments to our operating capacity through additional facility closures , were identified and initiated in fiscal 2016. facility closures in fiscal 2016 included a shredding facility in concord , new hampshire . six of the auto parts stores closed in fiscal 2015 qualified for discontinued operations reporting beginning in fiscal 2015. see note 8 - discontinued operations and note 10 - restructuring charges and other exit-related activities in the notes to the consolidated financial statements in part ii , item 8 of this report . key economic factors and trends affecting the industries in which we operate we sell recycled metals to the global steel industry for the production of finished steel . our financial results largely depend on supply of raw materials in the u.s. and western canada and demand for recycled metal in foreign and domestic markets and for finished steel products in the western u.s. and western canada . global economic conditions , changes in supply and demand conditions and the strength of the u.s. dollar affect market prices for and sales volumes of recycled ferrous and nonferrous metal in global markets and steel products in the western u.s. and western canada and can have a significant impact on the results of operations for our reportable segments . weak global demand fueled by the overproduction of low-priced billets using blast furnace technology and iron ore as the primary raw material , the limited availability of scrap metal raw materials , and the strong u.s. dollar contribute to lower sales volumes for recycled metals . story_separator_special_tag impairment charges and accelerated depreciation , excluding goodwill impairment charges , were as follows ( in thousands ) : replace_table_token_10_th ( 1 ) other asset impairment charges were incurred in the amr reportable segment , except for $ 79 thousand , $ 745 thousand and $ 532 thousand of impairment charges on other assets related to corporate recorded in fiscal 2016 , 2015 and 2014 , respectively , and $ 2,224 thousand of impairment charges on supplies inventory related to smb recorded in fiscal 2016. consolidated operating results in fiscal 2016 also included restructuring charges and other exit-related activities of $ 7 million , compared to charges of $ 13 million in fiscal 2015 . additional restructuring charges and other exit-related activities of $ 1 million were included in the results of discontinued operations in fiscal 2016 , compared to charges of $ 4 million for fiscal 2015. restructuring charges consisted of severance , contract termination and other restructuring costs . other exit-related activities of $ 2 million in fiscal 2016 consisted of asset impairments and accelerated depreciation of assets in connection with the closure of certain operations , net of gains on exit-related disposals , compared to other exit-related activities of $ 7 million for fiscal 2015. these charges relate to restructuring initiatives under three separate plans : the plans announced in the first quarter of fiscal 2014 ( the “ q1'14 plan `` ) , the “ q1'15 plan ” and the `` q2'15 plan . `` in the first quarter of fiscal 2014 , we initiated the q1'14 plan and began implementing restructuring and productivity initiatives to reduce our annual operating expenses by approximately $ 30 million , which was subsequently increased to $ 40 million later in the fiscal year . we achieved approximately $ 29 million of benefits in fiscal 2014 , with the full annual benefit achieved in fiscal 2015. the majority of the reduction in operating expenses occurred at amr and resulted from a combination of headcount reductions , implementation of operational efficiencies , reduced lease costs and other productivity improvements . since the beginning of fiscal 2015 , we have initiated and implemented a number of additional cost reduction and productivity improvement measures with a combined targeted annual improvement of $ 95 million . these initiatives included those announced as part of the q1'15 plan followed by further cost-saving and exit-related measures as part of the q2'15 plan targeting a combined benefit to annual operating performance of approximately $ 60 million , subsequently increased by $ 5 million in the first quarter of fiscal 2016. in the second quarter of fiscal 2016 , we expanded the q2'15 plan initiatives by an additional $ 30 million . 33 / schnitzer steel industries , inc. form 10-k 2016 schnitzer steel industries , inc. the cost reduction and productivity improvements associated with the q1'15 plan are driven by a combination of revenue drivers and production and sg & a cost reduction initiatives with a targeted aggregate annual improvement of $ 14 million , which was achieved in fiscal 2016. the improvements to performance associated with the q2'15 plan include two components . the first component reflects strategic actions initiated in the second quarter of fiscal 2015 consisting of idling shredding equipment and closing seven auto parts stores at amr to align our business to market conditions , targeting an improvement in annual operating performance of approximately $ 18 million , of which approximately one-third is from reduced depreciation expense . as part of the second component of the q2'15 plan , in april 2015 , we initiated measures , and also announced the integration of the mrb and apb businesses into the combined amr platform , in order to achieve operational synergies and further reduce our annual operating expenses , primarily sg & a expense , by approximately $ 28 million through personnel reductions , reducing organizational layers , consolidating shared service functions and reducing other administrative costs . we expanded the q2'15 plan and target by initiating measures in fiscal 2016 with an additional $ 35 million in expected benefits primarily through additional reductions in personnel , savings from procurement activities , streamlining of administrative and supporting services functions , and adjustments to our operating capacity through additional facility closures , with approximately two-thirds of the target coming from a reduction in sg & a expense and the rest from a reduction in production costs , primarily at amr . collectively , the initiatives commenced in the second quarter of fiscal 2015 and expanded in subsequent quarters including the initiatives commenced in fiscal 2016 are referred to as the q2'15 plan . in fiscal 2016 , we achieved approximat ely $ 78 million of combined benefits related to the q1'15 and q2'15 plans , compared to $ 28 million in fiscal 2015. we expect to achieve substantially all of the combined annual improvement target of $ 95 million associated with the q1'15 and q2'15 plans in fiscal 2017. restructuring charges and other exit-related activities incurred in connection with cost reduction and productivity improvement plans for the last three fiscal years ended august 31 were comprised of the following ( in thousands ) : replace_table_token_11_th we do not include restructuring charges and other exit-related activities in the measurement of the performance of our reportable segments . the significant majority of restructuring charges require us to make cash payments . see note 10 - restructuring charges and other exit-related activities in the notes to the consolidated financial statements in part ii , item 8 of this report . 34 / schnitzer steel industries , inc. form 10-k 2016 schnitzer steel industries , inc. fiscal 2015 compared with fiscal 2014 consolidated operating loss was $ 196 million in fiscal 2015 , compared to consolidated operating income of $ 24 million in the prior year . adjusted consolidated operating income in fiscal 2015 was $ 11 million , which excludes a goodwill impairment charge of $ 141 million

