Focused on Profitable, Consistent Growth Investor Presentation May 2014
FORWARD-LOOKING STATEMENTS Certain information contained in this presentation may constitute forward-looking statements, such as information relating to expected performance. These forward-looking statements are subject to a number of factors and uncertainties that could cause actual results and experiences to differ materially from the anticipated results and expectations expressed in such forward-looking statements. We caution readers not to place undue reliance on any forward-looking statements, which speak only as of the date made. Among the factors that may cause actual results and experiences to differ from anticipated results and expectations expressed in such forward-looking statements are the following: (i) the effect of, or changes in, general economic conditions; (ii) fluctuations in the cost and availability of inputs and raw materials, such as live cattle, live swine, feed grains (including corn and soybean meal) and energy; (iii) market conditions for finished products, including competition from other global and domestic food processors, supply and pricing of competing products and alternative proteins and demand for alternative proteins; (iv) successful rationalization of existing facilities and operating efficiencies of the facilities; (v) risks associated with our commodity purchasing activities; (vi) access to foreign markets together with foreign economic conditions, including currency fluctuations, import/export restrictions and foreign politics; (vii) outbreak of a livestock disease (such as avian influenza or bovine spongiform encephalopathy), which could have an adverse effect on livestock we own, the availability of livestock we purchase, consumer perception of certain protein products or our ability to access certain domestic and foreign markets; (viii) changes in availability and relative costs of labor and contract growers and our ability to maintain good relationships with employees, labor unions, contract growers and independent producers providing us livestock; (ix) issues related to food safety, including costs resulting from product recalls, regulatory compliance and any related claims or litigation; (x) changes in consumer preference and diets and our ability to identify and react to consumer trends; (xi) significant marketing plan changes by large customers or loss of one or more large customers; (xii) adverse results from litigation; (xiii) risks associated with leverage, including cost increases due to rising interest rates or changes in debt ratings or outlook; (xiv) compliance with and changes to regulations and laws (both domestic and foreign), including changes in accounting standards, tax laws, environmental laws, agricultural laws and occupational, health and safety laws; (xv) our ability to make effective acquisitions or joint ventures and successfully integrate newly acquired businesses into existing operations; (xvi) effectiveness of advertising and marketing programs; and (xvii) those factors listed under Item 1A. Risk Factors included in our September 28, 2013, Annual Report filed on Form 10-K. 2
EXECUTIVE SUMMARY Tyson Foods has made a turnaround since 2009 Producing more consistent, stable earnings Growth strategy implemented in 2012 Growing international in-country production Growing domestic prepared foods and value-added products Measurable growth Annual 3-4% revenue growth At least 10% EPS growth over time 3
TODAY S DISCUSSION Tyson Today The Global Marketplace Strategic Growth Financial Results and Outlook Appendix 4
Tyson Today
OUR PRINCIPLES 6
THERE IS VALUE IN DIVERSITY Multi-Protein Chicken, Beef, Pork Multi-Channel Retail, Food Service, Exports Multi-National Brazil, China, India, Mexico, United States Broad Product Portfolio Value-added Chicken Value-added Beef & Pork Pepperoni Beef & Pork Pizza Toppings Pizza Crusts Tortillas Bread Sticks Handheld Foods Bacon Deli Meats Hams Franks Ethnic Foods Soups & Sides Sauces Appetizers Sausage Breakfast Items Snacks Prepared Meals Meal Kits Fully-cooked Dinner Meats Commodity Chicken Commodity Beef & Pork Tyson s diversity provides a natural hedge against economic cycles and a foundation for growth. 7
OUR APPROACH TO BUSINESS The Chicken segment is vertically integrated; we manage the production process from beginning to end. The Beef and Pork segments are not vertically integrated; we typically do not carry feed cost risk. Livestock are purchased from various producers. The Prepared Foods segment comprises a variety of models; raw materials for these foods come from internal and external sources. The International segment includes chicken processing operations in Brazil, China, India and Mexico. Value-added beef and pork items such as pepperoni and bacon are in the Prepared Foods segment. Value-added chicken items such as nuggets are in the Chicken segment. 8
MARKET LEADERSHIP Tyson produces approximately 1 out of every 5 pounds of chicken, beef and pork in the United States. 9
VALUABLE PRODUCT PORTFOLIO Product Categories Tyson Competitor A Competitor B Competitor C Competitor D Competitor E Competitor F Competitor G Competitor H Competitor I Chicken X X X X X X Fresh Chicken X X X X X Value-Added Chicken X X X X X X Pork (boxed) X X X X X Sliced Meats/Ham X X X X X Bacon X X X X Pre-Cooked Ribs X X X Pork Sausage X X X X Portioned Cut X X X X Beef (boxed) X X X X Patties X X X X Cooked X X X Portioned Cut X X X Prepared Foods X X X Pizza Toppings X X Pizza Crust X Tortilla/Chips X Soups/Sauces X X Culinary Specialties X Handhelds X X X Tyson offers product innovation, consumer insights and a broad portfolio of foods and brands that provide solutions for our customers while giving us pricing power beyond commodity protein. 10
FOUR-YEAR PERFORMANCE: AT A GLANCE Tyson Foods has achieved an improved level of performance while navigating global economic challenges, unfavorable market dynamics and often staggering input cost increases. From FY2010 through FY2013 Tyson: Delivered record sales each year Generated $5 billion in operating cash flows after funding $700 million in working capital increases Invested $2.5 billion back into the business to fuel continued improvement, growth and acquisitions Paid down over $1 billion in debt and reduced interest expense Returned $1.3 billion to shareholders via stock repurchases and dividends Improved net debt to cap to 17% (Gross debt to cap = 28%) Established investment grade rating profiles with Moody s, S&P and Fitch Improved liquidity to $2.1 billion at the end of fiscal 2013 Achieved $795 million in operating efficiencies in the chicken segment (more than $1 billion in total since 2008) Averaged over $2 adjusted earnings per share from continuing operations* * See Appendix for non-gaap reconciliations The turnaround is over. It s time to turn it on. Donnie Smith, Tyson Foods President & CEO 11
POSITIONED FOR SUCCESS Approximately 115,000 Team Members worldwide Second largest food production company in the Fortune 500 Where we are in the U.S.** Worldwide locations: 57 Chicken plants 13 Beef plants* 9 Pork plants* 26 Prepared Foods plants** Beef and pork plants are near cattle and hog supplies, which lowers transportation costs and improves availability of livestock for processing Chicken plants are located in regions with a climate suitable for poultry production and access to feed grains International operations in Brazil, China, India and Mexico Chicken Beef Pork Prepared Foods Case-Ready Beef & Pork Animal Nutrition * Includes three case-ready beef and pork plants ** As of January 2014 12
FarmCheck Responsible Sourcing Four Guiding Principles 1. Program Care enough to check on the farm, in person 2. Advisory Panel Be humble enough to seek expert advice 3. Our Research Program Be curious enough to find better ways 4. Our Internal Management Teams Be committed enough to give it our full attention 13
MAKING GREAT FOOD. MAKING A DIFFERENCE Active in the fight against hunger for more than 15 years Donated nearly 100 million pounds of much needed protein to food banks. Partners with Share Our Strength, Lift Up America, Feeding America, National Urban League and the League of United Latin American Citizens to raise awareness and help feed the hungry across the nation. Meals That Matter disaster relief program begun in 2012 to support our long-standing tradition of feeding people during times of disaster. 14
The Global Marketplace
OUR CHALLENGE: FEEDING THE WORLD WORLD POPULATION GROWTH 7B 2013 (UNITED NATIONS) 9B 2050 POPULATION GROWING 75M YEAR (UNITED NATIONS) ADDING A CITY THE SIZE OF PHILADELPHIA WEEKLY IT S ESTIMATED THAT IN 40 YEARS THE WORLD WILL NEED 100% MORE FOOD THAN WE PRODUCE TODAY (CENTER FOR FOOD INTEGRITY) 16
MARKET OPPORTUNITIES The world s population is growing; protein consumption is growing with it. Globally, as people enter the middle class, they add protein to their diets. To feed the global demand for protein, the U.S. is exporting more of its protein production. U.S. protein production is flat to declining; less protein available to U.S. consumers resulting in higher domestic pricing. Global protein consumption is projected to grow more than 500% from 1960 to 2022. Source: USDA FAS and OECD. Includes Beef/Veal, Pork, Broilers, and Turkey 17
PROTEIN SUPPLY AND PRICE Pounds 280 275 270 265 260 255 250 245 240 235 230 Combined Per Capita Domestic Meat Availability (Beef, Pork, Chicken, Turkey; Carcass Weight Equivalent) Cents per Pound 200 190 180 170 160 150 140 130 120 110 100 Per Capita Domestic Protein Availability (1) Annual Composite Average Price (2) Declines in the amount of protein available on the domestic market have resulted in higher prices. Source: USDA actual historical data; 2014 forecast by Robert A. Brown, Inc.; (1) represents beef, pork, chicken and turkey carcass weight equivalent; (2) annual composite average price is a simple average of monthly USDA wholesale price for beef, pork and poultry; 2014 data as of 4/15/2014. 18
PROTEIN PRODUCTION AND EXPORTS 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 Chicken 25% 20% 15% 10% 5% 27,500 27,000 26,500 26,000 25,500 25,000 24,500 24,000 23,500 Beef 12% 10% 8% 6% 4% 2% - 0% 23,000 0% U.S. Production in Million Pounds (Left Scale) U.S. Exports as a % of Production (Right Scale) 25,000 Pork 25% U.S. production of the combined three major proteins has been flat to declining in recent years, while export demand has remained strong, leading to less domestic availability of protein. 20,000 15,000 10,000 5,000-20% 15% 10% 5% 0% Source: USDA and Robert A. Brown, Inc., May 2014; 2014 is RAB forecast 19
CORN FUTURES AND CHICKEN LIVE COSTS While grain prices have been volatile in recent years, Tyson s product innovation, quality and service to customers has helped mitigate feed cost volatility. Historical monthly chart of continuous prompt corn futures contract, source DTN Prophet X. Analysis overlay by Tyson Foods, Inc. Updated January 15, 2014 20
BEEF: MANAGE THE SPREAD Dollars per Head $2,100 $2,050 $2,000 $1,950 $1,900 $1,850 $1,800 $1,750 $1,700 $1,650 $1,600 $1,550 $1,500 $1,450 $1,400 USDA TOTAL REVENUE USDA CATTLE COST OCT FY12 NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT FY13 NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT FY14 NOV DEC JAN FEB MAR APR There is a strong correlation between revenue and the cost of cattle. Tyson historically has outperformed industry indexes in the spread between revenue per head and cattle costs. 21
PORK: MANAGE THE SPREAD $300 $280 $260 $240 USDA TOTAL REVENUE Dollars per Head $220 $200 $180 $160 USDA HOG COST $140 OCT FY12 NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT FY13 NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT FY14 NOV DEC JAN FEB MAR APR There is a strong correlation between revenue and the cost of hogs. Tyson historically has outperformed industry indexes in the spread between revenue per head and hog costs. 22
Strategic Growth
GROWTH STRATEGY Accelerate Grow domestic value-added chicken sales Grow prepared foods sales Grow international chicken production Innovate Products and services Consumer insights Cultivate Talent development to support Tyson s growth and long-term future Growth will be fueled by adding value, increasing international production, innovation and Team Members. 24
IT S ALL ABOUT TAKING ACTION Achieve Grow sales, earnings and shareholder value: Grow international in-country production Develop innovative, value-added products Make strategic acquisitions Prepared foods, ethnic foods, value-added chicken Small regional players International Get paid for the value we provide Repurchase shares Keep operations efficient and costs under control Focus matters. 25
INNOVATION DRIVES NEW PRODUCTS AND GROWTH Product innovation is at the core of our ability to retain and grow our customer base. 26
INTRODUCING TYSON DAY STARTS AND WRIGHT BRAND SAUSAGE Tyson Foods is bringing our reputation for quality proteins to the breakfast category 27
INSIGHTS FUEL THE INNOVATION PROCESS Economic trends Demographic trends Flavor trends Category attitude and usage studies Consumer insights Product testing Macro trends Consumer panel data Consumer segment insights In-store/shopping studies Concept testing NEW! Products Flavors Targets Packages Usage Occasions Our proven approach to innovation helps us deliver food solutions to customers and consumers. 28
Financial Results and Outlook
INVESTMENT THESIS Strong balance sheet provides attractive options for growth: Reinvestment through CapEx Strategic acquisitions in prepared foods, value-added chicken or international Return capital to shareholders through stock repurchases and dividends Aggressively increase international in-country production where demand for protein is growing Measurable growth: Annual 3-4% revenue growth At least 10% EPS growth over time Become the leading solution-providing food company not only a commodity protein company: Lean-thinking culture focused on operational excellence and continuous improvement Superior quality, service and innovation to be the customer s go-to supplier Alternative channels such as convenience stores, dollar stores and drug store chains Tyson strives to be the investment of choice. 30
BALANCE SHEET STRENGTH Reduced net debt by $3.4 billion from FY01 through FY13 Decreased net debt to cap from 58% to 17% from FY01 through FY13 Invested $558 million in FY13 CapEx Achieved $1.3 billion in operating cash flow in FY13, fourth consecutive year above $1 billion Liquidity at the end of FY13 was $2.1 billion, well above our goal of $1.2 billion Invested $550 million in FY13 to repurchase 21.1 million shares At the beginning of FY14, increased the regular quarterly dividend by 50% to $0.075 per share, following a 25% increase the previous year and a $0.10 per share special dividend in December 2012 A strong capital structure creates opportunities. 31
SALES BY SEGMENT & DIST. CHANNEL * Tyson s multi-protein approach is supported by multi-channel distribution. * During the second quarter of fiscal 2014, we began reporting our International operation as a separate segment, which was previously included in our Chicken segment. Our International segment became a separate reportable segment as a result of changes to our internal financial reporting to align with previously announced executive leadership changes. The Beef, Pork and Prepared Foods segment results were not impacted by this change. Fiscal 2013 has been reclassified to reflect this change. 32
ADJUSTED EARNINGS PER SHARE* $3.00 $2.50 $2.22 $2.26 $2.00 $1.50 $1.90 $1.97 We re confident we can deliver at least $2.78 EPS for fiscal 2014. $1.00 CFO Dennis Leatherby $0.50 $0.00 -$0.50 -$1.00 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014E Fiscal Year From FY2010 to FY2013, Tyson produced more consistent, stable earnings while absorbing approximately $1.5 billion in additional feed costs in our Chicken and International segments. * From continuing operations. See Appendix for non-gaap reconciliations. 33
ADJUSTED OPERATING INCOME* $1,800 $1,600 $1,565 $1,400 $1,289 $1,286 $1,375 $1,200 in millions $1,000 $800 $600 $400 $200 $0 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Fiscal Year Tyson averaged nearly $1.4 billion annually in adjusted operating income from 2010 to 2013. * From continuing operations. See Appendix for non-gaap reconciliations. 34
GROWTH EXPECTATIONS Sales Adjusted EPS* FY 2010 $28.2 Billion $2.22 FY 2011 $32.0 Billion $1.90 FY 2012 $33.1 Billion $1.97 FY 2013 $34.4 Billion $2.26 FY 2014 Expectation $37 Billion $2.78 FY 2015 Expectation +3-4% 10% Expect top-line sales to grow about 3-4% annually Sales from value-added products should grow 6-8% annually Sales from international production should grow 12-16% annually EPS should grow at least 10% annually over time What got us here won t get us there. Donnie Smith, Tyson Foods President & CEO * See Appendix for non-gaap reconciliations 35
INTERNATIONAL GROWTH BY 2015FYE 3MM bpw 2.7MM bpw 450K bpw 2MM bpw bpw = birds per week Tyson s plans for international growth are focused on poultry production and further processing in Brazil, China and India, in addition to our long-standing poultry business in Mexico. 36
PRIORITIES FOR CASH Capital expenditures to grow existing businesses: Capital maintenance level approximates $250 million a year FY14 CapEx plan is $650-700 million 20%+ Modified Internal Rate of Return Acquisitions to advance value-added and international growth: Acquisitions and joint ventures target 20%+ ROIC Return cash to shareholders: Share repurchases Dividends 37
CONTINUOUS IMPROVEMENT Be the best-in-class operator in beef, pork and chicken Consistently outperform beef and pork industry indexes Achieved more than $1 billion in operational efficiencies in our chicken segment since 2008 38
WHY TYSON? Tyson Foods is growing into a solution-providing food company: Being a commodity protein company is not our goal or our destiny Pursuing value-added product development Delivering quality, service and innovation enables us to be the customers go-to supplier Growth into alternate channels such as convenience stores, dollar stores and drug store chains offer opportunities Strong balance sheet gives Tyson options to grow International growth potential Small bolt-on or large, strategic acquisitions Establishing a culture of lean thinking, operational excellence and continuous improvement Expectations of annual 3-4% revenue growth and at least 10% EPS growth over time Share repurchases and increased dividends 39
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Appendix
NON-GAAP RECONCILIATIONS Adjusted operating income and adjusted net income from continuing operations per share attributable to Tyson (adjusted EPS) are presented as supplementary financial measurements in the evaluation of our business. We believe the presentations of adjusted operating income and adjusted EPS help investors assess our financial performance from period to period and enhance understanding of our financial performance. However, adjusted operating income and adjusted EPS may not be comparable to those of other companies in our industry, which limits the usefulness as comparative measures. Adjusted operating income and adjusted EPS are not measures required by or calculated in accordance with GAAP and should not be considered as substitutes for any measures of financial performance reported in accordance with GAAP. Investors should rely primarily on our GAAP results, and use non-gaap financial measures only supplementally in making investment decisions. (in millions, except per share data) 12 Months Ended September 28, 2013 September 29, 2012 October 1, 2011 October 2, 2010 October 3, 2009 Operating Operating Operating Operating Operating Income EPS Income EPS Income EPS Income EPS Income EPS Reported from Continuing Operations $ 1,375 $ 2.31 $ 1,286 $ 1.68 $ 1,289 $ 1.98 $ 1,574 $ 2.09 $ (215) $ (1.47) Less: Gain from currency translation adjustment (0.05) Gain from insurance proceeds (38) (0.06) Gain on sale of interest in an equity method investment (0.03) Reversal of reserves for foreign uncertain tax positions (0.05) Add: Charges to plant closing 15 0.02 Impairment of goodwill 29 0.07 560 1.50 Impairment of equity method investment 0.03 Loss related to early extinguishment of debt 0.29 Losses related to note repurchases 0.09 Adjusted from Continuing Operations $ 1,375 $ 2.26 $ 1,286 $ 1.97 $ 1,289 $ 1.90 $ 1,565 $ 2.22 $ 360 $ 0.05 42
NON-GAAP RECONCILIATIONS CONTINUED (in millions, except per share data) 12 Months Ended September 27, 2008 September 29, 2007 September 30, 2006 October 1, 2005 October 2, 2004 Operating Operating Operating Operating Operating Income EPS Income EPS Income EPS Income EPS Income EPS Reported from Continuing Operations $ 331 $ 0.24 $ 613 $ 0.75 $ (50) $ (0.58) $ 655 $ 1.04 $ 733 $ 1.13 Less: Gain on sale of an investment (0.03) Gain on sales of assets (19) (0.03) Gain on sale of remaining interest in Specialty Brands, Inc. (0.01) Income related to vitamin antitrust litigation (12) (0.02) Tax adjustments (0.04) Add: Charges related to BSE 61 0.11 Charges related to flood damage 7 0.01 Charges related to plant closings 13 0.02 63 0.11 14 0.02 40 0.07 Cumulative effect of change in accounting principles 0.02 Impairment of assets 23 0.04 5 0.01 21 0.04 Impairment of intangible assets 10 0.02 7 0.01 3 0.01 25 0.04 Live swine legal settlement 33 0.06 Loss related to Hurricane Katrina 8 0.01 Severance and restructuring charges 23 0.04 9 0.02 Tax adjustments 0.04 Write off of obsolete inventory 7 0.01 Adjusted from Continuing Operations $ 407 $ 0.34 $ 606 $ 0.74 $ 32 $ (0.37) $ 698 $ 1.06 $ 880 $ 1.39 43