1. FOCUSED ON PROFITABLE,
CONSISTENT GROWTH
Investor Presentation
June 2013

2. 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 29, 2012, Annual Report filed on Form 10-K.
FORWARD-LOOKING STATEMENTS
2

3. • Tyson Today
• The Global Marketplace
• Strategic Growth
• Financial Results and Outlook
• Appendix
TODAY’S DISCUSSION
3

4. Blank
4

5. TYSON TODAY

6. What We Believe
Core Values
Who We Are
We are a company of people engaged in the
production of food, seeking to pursue truth
and integrity, and committed to creating value
for our shareholders, our customers, our Team
Members and our communities.
• We strive to be a company of diverse people.
• We strive to be honorable.
• We strive to be a faith-friendly company.
What We Do
• We feed our families, the nation and
the world with trusted food products.
• We serve as stewards of the animals, land
and environment entrusted to us.
• We strive to provide a safe work environment
for our Team Members.
How We Do It
• We strive to earn consistent and satisfactory
profits for our shareholders and to invest in
our people, products and processes.
• We strive to operate with integrity and trust
in all we do.
• We strive to honor God and be respectful
of each other, our customers and
other stakeholders.
What We Do
Purpose
How We Behave
Cultural Tenets
• We care about each other.
• We do what we say we are going
to do.
• We say it in the room.
• We know our business and deliver
results.
• We are passionate about taking
care of our customers and
consumers.
• We anticipate, embrace and thrive
on change.
• We run it like we own it.
• We work hard and have fun as a
TEAM.
Recipe for Success
Be our customers’ go-to supplier.
Grow our business.
Run commodity plants full.
Engage the fruit.
Always value up.
Totally drive out inefficiencies.
OUR PRINCIPLES
Our principles and commitment run deep and differentiate Tyson.
6
Strategy

7. • Multi-Protein Chicken, Beef, Pork
• Multi-Channel Retail, Food Service, Exports
• Multi-National Brazil, China, India, Mexico, United States
• Broad Product Portfolio
THERE IS VALUE IN DIVERSITY
7
• Value-added Chicken
• Value-added Beef & Pork
• Fresh Chicken
• Fresh Beef & Pork
• Pepperoni
• Beef & Pork Pizza Toppings
• Pizza Crusts
• Tortillas
• Bacon
• Deli Meats
• Hams
• Franks
• Ethnic Foods
• Soups
• Snacks
• Sauces
• Appetizers
• Side Items
• Prepared Meals
• Meal Kits
• Fully-cooked Dinner Meats
Tyson’s diversity provides a natural hedge against economic cycles
and a foundation for growth.

8. • 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 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.
OUR APPROACH TO BUSINESS
8
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.

9. MARKET LEADERSHIP
9
Source: Watt Poultry USA, March 2013
Based on ready-to-cook pounds
Source: Cattle Buyers Weekly
% of Daily Steer/Heifer Slaughter Capacity (head), 2012
Source: National Pork Board
Spring 2009 (most recent available)
Tyson produces approximately 1 out of every 5 pounds
of chicken, beef and pork in the United States.

10. VALUABLE PRODUCT PORTFOLIO
10
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.

11. THREE-YEAR PERFORMANCE:
AT A GLANCE
• Delivered record sales each year
• Generated $3.7 billion in operating cash
flows
• Invested nearly $2 billion in CapEx to fuel
continued improvement and growth
• Paid down $1.1 billion in debt and
reduced interest expense
• Improved net debt to cap to 18.4%
(Gross debt to cap = 28.7%)
• Established investment grade rating
profile with Moody’s, S&P and Fitch
• Improved liquidity to more than
$2 billion at the end of fiscal 2012
• Purchased more than 22 million shares
under the share repurchase program
• Achieved $715 million in operating
efficiencies in the chicken segment
(more than $1 billion in total since 2008)
• Averaged nearly $2 adjusted earnings
per share*
* See Appendix for non-GAAP reconciliations
11
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 to FY2012 Tyson:
“The turnaround is over. It’s time to turn it on.”
– Donnie Smith, Tyson Foods President & CEO

12. POSITIONED FOR SUCCESS
• 115,000 Team Members worldwide
• Second largest food production
company in the Fortune 500
• Worldwide locations:
– 60 Chicken plants
– 12 Beef plants*
– 9 Pork plants*
– 23 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
12* Includes three case-ready beef and pork plants
• Chicken
• Beef
• Pork
• Prepared Foods
• Case-Ready Beef & Pork
• Animal Nutrition
Where we are in the U.S.

13. FarmCheck™ Responsible Sourcing
Our Commitment
•Do the right thing when it comes
to animal well-being
•Be good stewards of the animals
•Be our customers’ go-to supplier
for quality meats
•Anticipate and embrace change
based on sound science and best
practices
•Be for something rather than
against something
13

14. • Active in the fight against hunger
since 2000.
• Donated more than 90 million
pounds – 360 million meals – 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.
MAKING GREAT FOOD.
MAKING A DIFFERENCE™
14

15. THE GLOBAL MARKETPLACE

16. OUR CHALLENGE: FEEDING THE WORLD
WORLD POPULATION GROWTH
75M YEAR
POPULATION
GROWING
ADDING A CITY
THE SIZE OF
PHILADELPHIA
WEEKLY
7B
2013
9B
2050
(UNITED NATIONS)
(CENTER FOR FOOD INTEGRITY)
IT’S ESTIMATED THAT IN 40 YEARS
THE WORLD WILL NEED
100% MORE FOOD
THAN WE PRODUCE TODAY
16

17. • 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.
MARKET OPPORTUNITIES
17
Global Protein Consumption
Source: USDA FAS and OECD.
Includes Beef/Veal, Pork, Broilers, and Turkey
• 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 2019.
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
MetricTonsinMillions

18. 100
110
120
130
140
150
160
170
180
230
235
240
245
250
255
260
265
270
275
280
Combined Per Capita Domestic Meat Availability
(Beef, Pork, Chicken, Turkey; Carcass Weight Equivalent)
Cents per Pound
Source: USDA actual historical data; 2013 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; 2013 data as of 5/3/2013.
PROTEIN SUPPLY AND PRICE
18
Per Capita Domestic Protein Availability(1) Annual Composite Average Price(2)
Export demand and restrained production have resulted in less protein
on the market for U.S. consumers. Lower supplies have led to higher prices.
Pounds

19. 0%
5%
10%
15%
20%
25%
30%
35%
40%
-
500
1,000
1,500
2,000
2,500
3,000
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013E
PROTEIN PRODUCTION AND EXPORTS
19
Source: USDA and Robert A. Brown, Inc., May 2013
2013 is RAB forecasts
While production growth of the
three major proteins has slowed
in recent years, exports have
increased over time, leading to
reduced domestic protein
supplies.
Beef
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
-
1,000
2,000
3,000
4,000
5,000
6,000
U.S. Exports as a
% of Production
(Right Scale)
U.S. Exports in Million Pounds
(Left Scale)
Pork
0%
5%
10%
15%
20%
25%
30%
35%
40%
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
Chicken

20. CORN FUTURES AND
CHICKEN LIVE COSTS
20Sources: corn futures, DTN Prophet X; live cost, Tyson Foods
While grain prices have increased in recent years, Tyson’s product innovation,
quality and service to customers has helped overcome higher feed costs.

21. BEEF: HISTORICALLY THE
SPREAD MATTERS
21
DollarsperHead
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.
$1,400
$1,450
$1,500
$1,550
$1,600
$1,650
$1,700
$1,750
$1,800
USDA TOTAL REVENUE
USDA CATTLE COST

22. PORK: HISTORICALLY THE
SPREAD MATTERS
22
DollarsperHead
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.
$140
$160
$180
$200
$220
USDA TOTAL REVENUE
USDA HOG COST

23. STRATEGIC GROWTH

24. 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 STRATEGY
24
Growth will be fueled by adding value, increasing international
production, innovation and Team Members.

25. 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
IT’S ALL ABOUT TAKING ACTION
25
Focus matters.

26. INNOVATION DRIVES NEW PRODUCTS
AND GROWTH
26
Product innovation is at the core of our ability to
retain and grow our customer base.

27. DOING WHAT’S RIGHT,
RIGHT FROM THE START™
• No antibiotics ever
• 100% vegetarian fed
(no animal protein or bakery
by-products)
• Independent 3rd party animal
welfare certification
• 100% all natural*
• No added hormones or
steroids**
• USDA Process Verified
Program (Fresh Products)
• Raised Cage Free
* No artificial ingredients, minimally processed
** Federal regulations prohibit the use of hormones or
steroids in chicken
27

28. • 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
INSIGHTS FUEL THE INNOVATION
PROCESS
28
Our proven approach to innovation helps us
deliver food solutions to customers and consumers.
• Products
• Flavors
• Targets
• Packages
• Usage Occasions
NEW!

29. FINANCIAL RESULTS
AND OUTLOOK

30. INVESTMENT THESIS
• Strong balance sheet provides attractive options for growth:
– Reinvestment in Tyson through CapEx
– Strategic acquisitions in prepared foods and value-added chicken
– Return capital to shareholders through repurchase program and dividends
• Aggressively increase international in-country production where demand
for protein is growing
• Measurable growth:
– Annual 3 - 4% revenue growth
– 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
30
Tyson strives to be the investment of choice.

31. • Reduced net debt by $2.6 billion from FY02 through FY12
• Decreased net debt to cap from 51.8% to 18.4% FY02 through FY12
• Invested $690 million in FY12 CapEx
• Achieved $1.2 billion in operating cash flow in FY12, third consecutive
year above $1 billion
• Liquidity at the end of FY12 was $2 billion, well above our targeted range
of $1.2 billion to $1.5 billion
• Invested $230 million in FY12 to repurchase 12.5 million shares
• Paid a $0.10 special dividend in December 2012
• Increased the regular quarterly dividend by 25%
BALANCE SHEET STRENGTH
31
A strong capital structure creates opportunities.

32. FY12 SALES – $33.3 BILLION
32
Tyson’s multi-protein approach is supported by multi-channel distribution.

33. -$0.50
$0.00
$0.50
$1.00
$1.50
$2.00
$2.50
2004 2005 2006 2007 2008 2009 2010 2011 2012
$1.89
ADJUSTED EARNINGS PER SHARE*
33
Fiscal Year
* See Appendix for non-GAAP reconciliations
$2.19
$1.91
In 2010, 2011 and 2012, Tyson has proven the value of its approach to business through
consistent earnings power, averaging $2.00 annually in adjusted earnings per share.

34. $0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
2004 2005 2006 2007 2008 2009 2010 2011 2012
ADJUSTED OPERATING INCOME*
34
Fiscal Year
$1,547
$1,285
$1,263
inmillions
* See Appendix for non-GAAP reconciliations
Tyson has averaged nearly $1.4 billion annually in adjusted operating income in 2010, 2011 and 2012.

35. Chicken Beef Pork Prepared Foods
FY 2010 5.2% 4.6% 8.4% 4.1%
FY 2011 1.5% 3.5% 10.3% 3.6%
FY 2012 3.8% 1.6% 7.6% 5.6%
OPERATING MARGIN BY SEGMENT
35
• Multi-protein and prepared foods business model provides balance.
• Performance variability exists from quarter to quarter and segment to
segment; however, overall operating income has stabilized, positioning
Tyson for growth.
Strong margins are driven by operational efficiencies and
a focus on customer satisfaction.

36. Sales Adjusted EPS*
FY 2010 $28.4 Billion $2.19
FY 2011 $32.3 Billion $1.89
FY 2012 $33.3 Billion $1.91
FY 2013 Expectation ~ $34.5 Billion > 2012
FY 2014 Expectation ~ +3-4% ~ +10%
FY 2015 Expectation ~ +3-4% ~ +10%
GROWTH EXPECTATIONS
36
• 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
• Anticipate an incremental $450 million in feed ingredient costs in FY13, with
adjusted earnings expected to be better than FY12 adjusted EPS
• EPS should grow at least 10% annually over time * See Appendix for non-GAAP reconciliations

37. INTERNATIONAL GROWTH BY 2014
37
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.
Maintain
2.7MM
bpw
↑54% to
2MM
bpw
↑61% to
450K
bpw
↑50% to
3MM
bpw
bpw = birds per week

38. • Capital expenditures to grow existing businesses:
– Capital maintenance level approximates $250 million a year.
– $550-$600 million CapEx planned for FY13.
• Acquisitions advance growth strategies around value-added products
and international production:
– Profit improvement CapEx target greater than 20% Modified Internal Rate
of Return
– Acquisitions and joint ventures target greater than 20% Return on Invested
Capital
• Return cash to shareholders:
– Share repurchases
– Dividends
PRIORITIES FOR USES OF CASH
38

39. • 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; anticipating another
$100 million chicken and prepared foods efficiencies in
FY13
OPERATIONAL IMPROVEMENTS
39

40. • 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
• Aggressively growing international in-country production
• Pursuing prepared foods and value-added chicken acquisitions
• Establishing a culture of lean thinking, operational excellence and
continuous improvement
• Expectations of annual 3-4% revenue growth and 10% EPS growth
over time
• Share repurchases and increased dividends
WHY TYSON?
40

41. APPENDIX
Tyson Foods, Inc.
41

42. NON-GAAP RECONCILIATIONS
42
Adjusted operating income and adjusted net income 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, expect per share data) 12 Months Ended
September 29, 2012 October 1, 2011 October 2, 2010 October 3, 2009
Operating
Income EPS
Operating
Income EPS
Operating
Income EPS
Operating
Income EPS
Reported $ 1,248 $ 1.58 $ 1,285 $ 1.97 $ 1,556 $ 2.06 $ (215) $ (1.47)
Less:
Gain from insurance proceeds — — — — (38) (0.06) — —
Gain on sale of interests in an equity method investment — — — (0.03) — — — —
Reversal of reserves for foreign uncertain tax positions — — — (0.05) — — — —
Add:
Charges related to plant closing — — — — — — 15 0.02
Impairment of goodwill — — — — 29 0.07 560 1.50
Impairment of equity method investment — — — — — 0.03 — —
Impairment of non-core assets in China 15 0.04 — — — — — —
Loss related to early extinguishment of debt — 0.29 — — — — — —
Losses related to note repurchases — — — — — 0.09 — —
Adjusted $ 1,263 $ 1.91 $ 1,285 $ 1.89 $ 1,547 $ 2.19 $ 360 $ 0.05

43. NON-GAAP RECONCILIATIONS CONTINUED
43
(in millions, expect per share data) 12 Months Ended
September 27, 2008 September 29, 2007 September 30, 2006 October 1, 2005 October 2, 2004
Operating
Income EPS
Operating
Income EPS
Operating
Income EPS
Operating
Income EPS
Operating
Income EPS
Reported $ 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 $ 407 $ 0.34 $ 606 $ 0.74 $ 32 $ (0.37) $ 698 $ 1.06 $ 880 $ 1.39