Tyson Foods

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F500-2023-080-Tyson Foods

Tyson Foods is among the world’s largest meat processors. Based in Springdale, Ark., the company recorded $53 billion in revenue, up 13% from the previous year, and projected a robust 2023. 
<ul> 
 	<li>Rising inflation and supply-chain snarls in 2022 trickled down to food, prompting Tyson to increase prices on some of its meats. Such factors, combined with a tighter consumer budget, led to mixed results across Tyson’s product portfolio. For instance, sales of pork and beef decreased, while chicken sales increased, a sign of consumers opting for cheaper proteins.</li> 
 	<li>The company’s CFO and fourth-generation heir, John R. Tyson, was arrested in November 2022 and charged with public intoxication and criminal trespassing. He pleaded guilty, apologized, and received the board’s backing to stay in his role at Tyson Foods.</li> 
 	<li>The company announced plans in December 2022 to consolidate its offices in Illinois and South Dakota and move corporate workers to its headquarters in Arkansas.</li> 
</ul>

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Aggregate sales hit $37.8 trillion last year—an increase of 19%, the highest annual growth rate in the list’s history.

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F500-2022-082-Tyson Foods

Tyson Foods is the world’s second-largest meat processor and marketer. The company has struggled with absenteeism at its production facilities due to the pandemic, as well as supply-chain challenges and inflation. Tyson has largely been able to pass those costs through to customers, however, and profit was up substantially in both 2021 and the first quarter of 2022. In June 2021, Tyson announced a goal of achieving net-zero greenhouse gas emissions by 2050; and in 2022, the company invested $60 million toward providing free education for its U.S. employees.

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<span data-sheets-value="{&quot;1&quot;:2,&quot;2&quot;:&quot;Despite plant closures and mass COVID-19 infections in its workforce, Tyson, the biggest meat producer in the U.S., ended the 2020 fiscal year with net revenues of $43.2 billion, a nearly 2% increase from 2019. After discontinuing a patty made of a mix of real beef and pea protein launched in 2019, Tyson recently debuted an expanded selection of 100% vegan products, including plant-based ground beef, bratwurst, and Italian sausage. The launch comes as the company pushes to gain market share in the plant-based foods market dominated by Beyond Meat and Impossible Foods.&quot;}" data-sheets-userformat="{&quot;2&quot;:14721,&quot;3&quot;:{&quot;1&quot;:0},&quot;10&quot;:2,&quot;11&quot;:4,&quot;14&quot;:{&quot;1&quot;:2,&quot;2&quot;:0},&quot;15&quot;:&quot;Calibri&quot;,&quot;16&quot;:11}">Despite plant closures and mass COVID-19 infections in its workforce, Tyson, the biggest meat producer in the U.S., ended the 2020 fiscal year with net revenues of $43.2 billion, a nearly 2% increase from 2019. After discontinuing a patty made of a mix of real beef and pea protein launched in 2019, Tyson recently debuted an expanded selection of 100% vegan products, including plant-based ground beef, bratwurst, and Italian sausage. The launch comes as the company pushes to gain market share in the plant-based foods market dominated by Beyond Meat and Impossible Foods.

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F500-2021-73-Tyson Foods

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This year's Fortune Global 500 generated $33.3 trillion in revenues and $2.1 trillion in profits.

G500-2020-287-Tyson-Foods

Tyson CEO Noel White, who was tapped for the top spot in September 2018, made good on his promise to expand into international markets in 2019. The Arkansas-based meat giant acquired the Thai and European operations of Brazilian food processor BRF S.A., giving it a scalable footprint in Asia and across Europe via an array of regional brands, like Grabits, Hot ‘N’ Kickin’ Chicken, Speedy Pollo, and Sadia. The company also launched its Raised &amp; Rooted brand to introduce “value-added protein” options, often in highly specialized forms like plant-based nuggets or blended burgers. The company ended 2019 with $42.4 billion in revenue, a 5.8% increase from 2018. April 2020 presented a brand new challenge, as the company shut down plants temporarily as hundreds of workers tested positive for COVID-19.

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F500-2020-079-Tyson

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Global business is back. After limping through a worldwide financial crisis and economic slowdown, the 500 largest companies ranked by revenues shattered all sorts of performance records in 2013: They racked up combined revenues of $31.1 trillion, up 2.5% from 2012, and profits soared 27% to nearly $2 trillion. China’s 95 companies (up from 89 last year) posted $5.8 trillion in revenues. The U.S. has four fewer companies on the list than last year but remains (for now) the country leader, with 128 corporations on the list—including No. 1 Wal-Mart Stores—reporting $8.6 trillion in revenues. 

Wal-Mart stayed on top as its sales crept closer to half-a-trillion dollars. Apple moved into the top five. And UnitedHealth Group continued its steady climb. 

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Founded in 1935, Tyson is a global food company that operates in four segments: prepared foods, pork, chicken, and beef. It processes live farm animals, manufactures frozen food, and sells products to retailers and wholesalers.

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Tyson Foods (TSN): Company Profile, Stock Price, News, Rankings

legacy

tyson foods

Founded in 1935, Tyson is a global food company that operates in four segments: prepared foods, pork, chicken, and beef. It processes live farm animals, manufactures frozen food, and sells products to retailers and wholesalers.

Tyson Foods (TSN): Company Profile, Stock Price, News, Rankings | Fortune

Lila MacLellan

Tyson Foods scion is appointed to the company’s board despite two arrests that cost him the CFO role

/2025/05/12/tyson-foods-scion-board-seat-previous-arrests/

Amanda Gerut

Troubled Tyson Foods scion out as CFO

/2024/08/29/troubled-tyson-foods-scion-out-as-cfo/

The strangest CFO saga in the Fortune 500 

/2024/08/08/strange-cfo-saga-tyson-foods-john-tyson-succession/

The youngest Fortune 500 CFO was set up to run his family’s $21 billion chicken empire. His erratic behavior could change that

/2024/08/06/tyson-chicken-controversy-cfo-john-randal-tyson-arrest-succession-plan/

Marco Quiroz-Gutierrez

Chicken wings for the win: How high prices are changing the menu

/2024/05/14/consumer-prices-outlook-chicken-wings-budget-menu/

https://fortune.com/2025/05/12/tyson-foods-scion-board-seat-previous-arrests/?itm_source=parsely-api

https://fortune.com/2024/08/06/tyson-chicken-controversy-cfo-john-randal-tyson-arrest-succession-plan/?itm_source=parsely-api

https://fortune.com/2024/08/29/troubled-tyson-foods-scion-out-as-cfo/?itm_source=parsely-api

 Tom, President Trump said in his speech to Congress that he wants to restart the engine of the American economy. Do you think he has the proposals and the ability to do that? What are your thoughts? What I think is optimism is great, and whatever is going to help drive American jobs is fine by us. We are a great American food company, so I think anything that provides for less regulation, a lower tax base, it's going to be helpful to spur new jobs and spur new growth. And so I would say, extraordinarily helpful-- we're an optimistic company. I think that's an optimistic message. When you hear the president talking about his plans for tax cuts, rolling back regulations, road projects, how does this influence the business decisions at Tyson, for example? Are you making changes, adjustments, or maybe not? We're not making changes yet. We certainly will once things become visible, in terms of what's actually going to happen. We are definitely doing some scenario modeling. So all the things that have been proposed-- whether it's House-proposed or it's White House-- one of the things that we're doing is looking at, what are the things that could play out? How's that going to impact Tyson Foods? How do we make the best result for our employees and our investors? So that is something we're actively thinking about, and we're exploring all the options that are on the table today. So President Trump was talking about a historic tax cut. What would you like to see? Certainly, lower taxes-- fine by us. I think what's important is to understand what would happen, to the extent that we start making more money in the bottom line because of a tax cut. And what we would do is look to spend some of that back to improve our sustainability platform, to drive new products through innovation. So the idea is we want to continue to have a sustainable company, something that's living for 20 years in the future. And to have-- use some of that firepower to drive against our business, that's what we'll be focused on too. Well, he said it's going to be a big, big tax cut. How big does it really have to have a material impact on Tyson and its competitiveness? Yeah, so if our tax rate's 35% today, if it is 25%, that's a huge number-- a 10% difference. That can mean a lot, in terms of new innovation, and could be that we build new plants and we have more of a growth model. That is a significant amount of money, and something that would certainly make us happy, being predominantly centered in the US. How would you describe the business climate since President Trump was inaugurated a month ago? Is it different? Has it changed the business climate? I can't say that it necessarily has for us, but it's certainly, like I said, helping us think about, what could the outcomes be, and preparing for-- that for Tyson, what's going to be best for us to do. Let's talk a little bit about trade. Tyson operates in more than 100 countries. How concerned are you about some of the president's tough talk on trade could impact your business? It's really difficult, I think, and unpopular to politicize food, so we feel like there's going to be good arrangements that are built that we can continue to have those export relationships that we have. It is important to us-- and I think not just for us as a company, but also being a player on the global platform that we are. Agriculture is a huge business for the US, and for us to remain a powerhouse in that area, I think, is very important to the future of our country. And what about China? China is a big importer of meat products. How could trade tensions impact Tyson's China sales? What I would focus on is that, for the 80 years in the company's history, there have been a lot of things that have been tough. There have been markets that have been shut down to Tyson. There have been markets that have been opened up. There have been a lot of movement. This wouldn't be the first one. My hope is that it doesn't get to that point, but to the extent that it does, the resilience that the team has-- I'm confident we'll continue to move the company forward in a direction that takes advantage of opportunities that emerge as a result of maybe difficulties that we have. 

Tyson Foods' CEO Is Excited About Trump's Proposed Tax Cuts

Leadership

town President Trump said in his speech to Congress that he wants to restart the engine of the American economy. Do you think he has the proposals and the ability to do that? What you thought, you know what I think is optimism is great, and whatever is going to help drive American jobs is fine by us. Were great American troop company. So I think anything that provides for less regulation, lower tax base, it's gonna be helpful to spur new jobs and spur new growth. And so I would say, extraordinarily helpful were an optimistic company. I think that's an optimistic message. When you hear the president talking about his plans for tax cuts, rolling back regulations, road projects, how does this influence the business decisions that Tyson, for example, are you making changes? Adjustments Or maybe not. We're not making changes yet. We certainly will. Once things become visible in terms of what's actually gonna happen. We are definitely doing some scenario modeling. So all the things that have been proposed, whether it's a house proposed or White House, one of the things we're doing is looking at what are the things that could play out, how Is that going to impact Tyson Foods? How do we make the best result for employees and our investors? So that is something we're actively thinking about, and we're exploring all the options that are on the table today. So President Trump was talking about a historic tax cut. Um, what would you like to see? Certainly lower taxes. You know what I think? What's important is to understand what would happen to the extent that we started making more money in the bottom line because of a tax cut. And what we would do is look to spend some of that back to improve our sustainability platform to drive new products for innovation. So the idea is, you know, we want to continue to have a sustainable company, something that's living for 20 years in the future, and so have you some of that firepower to drive against our business. That's what will be focused on too well, he said. It's going to be a big, big tax cut. How big does it really have to be to have a material impact on Tyson and its competitiveness? Yeah, so far, tax rates 35% today. If it is 25%. That's a huge number of 10% difference. That can mean a lot in terms of new innovation and could be that we build the plans that we have more of a growth model. That is a significant amount of money and something that would certainly make us happy. Being predominantly, you know, centered in the U. S. How would you describe the business climate? President Trump was inaugurated a month ago. Is it different? You know, Has it changed the business climate? I can't say that it necessarily has for us, but it's certainly like it said, helping us think about what could be outcomes be and, you know, preparing for that for Tyson. What's gonna be best for us to do? Let's talk a little bit about trade. Tyson operates in more than 100 countries. How concerned are you about some of the president's tough talk on trade could impact your business. It's really difficult, I think, unpopular to politicize food. So we feel like there's gonna be good arrangements that are built that we can continue to, you know, have those export relationships that we have. It is important to us, and I think you know, not just for us, of the company, but also being a player on the global platform that we are agriculture's huge business, right for the U. S. And for us to remain a powerhouse in that area, I think, is very important to the future of our country. And what about China? China is a big importer of meat product. How could trade tensions impact Tyson's China sales? What I would focus on is that for the you know, 80 years in the company's history, there have been a lot of things that have been tough. There have been markets that have been shut down to Tyson that have been markets that have been opened up. There have been a lot of movement. This wouldn't be the 1st 1 And you know, I mean, my hope is that it doesn't get to that point. But to the extent that does the resilience, you know that the team has, uh, I'm confident we will continue to move the company forward in a direction that takes advantage of opportunities that emerge as a result of maybe difficulties that we have

Many companies these days are talking about leading with purpose, aligning their corporate mission with doing good for the world. What does leading with purpose mean for Zocdoc and for you? Well, for me personally, it means that I put myself in the service of someone, [ UNKNOWN ] responsibility. You need to do something with your life that makes a true difference for others. Beyond just making money, why does this company exist? Are they here for a better good, or is it just to make products and make money? Our purpose saves people's lives and makes communities safer. For the people that are with the company and for the millenials we hire they don't want just to pay check. They wanna make an impact. I can feel and I can see it in our own associates that they feel more energize I think they more fulfilled when they come to work everyday with the sense of purpose and the sense of meaning. When companies leave a purpose it's more than just a slogan It's really easy to have a slogan, and even companies get themselves in trouble probably have a slogan that can be read. But the question is, what are you doing about that? SOme people would say that it's next to impossible to do good, and still make money. Mm- hm. What is your reaction to that? I think that that's a false choice, I think you can do good and make money. ANd I think that And [ UNKNOWN ], that �� s what we �� re trying to do. In order to make profit, which is the number one goal of a public traded corporation, you should do good because your customers appreciate that, your employees appreciate that It feels good. It's the right thing to do. But that's a means to an end. The end is you must deliver on shareholder value. Shareholders demand it, that companies lead with a sense of purpose and that they have a broader purpose Other than just profits. And so I think shareholders have spoken loudly that that's important to them. Profits are still important and share price is still important but I think our shareholders have been very clear in their feedback. It doesn't matter what the measure is, value creation, revenue, profitability. Companies that have a well knit together purpose and sustainability approach win. [ MUSIC ] [ BLANK_AUDIO ]

Making money and doing good aren’t mutually exclusive.

General Mills, Tyson Foods, Zocdoc CEOs on How to Change the World Through Business

Tom you've been the C. E. O of Tyson for just two months. It's the first time that you are a chief executive of a fortune five hundred company. So what's the most important leadership lesson that you've learnt so far in this new job. The most important leadership lesson that I think so far is that this is Something that's much broader than running a function is running an enterprise and making sure that we have an active listening [ UNKNOWN ] also involved in external approaches as well as understanding the internal mode, and leading in a way that is listening to everybody and making sure that we're taking the best most appropriate action for Tyson. It's been said that a good leader knows people, but a great leader knows himself To what extent do you think that self introspection, self analysis is so important so that you can manage and lead people? You need to understand what your limitations are, there are some things that you just are really good at that have got you to where you are in your career and there are other things that you certainly know have to sharpen your saw. So I think it's focusing on those things that you're really strong at and making sure you're taking advantage of those to elevate the average of everybody's performance. But it's focused on what do you need to also do in order to continue to get better. You're taking Tyson in a lot of new directions so when you became CEO how did you know whether this is the time to take this company and to make transformative changes versus just simple Adjustments. My predecessor was extraordinarily successful at turning around the company. So there wasn't anything that needed to be completely transformed. What I would say is, to make change, and we constantly have to change. The consumer is constantly changing. The world is changing. So, we do too. That's why it's the next level of growth that we have to be focussed on. So, my Leadership team and myself were focused on transforming the company to be prepared for the next level of growth. You've made some dramatic changes in your leadership team and some of the senior executives. How do you motivate people when you do stuff like that to stick with you and change with you? And help you execute your strategy. What I ask is that we just work together. Collaboration is really the key to success in any large company. And so when things don't feel good, work with each other. Make sure that we're taking advantage of the strong talent that we have around the table. How do you get everybody on all levels of the company to be leaders? So that they changed the things that they're supposed to be changing, and they take risks instead of playing it safe. I think the thing that people need to hear is that change is welcome, so if you see something and you know it could be better, go ahead and change it. Like, grab it. If you know it's not right, just make the change. Not that we have to do that as a vacuum or not collaborated like I said, but I think if you see it, do it. And that's what I would encourage people to continue to do and do. Tell me you've worked at a lot of companies, working your way up to the top of Titan and I'm sure you've got a lot of advice along the way, what's the best leadership advice that you ever received? And what did it stick with you? You know when I first started the business I was a dishwasher at a restaurant down the road from my house, it was three to four doors down. Where I grew up in Merrimack, New Hampshire. And I worked for a chef that used to have a very strong approach to get a delivery or responsibilities and so take your work very seriously. But don't take yourself so seriously, have fun along the way. Because I think if people take themselves too seriously and the work becomes drudgery, you're not gonna unlock the potential to go further. So the best advice I ever received was to take the business seriously but don't take yourself too seriously, that's what I'd say. [ BLANK_AUDIO ]

Tyson Foods CEO Talks to Us About Leadership

We sat down with the company’s new leader Tom Hayes.

Tom you just announced that Tyson is no longer going to use antibiotics in chickens, what made you decide that? It's the right thing to do, the consumer wants it that way, and I belive also, it's just a better overall approach. There is a lot of complexity around antibiotic resistance, but certainly in animal agriculture it's an issue and we should tackle it. So decision was made, we can do it. Lets get there, its gonna be hard work, but, its the right thing to do, so lets grab unto it. But why now? Consumer groups have been pressuring the companies to be, um, to go antibiotic free, for a long time. Why now? The reason why now, is that where we can, we've been able to push ourselves to get there. And it's a new day really for our next stage of growth. We feel like that's gonna be a key element, is doing those things that are the most important to our consumers, but also the right things for us to do at Tyson. As you know, people want clean food, fresh, organic, no preservatives. How important is this for Tyson? It's really important. The consumer does want A fewer ingredients. They want more transparency to where the food came from, how it was manufactured. So for us, it's absolutely very important. One of the things that we feel very proud of is we have great consumer insights that sort of give us the feel of to say how should our innovation be structured, what should we doing ?. And having cleaner labels is absolutely a consumer desire. Is red meat next up for no antibiotics, no preservatives? So is the balance as well in terms of what the consumer would want and also what they are going to pay for, right? So there is a lot of work we could have done to make sure we have accessible, affordable food that we can deliver at scale. It's probably too soon to ask you this because you had been at the CEO job Just for two months now. But what are the plans do you have? What is your strategy for? It's actually not too soon. Team has been working hard against us for about six months. And the strategies is on two platforms. One is to continue to be a leader and the branded proteins based. So sustainably deliver Protein pack foods and do it with a branded approach and focus on making sure the consumers excited about what you're doing. Why is that? Why is that important? The reason why we love our brands is that it represents trust. The consumer wants to develop an emotional connection to that brand. And when they do they're loyal to it and they put a trust in us we put faith in making sure that we're continuing to do the right things for them, and so that's the reason why we wanna make sure it gets more branded focused because that is a way for us to say it is endorsed by Tyson and it's something that we stand behind So do you see acquisitions fitting into this new strategy? Absolutely. What kind? You know that could be acquisitions of any sort, use your imagination, but I wouldn't go beyond protein [ LAUGH ]. What does that mean? That means it could be anything protein that's animal based protein, plant based protein, anything that has a protein element to it. Something that is nutrient dense. That's what we're looking for today. We wanna make sure we don't overpay for acquisition, of course. But it's in the protein space we're gonna be focused. Do you have something in mind? Are you already on the prowl for a acquisition? We're already on the prowl. We've been consistently on the prowl. We wanna make sure we do something that's smart. We don't wanna be Doing something that's too quick and not being thoughtful about whether or not there are synergies we can take out of it to make it financially attractive investment for us and our investors. But we are on the prowl. With all the changes that you're making, what do you want people to say about Tyson two, three years from now? So two years from now, ten years from now, I would like the public to think this is a really good company and that as a big company they're having an impact on just making the world a better place. [ BLANK_AUDIO ]

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