Being Successful in School

Max Pickel 2/19/10 Final Draft Being Successful in inculcate With the help from your impressed teachers and the praise from your parents, all you need now is to turn back into a good college and continue your schooling into a career of your choice. So, when you move hard in school, and succeed, your bods will steadily improve which then affects the musical mode a college will look at you. In case you shamt know, a college will look at your cumulative grade point average in order to decide if you are acceptable for their college. So, this is where all that fourth dimension and effort in last school pays off and gets noticed.In comparison, if you had interpreted high school lightly and not succeeded you would have had to go to confederation college, piece of work harder than you ever have for two years, then transfer step up to a university. That is a lot of work in the long digest and in all reality, it would be significantly easier to just take high school as seriously as you can. When you put forth that a great deal effort into high school a high-quality university has a better line up of noticing and accepting you because they can see how hard you are willing to work and your high school grades will display your work ethic in a very positive light.In conclusion, being successful in school is only going to benefit you in the end. You will stag your parents proud, make your teachers happy, and colleges will take notice of your work ethic and grade point average. I may be only half counsel through my junior year in high school just I already know the effects of getting first-rate grades and reaping the benefits. Its definitely not easy, but its achievable to anyone who sets their mind to it and whole works hard at it.

How Does the Early Mobile Phone Compare to those of the 21st Century? Essay

Nowadays, the usage of erratic ph whizs is one of the close to common practices that everyone indulges in and this is regardless of the age group or cultural background to which the person belongs to (Cooper, 2003, n. p. ). Undeniably, mobile phones or carrellular phones argon tools in our advanced(a) world that has changed the way by which humans accomplish their casual tasks. Moreover, further affirmation of the importance of mobile phones in our lives today is app arent(a) in the wide variability of the mobile phones that can be implant in the market (Cooper, 2003, n.p. ). However, prior to the development of these modern sign of mobile phones, these man-made gadgets have undergone rigorous and numerous alt erations over the past historic period (Cooper, 2003, n. p. ). In connection to this, the objective of this essay is to discuss the changes that these products have experience over the past few decades by utilizing a compare-and-contrast strategy to decorate the diff erence between early mobile phones and the wireless phones of the 21st century.The era of mobile phones has started with the introduction of radiotelephones for phalanx purposes which are found in ships, aircraft and troops vehicles during the 1940s (Connected Earth, 2010, n. p. ). This was actually the time when telephones were used to pass information from one military camp to another in order to hasten the military operations (Connected Earth, 2010, n. p. ).Potential usage of telephones for commercial uses were introduced in 1947 when a literary hack company in Cambridge has availed themselves mobile services in order to repair their service to the passengers and improve the profit input for their companies (Connected Earth, 2010, n. p. ). From then on, the mobile persistence has continued to develop in order to become one of the more or less dynamic industries this world has ever known (Connected Earth, 2010, n. p. ).One of the greatest parameters of the advancements that t his manufacture has encountered is seen on the features of the early mobile phones. It was state that a concept of a mobile phone in the early parts of the 1980s meant that a person was carrying a very big suitcase with a mound of electronic devices and wires inside it and is also characterized by the presence of about three-foot make antenna that was drilled through the suitcase (as cited by Gow & Smith, 2006, pg. 22).By analysis, it can be said that the early mobile phones provide a perception of a non-easy-to-carry devices and this evident in the features and characteristics of the archetypal and second extension stall phones (Memebridge, 2010, n. p. ). First multiplication cellular telephone phones was represented by the Motorola DynaTAC 8000X, considered to be the first portable mobile phone, which had the following characteristics 28 ounces in weight, dimensions of 13 x 1. 75 x 3. 5, and physical features resembling a brick (Memebridge, 2010, n. p. ).Second times c ell phones, on the other get to, was highlighted by the replacement of analog governance frequencies, about 100 to 200 grams, handheld and portable, and were significantly smaller than the first generation mobile phones (Memebridge, 2010, n. p. ). Third generation mobile phones are the type of the present cell phones that we have today (Memebridge, 2010, n. p. ). These mobile phones are characterized by the presence of all of the basic features that were developed from the first and second generation cell phones plus the addition of a number of practical features (Siegel, 2010, n. p. ). wandering(a) phones of the 21st century do not only serve communion purposes but are also being used to connect to the internet, remonstrate with friends, take pictures and videos, watch your favorite television program, and even use it as a replacement of a computer (Siegel, 2010, n. p. ). These additional features of the modern cell phones have actually revolutionize the lifestyle of man. In ad dition to these purposes, modern cell phones can be used to save the lives of people who are endanger and this is seen on the events when a person who has encountered an accident uses his or her cell phone to dial emergency services (Siegel, 2010, n.p. ). Consequently, it can be said that cell phones have indeed progressed from being brick-like, heavy, and inconvenient tools to light weight, hand held and multipurpose equipments for communication. In general, it can be said that the greatest relation of early mobile phones to cell phones of the 21st century lies in the dimensions of the cell phone, physical features, ease of communication rate, and general usability to the person. List of References Connected Earth. (2010). The origins of mobile. Retrieved 06 may 2010, from http//www.connected- earth. com/galleries/frombuttonstobytes/mobilecommunications/theoriginsofmobile/ Cooper, M. (2003). History of cell phone. Retrieved 06 May 2010, from http//inventors. about. com/cs/invento rsalphabet/a/martin_cooper. htm Gow, G. A. & Smith, R. K. (2006). planetary and Wireless Communication An Introduction. USA Mc-Graw Hill Ed. Siegel, A. (2010). Modern cell phones are more than just talk. Ezine articles. Memebridge. (2010). History of cell phones. Retrieved 06 May 2010, from http//www. historyofcellphones. net/

Infosys Case Study

illusionist client reference domain Infosys Goes to University to pee-pee Business ecumenical The quality of the courses is in truth good and the materials argon mellowly salutary designed. We fix also had extremely strong feedback from Infosys lag who set about unblemished courses at vaticinator University. Dr Subhash Chandra Rastogi, Head, opening Solutions honorary society, Infosys Technologies Ltd Infosys Technologies Ltd (NASDAQ INFY) defines, designs, and delivers IT-en sufficientd occupancy solutions.These solutions focus on providing clients with strategic eminence and operational superiority. Infosys gains these solutions by leverage its domain and calling expertise to volunteer a complete range of services. For the fiscal stratum ending meet 31, 2007, Infosys recorded revenues of much than US$3 one thousand million with net income of over US$850 million. Infosys is a NASDAQ degree centigrade company. Infosys uses a spheric alliance with prophet to deliver prophet-based systems and services to clients earthwide.These enable businesses to build a to a greater extent conciliatory architecture to erect faster deployment of new applications, bring home the bacon a fused view of their global supply chain, reduce cost by leveraging global sourcing, or employ predictive capabilities to operate emerging opportunities or avert looming obstacles. To support Infosys status as a Global SI married personrecognized at the Worldwide qualified Advantage Partner level illusionist has provided elongated tuition support by dint of its prophesier University educational resource.More than 3,000 Infosys employees globally sacrifice benefited by dint of vaticinator University-based knowledge, enable them to deliver seer crossings and services to a high level of expertise. vaticinator University courses typically run between five and 15 days, depending on the complexness of the product and associated business process changes. The q uality of the courses is rattling good and the materials are extremely well designed, say Dr Subhash Chandra Rastogi, head of the endeavor Solutions Academy at Infosys. We have also had extremely strong feedback from Infosys mental faculty who have completed courses at prophet University. Copyright 2008, illusionist. every(prenominal) rights reserved. prophesier is a registered brandmark of prophet Corporation and/or its affiliates. opposite label whitethorn be authentications of their single consumeers. Published February 2008 Infosys Technologies Ltd Bangalore, India www. infosys. com Industry Professional service Annual tax income US$3. 09 one thousand thousand Employees 80,500 prophet Products &038 Services seer University Key BenefitsEnsured more than 100 staff are certified in prophet E-Business retinue, do them to deliver the solution to customers worldwide Provided feedback into the beta meter reading of oracle E-Business retinue Enabled staff around the world to undertake training in their own time via online courses Enabled more than 3,000 employees to take various Oracle University learning syllabuss by dint of a range of delivery modes Oracle Customer Case get a line Upskilling Delivers Results Infosys is one of the worlds most speedily growing consulting and cultivation technology services companies. In 2007, the companys revenues crossed US$3 billion.Key to the companys advantage is its low-risk, high-quality Global sales talk Model, whereby work is broken up into logical components to be completed in the most efficient location. With staff numbers ascent sharply, in 2003 Infosys created an Enterprise Solutions Academy (ES Academy) within the company to manage the educational requirements of everyone from new recruits to 20- division veterans. The ES Academy currently has to service an annual inhalant that reached 1,740 engineers and MBA graduates in 2006. This is a very different concept for a systems integrator, entirely we had to ensure our staff could get the expertise nd attestation required to service our clients to the very highest level, tell Dr Rastogi. While the ES Academy itself provides an extensive portfolio of training and hallmark courses, the academy has partnered with Oracle University to provide its consultants with training in Oracle products. Oracle is constantly growing its portfolio of solutions, upgrading existing products, and acquiring new product companies, said Dr Rastogi. Oracle University provides expert, in-depth training across the Oracle rooms of products and services. There is no point in us trying to collimate this effort or invest in something we dont involve to, he added. dynamic in the Oracle University program brings benefits to Infosys other than a more proficient workforce. As a strategic partner to Oracle, Infosys piece of tail also give way knowledge to the development of new Oracle products and services. We did alter to the beta certific ation of Oracle E-Business Suite, with more than 150 Infosys consultants providing input to Oracle University as to where the product could be improved, said Dr Rastogi. We now have more than 100 state certified in Oracle E-Business Suitemore than anyone else in the world and they continue to provide lots of input to Oracle as well as staying appraised of new developments. Copyright 2008, Oracle. All rights reserved. Oracle is a registered trademark of Oracle Corporation and/or its affiliates. Other name calling may be trademarks of their respective owners. Published February 2008 Oracle Customer Case write up Oracle University Reviews Infosys Curriculum It often becomes viable for the ES Academy to deliver Oracle courses inheringly based on the level of demand, or for some basal products.For example, 85% of consultants that delimitate in relatively vanilla extract products such as Oracle9i Database are trained in-house, with the remaining 15% initiate courses at Oracle Uni versity. To ensure quality, we engaged Oracle University to review our program content, materials, and questions for course attendees, said Dr Rastogi. They give us sound advice that ensures we deliver the outmatch possible internal courses. These courses do not cover newer products, or products interpreted on through acquisition of companies such as Hyperion or Demantra. nearly 95% of consultants that specialize in these new areas take the relevant courses from Oracle University. Overcoming the Tyranny of space Infosys burgeoning growth within India and worldwide has created a geographically distributed organization that makes delivering personal training, a sometimes costly exercise. This has posed a problem for us because people in India are not confine to alternatives such as e-learning, said Dr Rastogi. People prefer to come to a classroom. In addition, the firewall we apply across our systems prevents Infosys employees from viewing blow audio and video. To create more tractableness for staff to access the online courses available through Oracle University, Infosys is establishing e-libraries in offices in Pune, Mangalore, and Hyderabad. These currently include 20 PCs where staff tooshie access streaming audio and video. This number is expected to grow to 100150 by late 2008 across various locations in India. Employees operative in europium and the U. S. are already benefiting from streaming audio and video. The availability of online courses through Oracle University means staff will be able to undertake training without disrupting their client work.The benefits of e-learning apply to staff outside India as well. Our certification program applies to employees regardless of Copyright 2008, Oracle. All rights reserved. Oracle is a registered trademark of Oracle Corporation and/or its affiliates. Other names may be trademarks of their respective owners. Published February 2008 Oracle Customer Case Study country, said Dr Rastogi. We have 25 to 3 0 staff who specialize in Oracle E-Business Suite who work in Europe or the U. S. share Ambitious Employees to carry Ahead A certification from Oracle University potbelly provide driven employees with an edge in the competitive Infosys culture. Because its an outside certification, it provides good brand for an employee, said Dr Rastogi. They become of greater value to Infosys and to our customers. Infosys Technologies Ltd (NASDAQ INFY) defines, designs, and delivers ITenabled business solutions. For the fiscal year ended March 31, 2007, Infosys recorded revenues of more than US$3 billion with net income of over US$850 million. Copyright 2008, Oracle. All rights reserved. Oracle is a registered trademark of Oracle Corporation and/or its affiliates. Other names may be trademarks of their respective owners. Published February 2008Infosys Case StudyOracle Customer Case Study Infosys Goes to University to Build Business Worldwide The quality of the courses is very good and the materials are extremely well designed. We have also had extremely strong feedback from Infosys staff who have completed courses at Oracle University. Dr Subhash Chandra Rastogi, Head, Enterprise Solutions Academy, Infosys Technologies Ltd Infosys Technologies Ltd (NASDAQ INFY) defines, designs, and delivers IT-enabled business solutions.These solutions focus on providing clients with strategic differentiation and operational superiority. Infosys creates these solutions by leveraging its domain and business expertise to offer a complete range of services. For the fiscal year ending March 31, 2007, Infosys recorded revenues of more than US$3 billion with net income of over US$850 million. Infosys is a NASDAQ 100 company. Infosys uses a global alliance with Oracle to deliver Oracle-based systems and services to clients worldwide.These enable businesses to build a more flexible architecture to support faster deployment of new applications, achieve a consolidated view of their global s upply chain, reduce costs by leveraging global sourcing, or employ predictive capabilities to exploit emerging opportunities or avert looming obstacles. To support Infosys status as a Global SI Partnerrecognized at the Worldwide Certified Advantage Partner levelOracle has provided extensive training support through its Oracle University educational resource.More than 3,000 Infosys employees globally have benefited through Oracle University-based knowledge, enabling them to deliver Oracle products and services to a high level of expertise. Oracle University courses typically run between five and 15 days, depending on the complexity of the product and associated business process changes. The quality of the courses is very good and the materials are extremely well designed, said Dr Subhash Chandra Rastogi, head of the Enterprise Solutions Academy at Infosys. We have also had extremely strong feedback from Infosys staff who have completed courses at Oracle University. Copyright 2008, Oracle. All rights reserved. Oracle is a registered trademark of Oracle Corporation and/or its affiliates. Other names may be trademarks of their respective owners. Published February 2008 Infosys Technologies Ltd Bangalore, India www. infosys. com Industry Professional Services Annual Revenue US$3. 09 billion Employees 80,500 Oracle Products &038 Services Oracle University Key BenefitsEnsured more than 100 staff are certified in Oracle E-Business Suite, qualifying them to deliver the solution to customers worldwide Provided feedback into the beta version of Oracle E-Business Suite Enabled staff around the world to undertake training in their own time via online courses Enabled more than 3,000 employees to take various Oracle University learning programs through a range of delivery modes Oracle Customer Case Study Upskilling Delivers Results Infosys is one of the worlds most rapidly growing consulting and information technology services companies. In 2007, the companys revenues cros sed US$3 billion.Key to the companys success is its low-risk, high-quality Global Delivery Model, whereby work is broken up into logical components to be completed in the most efficient location. With staff numbers rising sharply, in 2003 Infosys created an Enterprise Solutions Academy (ES Academy) within the company to manage the educational requirements of everyone from new recruits to 20-year veterans. The ES Academy currently has to service an annual intake that reached 1,740 engineers and MBA graduates in 2006. This is a very different concept for a systems integrator, but we had to ensure our staff could get the expertise nd certification needed to service our clients to the very highest level, said Dr Rastogi. While the ES Academy itself provides an extensive portfolio of training and certification courses, the academy has partnered with Oracle University to provide its consultants with training in Oracle products. Oracle is constantly growing its portfolio of solutions, upgr ading existing products, and acquiring new product companies, said Dr Rastogi. Oracle University provides expert, in-depth training across the Oracle suite of products and services. There is no point in us trying to duplicate this effort or invest in something we dont need to, he added. Participating in the Oracle University program brings benefits to Infosys other than a more skilled workforce. As a strategic partner to Oracle, Infosys can also contribute knowledge to the development of new Oracle products and services. We did contribute to the beta certification of Oracle E-Business Suite, with more than 150 Infosys consultants providing input to Oracle University as to where the product could be improved, said Dr Rastogi. We now have more than 100 people certified in Oracle E-Business Suitemore than anyone else in the world and they continue to provide lots of input to Oracle as well as staying appraised of new developments. Copyright 2008, Oracle. All rights reserved. Oracle i s a registered trademark of Oracle Corporation and/or its affiliates. Other names may be trademarks of their respective owners. Published February 2008 Oracle Customer Case Study Oracle University Reviews Infosys Curriculum It often becomes viable for the ES Academy to deliver Oracle courses internally based on the level of demand, or for some basic products.For example, 85% of consultants that specialize in relatively vanilla products such as Oracle9i Database are trained in-house, with the remaining 15% undertaking courses at Oracle University. To ensure quality, we engaged Oracle University to review our curriculum content, materials, and questions for course attendees, said Dr Rastogi. They give us sound advice that ensures we deliver the best possible internal courses. These courses do not cover newer products, or products taken on through acquisition of companies such as Hyperion or Demantra.About 95% of consultants that specialize in these new areas take the relevant courses from Oracle University. Overcoming the Tyranny of Distance Infosys burgeoning growth within India and worldwide has created a geographically distributed organization that makes delivering face-to-face training, a sometimes costly exercise. This has posed a problem for us because people in India are not used to alternatives such as e-learning, said Dr Rastogi. People prefer to come to a classroom. In addition, the firewall we apply across our systems prevents Infosys employees from viewing streaming audio and video. To create more flexibility for staff to access the online courses available through Oracle University, Infosys is establishing e-libraries in offices in Pune, Mangalore, and Hyderabad. These currently include 20 PCs where staff can access streaming audio and video. This number is expected to grow to 100150 by late 2008 across various locations in India. Employees working in Europe and the U. S. are already benefiting from streaming audio and video. The availability of on line courses through Oracle University means staff will be able to undertake training without disrupting their client work.The benefits of e-learning apply to staff outside India as well. Our certification program applies to employees regardless of Copyright 2008, Oracle. All rights reserved. Oracle is a registered trademark of Oracle Corporation and/or its affiliates. Other names may be trademarks of their respective owners. Published February 2008 Oracle Customer Case Study country, said Dr Rastogi. We have 25 to 30 staff who specialize in Oracle E-Business Suite who work in Europe or the U. S. Helping Ambitious Employees to Get Ahead A certification from Oracle University can provide ambitious employees with an edge in the competitive Infosys culture. Because its an external certification, it provides good branding for an employee, said Dr Rastogi. They become of greater value to Infosys and to our customers. Infosys Technologies Ltd (NASDAQ INFY) defines, designs, and deliver s ITenabled business solutions. For the fiscal year ended March 31, 2007, Infosys recorded revenues of more than US$3 billion with net income of over US$850 million. Copyright 2008, Oracle. All rights reserved. Oracle is a registered trademark of Oracle Corporation and/or its affiliates. Other names may be trademarks of their respective owners. Published February 2008

Punitive Articles of the Ucmj Article 89 Essay

Any person subject to this chapter who be assimilates with disrespect to state of ward his winner fit out police ships policeman sh either be punished as a try whitethorn direct.Context.(1) That the accuse did or omitted current acts or used accredited language to or concerning a certain commissioned incumbent (2) That much(prenominal) deportment or language was directed toward that officer (3) That the officer toward whom the acts, omissions, or excogitates were directed was the captain commissioned officer of the incriminate (4) That the charge then knew that the commissioned officer toward whom the acts, omissions, or words were directed was the criminates headmaster commissioned officer and (5) That, chthonian the circumstances, the behavior or language was disrespectful to that commissioned officer.Explanation.(1) Superior commissioned officer.(a) Accused and dupe in same armed force. If the accuse and the victim ar in the same armed force, the victim is a p asse-partout commissioned officer of the incriminate when either maestro in set up or look across to the accused however, the victim is non a superscript commissioned officer of the accused if the victim is inferior in omit, even though hypernym in rank.(b) Accused and victim in different armed forces. If the accused and the victim atomic number 18 in different armed forces, the victim is a superior commissioned officer of the accused when the victim is a commissioned officer and superior in the chain of eclipse over the accused or when the victim, not a medical officer or a chaplain, is senior in pattern to the accused and both are detained by a hostile entity so that recourse to the normal chain of command is prevented. The victim is not a superior commissioned officer of the accused merely because the victim is superior in patsy to the accused.(c) Execution of office. It is not necessary that the superior commissioned officer be in the proceeding of office at th e time of the disrespectful behavior.(2) Knowledge. If the accused did not have sex that the person against whom the acts or words were directed was the accuseds superior commissioned officer, the accused whitethorn not be convicted of a infringement of this name. Knowledge may be proved by circumstantial evidence.(3) Disrespect. disrespectful behavior is that which detracts from the respect due the potency and person of a superior commissioned officer. It may consist of acts or language, however expressed, and it is immaterial whether they touch to the superior as an officer or as a hole-and-corner(a) individual. Disrespect by words may be conveyed by disgraceful epithets or early(a) contemptuous or denunciatory language. Truth is no defense. Disrespect by acts acknowledges neglecting the customary salute, or showing a marked disdain, indifference, insolence, impertinence, undue familiarity, or other rudeness in the movement of the superior officer.(4) Presence. It is n ot essential that the disrespectful behavior be in the presence of the superior, but ordinarily one should not be held accountable chthonian this term for what was express or done in a purely private conversation.(5) Special defenseunprotected victim. A superior commissioned officer whose conduct in relation to the accused at a lower place solely the circumstances departs substantially from the required standards appropriate to that officers rank or position under similar circumstances loses the protection of this article. That accused may not be convicted of being disrespectful to the officer who has so lost the entitlement to respect protected by Article 89.Nonjudicial Punishment (Article 15) commanders Tool for Discipline ART. 15. COMMANDING OFFICERS NON-JUDICIAL penalisation(a) Under much(prenominal)(prenominal) regulations as the President may prescribe, and under such additional regulations as may be prescribed by the repository interested, limitations may be pl aced on the powers granted by this article with respect to the kind and touchstone of penalization authorized, the categories of irresponsible officers and warrant officers utilization command authorized to exercise those powers, the applicability of this article to an accused who demands es offer by court-martial, and the kinds of courts-martial to which the case may be referred upon such a demand. However, notwith stand up in the case of a member attached to or embarked in a vessel, punishment may not be enforce upon each member of the armed forces under this article if the member has, before the botheration of such punishment, demanded trial by court-martial in lieu of such punishment.Under similar regulations, rules may be prescribed with respect to the fracture of punishments authorized by regulations of the Secretary concerned, a commanding officer utilisation general court-martial jurisdiction or an officer of general or flag rank in command may delegate his powers under this article to a principal assistant. (b) Subject to subsection (a) any commanding officer may, in addition to or in lieu of reproof or reprimand, impose one or much(prenominal) of the following disciplinal punishments for minor offenses without the intervention of a court-martial (1) Upon officers of his command(A) Restriction to certain qualify limits, with or without suspension from duty, for not to a great extent(prenominal) than 30 square geezerhood (B) if obligate by an officer exercising general court-martial jurisdictions or an officer of general flag rank in command (i) arrest in quarters for not more than 30 concomitant old age (ii) forfeiture of not more than one-half of one calendar months gift per month for ii months (iii) restriction to certain specified limits, with or without suspension from duty, for not more than 60 full-strength geezerhood (iv) clutches of not more than one-half of one months reach per month for three months (2) upon other personnel of his command(A) if oblige upon a person attached to or embarked in a vessel, parturiency on net income and water or diminished rations for not more than three consecutive days (B) correctional durance for not more than septette consecutive days (C) forfeiture of not more than seven-spot days pay(D) reduction to the next inferior pay scotch, if the grade from which demoted is within the promotion ascendancy of the officer imposing the reduction or any officer confederate to the one who imposes the reduction (E) plain duties, including frighten off or other duties, for not more than 14 consecutive days (F) restriction to certain specified limits, with or without suspension from duty, for not more than 14 consecutive days (G) detainment of not more than 14 days pay(H) if imposed by an officer of the grade of study or lieutenant commander, or above (i) the punishment authorized under clause (A)(ii) correctional custody for not more than 30 consecutive days (iii) forfeiture of not more than one-half of one months pay per month for devil months (iv) reduction to the lowest or any intermediate pay grade, if the grade from which demoted is within the promotion authority of the officer imposing the reduction or any officer subordinate to the one who imposes the reduction, by an enlisted member in a pay grade above E-4 may not be reduced more than two pay grades (v) supererogatory duties, including fatigue or other duties, for not more than 45 consecutive days (vi) restriction to certain specified limits, with or without suspension from duty, for not more than 60 consecutive days (vii) clutch of not more than one-half of one months pay per month for three months.Detention of pay shall be for a state period of not more than one year but if the offenders term of service expires earlier, the detention shall terminate upon that expiration. No two or more of the punishments of arrest in quarters, parturiency or bread and water or diminished rations, correctional custody, extra duties, and restriction may be combined to run consecutively in the maximum criterion impossible for each. Whenever any of those punishments are combined to run consecutively, there essential be an apportionment. In addition, forfeiture of pay may not be combined with detention of pay without an apportionment. For the purpose of this subsection, correctional custody is the visible restraint of a person during duty or non-duty hours and may intromit extra duties, fatigue duties, or hard labor. If practicable, correctional custody impart not be served in immediate association with persons awaiting trial or held in confinement pursuant to trial by court-martial. (c) An officer in charge may impose upon enlisted members assigned to the unit of which he is in charge such of the punishment authorized under subsection (b)(2)(A)-(G) as the Secretary concerned may specifically prescribe by regulation.(d) The officer who imposes the punishment au thorized in subsection (b), or his successor in command, may, at any time, suspend probationally any part or amount of the unexecuted punishment imposed and may suspend probationally a reduction in grade or forfeiture imposed under subsection (b), whether or not executed. In addition, he may, at any time, remit or mitigate any part or amount of the unexecuted punishment imposed and may set aside in whole or in part the punishment, whether executed or unexecuted, and restore all rights, privileges and property affected. He may also mitigate reduction in grade to forfeiture or detention of pay. When mitigating (1) arrest in quarters to restriction(2) confinement on bread and water or diminished rations to correctional custody (3) correctional custody confinement on bread and water or diminished rations to extra duties or restriction, or both or (4) extra duties to restriction the mitigated punishment shall not be for a greater period than the punishment mitigated. When mitigating forf eiture of pay to detention of pay, the amount of detention shall not be greater than the amount of the forfeiture. When mitigating reduction in grade to forfeiture or detention of pay, the amount of the forfeiture or detention shall not be greater than the amount that could have been imposed ab initio under this article by the officer who imposed the punishment mitigated.(e) A person punished under this article who considers his punishment unjust or disproportionate to the offense may, through proper channels, appeal to the next superior authority. The appeal shall be promptly forwarded and decided, but the person punished may in the meantime be required to undergo the punishment ad legal expertd. The superior authority may exercise the same powers with respect to punishment imposed as may be exercised under subsection (d) by the officer who imposed the punishment. Before acting on appeal from a punishment of(1) arrest in quarters for more than seven days(2) correctional custod y for more than seven days(3) forfeiture of more than seven days pay(4) reduction of one or more pay grades from the fourth or a higher pay grade(5) extra duties for more than 14 days(6) restriction for more than 14 days or(7) detention of more than 14 days pay the authority who is to act on the appeal shall refer the case to a judge advocate or a lawyer of theDepartment of Transportation for esteem and advice, and may so refer the case upon appeal from any punishment imposed under subsection (b). (f) The imposition and enforcement of disciplinary punishment under this article for any act or omission is not a bar to trial by court-martial for a serious abuse or offense growing out of the same act or omission, and not properly punishable under this article but the detail that a disciplinary punishment has been enforced may be shown by the accuse upon trial, and when so shown shall be considered in determining the measure of punishment to be adjudged in the event of a finding of gu ilty. (g) The Secretary concerned may, by regulation, prescribe the form of records to be kept under this article and may also prescribe that certain categories of those proceedings shall be in writing. CUSTOMS4-1. The legions has its own tradition, both official and social. Some have been handed down from the distant past age others are of relatively recent origin. Those impost that endure stand on their own merits. As a long set up social organization, the Army observes a spell of customs that add to the interest, pleasure, and benignancy of Army life.Often it is these customs and traditions, contrasted to the civilian eye but solemn to the soldier, that keep the man in the uniform going in the unexciting times of peace. In war they keep him fighting at the front. The fiery regimental spirit lovingly polished over decades and centuries possesses him in the face of the enemy. The soldier fights for the regiment, his battalion, his company, his platoon, his section, his comrade.4-2. A custom is an established practice. Customs include positive actions-things you do, and taboos-things you avoid. All established arts, trades, and professions, all races of people, all nations, and even different sections of the same nation have their own practices and customs by which they govern a part of their lives.4-3. Many Army customs compliment procedures required by military courtesy, while others add to the graciousness of garrison life. The breach of some Army customs merely brands the offender as ignorant, careless, or ill bred. Violations of other Army customs, however, will impart official censure or disciplinary action. The customs of the Army are its common law. These are a few * Never criticize the Army or a leader in public.* Never go over the heads of superiors-dont jump the chain of command. * Never offer excuses.* Never relegate a superiors rank by saying something like, the set-back sergeant wants this done now, when in fact the first sergeant said no such thing. Speak with your own voice. * Never turn and qualifying away to avoid giving the hand salute. * Never run at heart or pretend you dont hear (while driving, for example) to avoid standing reveille or retreat. * Never appear in uniform while under the influence of alcohol. * If you dont know the answer to a superiors question, you will never go wrong with the response, I dont know sir, but Ill find out.COURTESIES4-4. address among members of the Armed Forces is vital to maintain discipline. Military courtesy means smashing manners and politeness in dealing with other people. Courteous behavior provides a basis for developing good human relations. The distinction amongst civilian and military courtesy is that military courtesy was developed in a military atmosphere and has become an integral part of fortune in uniform.4-5. most forms of military courtesy have some tete-a-tete in civilian life. For example, we train soldiers to say sir or maam when talking to a higher ranking officer. Young men and women are sometimes taught to say sir to their fathers or maam to their mothers and likewise to other elders. It is often considered good manners for a younger person to say sir or maam when speaking to an older person. The use of the word sir is also common in the business world, such as in the salutation of a letter or in any well-ordered institution.4-6. Military courtesy is not a one-way street. Enlisted personnel are expected to be courteous to officers and likewise officers are expected to relent the courtesy. Mutual respect is a vital part of military courtesy. In the final analysis, military courtesy is the respect shown to each other by members of the same profession. Some of the Armys more common courtesies include rendering the hand salute, standing at attention or butt on rest, or even addressing others by their rank.

Audited Report of Tyson Food

UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D. C. 20549 FORM 10-K X Annual Report pursuant(predicate) to fragment 13 or 15(d) of the Securities deepen numeral of 1934 For the pecuniary category ended September 29, 2012 Transition Report Pursuant to Section 13 or 15(d) of the Securities Exchange playact of 1934 For the transition hitch from to 001-14704 (Commission File Number) ______________________________________________ (Ex constitute put up of registrant as specified in its charter) _____________________________________________ TYSON FOODS, INC. Delaw atomic physique 18 (State or an opposite(prenominal) jurisdiction of incorporation or organization) 71-0225165 (I. R. S. Employer Identification No. ) 2200 Don Tyson comp atomic number 18kway, Springdale, Arkansas (Address of principal decision discharger offices) 72762-6999 (Zip Code) Registrants teleph iodin number, including ara code Securities Registered Pursuant to Section 12(b) of the Act Titl e of Each fellowship Class A usual bear, Par Value $0. 0 (479) 290-4000 Name of Each Exchange on Which Registered tonic York Stock Exchange Securities Registered Pursuant to Section 12(g) of the Act Not relevant Indicate by look mark if the registrant is a well-kn ca design season issuer, as defined in Rule 405 of the Securities Act. Yes X No Indicate by command mark if the registrant is non supplicated to blame reports pursuant to Section 13 or Section 15(d) of the Act.Yes No X Indicate by check mark whether the registrant (1) has filed from each one reports compulsory to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for much(prenominal) shorter period that the registrant was undeniable to file much(prenominal)(prenominal) reports), and (2) has been casing to such filing requirements for the de phonationed 90 days. Yes X No Indicate by check mark whether the registrant has submitted electronic on the wholey and persuadeed on its corporate web site, if some(prenominal), every Interactive teaching File required to be submitted and posted pursuant to Rule 405 of standard S-T (232. 05 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes X No Indicate by check mark if disclosure of delinquent filers pursuant to stage 405 of Regulation S-K is non contained herein, and testament not be contained, to the best of registrants knowledge, in definitive proxy or breeding narratements incorporated by reference in Part trinity of this produce 10-K or every amendment to this Form 10-K. Indicate by check mark whether the registrant is a bulky accelerate filer, an accelerated filer, a non-accelerated filer, or a sm in aller reporting phoner. See definitions of man-sized accelerated filer, accelerated filer and smaller reporting confederacy in Rule 12b-2 of the Exchange Act. Large a ccelerated filer X Non-accelerated filer (Do not check if a smaller reporting company) Accelerated filer Smaller reporting company Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act).Yes No X On parade 31, 2012, the aggregate securities persistence repute of the registrants Class A super C Stock, $0. 10 par value (Class A rootage), and Class B coarse Stock, $0. 10 par value (Class B stock), held by non-affiliates of the registrant was $5,551,806,987 and $340,008, respectively. Class B stock is not manly listed for trade on any change or market place system. However, Class B stock is convertible into Class A stock on a sh ar-for-sh ar basis, so the market value was calcu after-hoursd establish on the market price of Class A stock.On October 27, 2012, thither were 288,751,385 sh bes of Class A stock and 70,015,755 sh atomic number 18s of Class B stock great. INCORPORATION BY REFERENCE Portions of the r egistrants definitive Proxy description for the registrants Annual Meeting of Sh beholders to be held February 1, 2013, atomic number 18 incorporated by reference into Part III of this Annual Report on Form 10-K. TABLE OF CONTENTS PAGE PART I circumstance 1. position 1A. office staff point 1B. Item 2. Item 3. Item 4. PART II Item 5. Item 6. Item 7. Item 7A. Item 8. Item 9. Item 9A. Item 9B. PART III Item 10. Item 11. Item 12. Item 13. Item 14.PART IV Item 15. Business fortune Factors Unresolved Staff Comments Properties intelligent Proceedings Mine Safety Disclosures 3 7 12 12 13 13 merchandise for Registrants Common Equity, Related sh atomic number 18owner Matters and Issuer Purchases of Equity Securities Selected fiscal Data Managements Discussion and abstract of fiscal Condition and Results of Operations Quantitative and Qualitative Disclosures About Market Risk Financial Statements and Supplementary Data Changes in and Dis proportionatenesss With Accountants on expl anation and Financial Disclosure Controls and Procedures Other Information 5 17 18 36 38 81 81 81 Directors, Executive incumbents and embodied ecesis Executive Compensation trade protection Ownership of authoritative practiced Owners and Management and Related Stockholder Matters Certain Relationships and Related Transactions, and Director emancipation Principal Accounting Fees and Services 82 82 82 82 82 Exhibits, Financial Statement Schedules 83 2 PART I ITEM 1. BUSINESS GENERAL Founded in 1935, Tyson Foods, Inc. nd its subsidiaries (collectively, Company, we, us or our) ar one of the worlds largest sum protein companies and the second-largest nutrient end product company in the Fortune 500 with one of the most accept brand tropes in the nutrient manufacturing. We produce, distri howevere and market yellowish, plain, porc, nimble pabulums and related allied products. Our trading trading operations ar conducted in four segments Chicken, quetch, pork barrel barrel and fain Foods.Some of the key factors influencing our art ar guest regard for our products the top executive to suffer and begin relationships with guests and introduce unexampled and innovative products to the marketplace approach expertness of international markets market prices for our products the greet of croak oxen and hogs, black stuffs, texture and melt down ingredients and operating efficiencies of our facilities.We patch up for a fully vertically interconnected bird mathematical product process. Our integrated operations consist of breeding stock, bewilder growers, nourishment issue, processing, nevertheless-processing, merchandise and acid of yellow and related allied products, including wolf and pet food for thought ingredients. Through our wholly-owned subsidiary, Cobb-Vantress, Inc. (Cobb), we are one of the bullocking poultry breeding stock suppliers in the world.Investing in breeding stock look for and go upment allows us to breed into our flocks the characteristics found to be most desirable. We similarly process run low fed cows and hogs and fabricate dressed sound off and pork carcasses into primal and sub-primal meat cuts, case ready beef and pork and fully-cooked meats. In addition, we derive value from allied products such as hides and multifariousness meats sold to notwithstanding processors and differents. We produce a wide range of spanking, value-added, nipping and refrigerated food products.Our products are marketed and sold primarily by our sales staff to grocery retailers, grocery wholesalers, meat distributors, wareho phthisis club stores, military commissaries, industrial food processing companies, chain restaurants or their distributors, international trade companies and interior(prenominal) distributors who serve restaurants, food beneficial operations such as plant and shallow cafeterias, convenience stores, hospitals and early(a) vendors. additionally, sales t o the military and a portion of sales to international markets are made through self- escorting brokers and trading companies.We urinate a 50/50 peg casualty with Syntroleum Corporation, called Dynamic Fuels LLC (Dynamic Fuels), which produces re new-fashionedable synthetic fuels. Construction of production facilities was completed in late fiscal 2010, and initial production began in October 2010. FINANCIAL INFORMATION OF SEGMENTS We operate in four segments Chicken, Beef, porc and Prepared Foods. The contribution of each segment to cabbage sales and operating income (loss), and the identifiable as perplexs attributable to each segment, are set forrad in Note 16 atom Reporting of the Notes to amalgamated Financial Statements.DESCRIPTION OF SEGMENTS Chicken Chicken operations admit breeding and education poulets, as well as processing hold water white- awake(p)reds into fresh, cold and valueadded chicken products and logistics operations to go bad products through the come out chain. Products are marketed domestic helpally to food retailers, foodservice distributors, restaurant operators, hotel chain and uncommercialised foodservice establishments such as schools, healthcare facilities, the military and early(a) food processors, as well as to international markets. It similarly embarrasss sales from allied products and our chicken breeding stock subsidiary.Beef Beef operations admit processing live fed cattle and fabricating dressed beef carcasses into primal and sub-primal meat cuts and case-ready products. This segment be boldnesss embroils sales from allied products such as hides and descriptor meats, as well as logistics operations to pop off products through the lend chain. Products are marketed domestically to food retailers, foodservice distributors, restaurant operators, hotel bonds and noncommercial foodservice establishments such as schools, healthcare facilities, the military and former(a) food processors, as well as to international markets.Pork Pork operations include processing live market hogs and fabricating pork carcasses into primal and sub-primal cuts and caseready products. This segment alike includes our live swine group, related allied product processing activities and logistics operations to move products through the bring out chain. Products are marketed domestically to food retailers, foodservice distributors, restaurant operators, hotel chains and noncommercial foodservice establishments such as schools, healthcare acilities, the military and different food processors, as well as to international markets. 3 Prepared Foods Prepared Foods operations include manufacturing and merchandising frozen and refrigerated food products and logistics operations to move products through the supply chain. Products include pepperoni, bacon, beef and pork pizza toppings, pizza crusts, flour and corn tortilla products, appetizers, active repasts, ethnic foods, soups, sauces, side dishes, meat dish es and tasteful meats.Products are marketed domestically to food retailers, foodservice distributors, restaurant operators, hotel chains and noncommercial foodservice establishments such as schools, healthcare facilities, the military and new(prenominal) food processors, as well as to international markets. The leave alones from Dynamic Fuels are include in Other. RAW MATERIALS AND SOURCES OF SUPPLY Chicken The primary lancinating materials utilize in our chicken operations are corn and soybean plant meal used as feed in and live chickens outgrowth primarily by in enumerateent weigh growers.Our vertically-integrated chicken process begins with the grandparent breeder flocks and ends with broilers for processing. breeder flocks (i. e. , grandparents) are tackd to maturity in grandparent growing and laying farms where fertile eggs are produced. Fertile eggs are incubated at the grandparent hatchery and produce pullets (i. e. , parents). Pullets are direct to breeder houses , and the leading eggs are sent to our hatcheries. Once chicks prevail hatched, they are sent to broiler farms.There, baffle growers care for and raise the chicks according to our standards, with advice from our technical service personnel, until the broilers reach the desired processing fish. Adult chickens are transported to processing plants where they are slaughtered and converted into finished products, which are then sent to distribution centers and delivered to clients. We operate our own feed mills to produce scientifically-formulated feeds. In fiscal 2012, corn, soybean meal and other feed ingredients were major production tolls, re bearing roughly 69% of our cost of growing a live chicken.In addition to feed ingredients to grow the chickens, we use preparedness ingredients, packaging materials and cryogenic agents. We believe our sources of supply for these materials are tolerable for our devote needs, and we do not anticipate any worry in acquiring these material s in the afterlife. While we produce nearly all our inventory of breeder chickens and live broilers, we also secure live, ice-packed or bone chicken to meet production and sales requirements. Beef The primary untoughened materials used in our beef operations are live cattle.We do not have facilities of our own to raise cattle but exercise cattle buyers dictated throughout cattle producing areas who visit unconditional feed yards and public auctions and buy live cattle on the open temporary hookup market. These buyers are trained to select high property animals, and we continually broadside their cognitive process. We also enter into mingled risk-sharing and procurement arrangements with producers to secure a supply of blood line for our facilities. We believe the sources of supply of live cattle are adequate for our present needs. Pork The primary in the buff materials used in our pork operations are live hogs.The majority of our live hog supply is obtained through var ious procurement relationships with independent producers. We employ buyers who make purchase agreements of various date durations as well as purchase hogs on a daily basis, popularly a few days earlier the animals are processed. These buyers are trained to select high quality animals, and we continually measure their performance. We believe the sources of supply of live hogs are adequate for our present needs. Additionally, we raise a number of weanling swine to allot to independent finishers and supply a minimal nub of live swine for our own processing needs.Prepared Foods The primary raw materials used in our prepared foods operations are goodlyness based raw materials, including chicken, beef, pork, corn, flour and vegetables. Some of these raw materials are go awayd by our other segments, era others whitethorn be purchased from numerous suppliers and manufacturers. We believe the sources of supply of raw materials are adequate for our present needs. SEASONAL DEMAND De mand for chicken and beef products usually increases during the spring and summer months and normally decreases during the winter months.Pork and prepared foods products generally experience increase involve during the winter months, primarily due to the holiday season, while lead decreases during the spring and summer months. CUSTOMERS Wal-Mart Stores, Inc. accounted for 13. 8% of our fiscal 2012 consoli projectd sales. Sales to Wal-Mart Stores, Inc. were included in the Chicken, Beef, Pork and Prepared Foods segments. whatever extended discontinuance of sales to this customer could, if not replaced, have a material concern on our operations. No other single customer or customer group represented more(prenominal) than 10% of fiscal 2012 merged sales. COMPETITION Our food products compete with those of other food producers and processors and sealed prepared food manufacturers. Additionally, our food products compete in markets more or less the world. We try on to achiev e a leading market position for our products via our principal marketing and competitive strategy, which includes identifying target markets for value-added products concentrating production, sales and marketing efforts to appeal to and enhance look at from those markets and utilizing our national distribution systems and customer support services.Past efforts indicate customer motive can be increased and sustained through application of our marketing strategy, as supported by our distribution systems. The principal competitive elements are price, product refuge and quality, brand identification, breadth and depth of product offerings, availableness of products, customer service and credit harm. INTERNATIONAL We sold products to approximately cxxx countries in fiscal 2012. Major sales markets include Brazil, Canada, Central America, China, the European Union, Japan, Mexico, the Middle East, Russia, South Korea, Taiwan, Ukraine and Vietnam.We have the following international o perations Tyson de Mexico, a Mexican subsidiary, is a vertically-integrated poultry production company Cobb-Vantress, a chicken breeding stock subsidiary, has business interests in Argentina, Brazil, the friar preacher Republic, India, Japan, the Netherlands, Peru, the Philippines, Russia, Spain, Sri Lanka, Turkey, the join domain and Venezuela Tyson do Brazil, a Brazilian subsidiary, is a vertically-integrated poultry production company Shandong Tyson, a Chinese subsidiary, is a vertically-integrated poultry production company Tyson Dalong, a joint punt in China in which we have a majority interest, is a chicken further processing facility Jiangsu-Tyson, a Chinese subsidiary, is a vertically-integrated poultry production company and Godrej Tyson Foods, a joint venture in India in which we have a majority interest, is a poultry processing business. Our Tyson do Brazil, Shandong Tyson and Jiangsu-Tyson subsidiaries are soon in start-up phase. We stick to evaluate developm ent opportunities in strange countries.Additional information regarding exporting sales, perdurable assets located in unlike countries and income (loss) from contrary operations is set forth in Note 16 Segment Reporting of the Notes to Consolidated Financial Statements. RESEARCH AND DEVELOPMENT We conduct continuous research and development activities to change product development, to automate manual processes in our processing plants and growout operations, and to improve chicken breeding stock. Our Discovery Center includes 19 research kitchens and a USDA-inspected buffer depot plant. The Discovery Center enables us to bring new market-leading retail and foodservice products to the customer quickly and efficiently. Research and development costs sum totaled $43 million, $42 million, and $38 million in fiscal 2012, 2011 and 2010, respectively.ENVIRONMENTAL REGULATION AND FOOD safety device Our facilities for processing chicken, beef, pork and prepared foods, milling feed and housing live chickens and swine are subject to a variety of federal, state and local environmental laws and regulations, which include provisions relating to the discharge of materials into the environment and generally provide for defense of the environment. We believe we are in substantial ossification with such applicable laws and regulations and are not aware of any violations of such laws and regulations likely to take in material penalties or material increases in compliance costs. The cost of compliance with such laws and regulations has not had a material unbecoming inwardness on our big(p) expenditures, earnings or competitive position, and except as described infra, is not anticipated to have a material unfortunate way out in the early day. Congress and the joined States Environmental Protection office staff are packing various options to check greenhouse gas emanations.It is unclear at this time when or if such options will be closingized, or what th e final form whitethorn be. Due to the un truety surrounding this issue, it is premature to contemplate on the specific nature of jolts that cunning of greenhouse gas emission controls would have on us, and whether such dazes would have a material perverse instal. 5 We work to ensure our products meet high standards of food safety and quality. In addition to our own internal Food Safety and step Assurance oversight and review, our chicken, beef, pork and prepared foods products are subject to recap prior to distribution, primarily by the coupled States De resolvement of Agriculture (USDA) and the fall in States Food and Drug Administration (FDA).We are also participants in the United States Hazard Analysis Critical Control Point (HACCP) program and are subject to the Sanitation Standard Operating Procedures and the Public Health Security and Bioterrorism Preparedness and resolution Act of 2002. EMPLOYEES AND LABOR RELATIONS As of September 29, 2012, we employed approxim ately 115,000 employees. Approximately 96,000 employees were employed in the United States and 19,000 employees were in foreign countries, primarily China, Mexico and Brazil. Approximately 29,000 employees in the United States were subject to collective negotiate agreements with various working class unions, with approximately 19% of those employees included under agreements expiring in fiscal 2013.The remaining agreements expire over the adjacent several years. Approximately 8,000 employees in foreign countries were subject to collective bargaining agreements. We believe our overall relations with our workforce are good. MARKETING AND dissemination Our principal marketing objective is to be the primary provider of chicken, beef, pork and prepared foods products for our customers and consumers. As such, we utilize our national distribution system and customer support services to achieve the leading market position for our products. On an ongoing basis, we identify distinct marke ts and business opportunities through continuous consumer and market research.In addition to supporting strong regional brands across multiple protein lines, we get to the Tyson brand and Tyson owned brands primarily through well-defined product-specific advertising and public relations efforts focused toward key consumer targets with specific needs. These efforts are knowing to present key Tyson products as everyday solutions to relevant consumer problems thereby becoming part of regular eating routines. We have the world power to produce and ship fresh, frozen and refrigerated products worldwide. Domestically, our distribution system extends to a broad network of food distributors and is supported by our owned or leased cold storage stores, public cold storage facilities and our transportation system.Our distribution centers accumulate fresh and frozen products so we can fill and consolidate less-than-truckload orders into full truckloads, thereby decreasing exaltation costs w hile increasing customer service. In addition, we provide our customers a wide salternative of products that do not require large volume orders. Our distribution system enables us to supply large or small quantities of products to meet customer requirements anywhere in the Continental United States. Internationally, we utilize both rail and truck refrigerated transportation to domestic ports, where consolidations take place to transport to foreign destinations. PATENTS AND TRADEMARKS We have filed a number of patents and trademarks relating to our processes and products that either have been approved or are in the process of application.Be feature we do a significant amount of brand name and product line advertising to promote our products, we consider the protection of our trademarks to be important to our marketing efforts. We also have developed non-public proprietary information regarding our production processes and other product-related field of studys. We utilize internal pr ocedures and safeguards to protect the confidentiality of such information and, where appropriate, seek patent and/or trademark protection for the technology we utilize. application PRACTICES Our agreements with customers are generally short-term, primarily due to the nature of our products, industry practices and fluctuations in supply, demand and price for such products.In accepted instances where we are selling further processed products to large customers, we may enter into written agreements whereby we will act as the exclusive or preferred supplier to the customer, with pricing terms that are either fixed or variable. AVAILABILITY OF SEC FILINGS AND corporate GOVERNANCE DOCUMENTS ON INTERNET WEBSITE We withstand an internet website for investors at http//ir. tyson. com. On this website, we make available, free of charge, yearly reports on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and all amendments to any of those reports, as soon as reasonably practicable after we electronically file such reports with, or furnish to, the Securities and Exchange Commission.Also available on the website for investors are the Corporate Governance Principles, Audit Committee charter, Compensation Committee charter, Governance Committee charter, Nominating Committee charter, Code of Conduct and Whistleb take down Policy. Our corporate politics documents are available in print, free of charge to any shareowner who requests them. 6 CAUTIONARY STATEMENTS RELEVANT TO FORWARD-LOOKING INFORMATION FOR THE PURPOSE OF rubber HARBOR PROVISIONS OF THE PRIVATE SECURITIES LITIGATION REFORM ACT OF 1995 Certain information in this report constitutes advance(a) statements. Such forward-looking statements include, but are not termed to, current views and estimates of our outlook for fiscal 2013, other future economic circumstances, industry conditions in domestic and international markets, our performance and pecuniary dissolvents (e. g. debt levels, r eturn on invested capital, value-added product growth, capital expenditures, tax rate, adit to foreign markets and dividend policy). These forward-looking statements are subject to a number of factors and un receivedties that could run our certain results and experiences to differ materially from anticipated results and expectations expressed in such forward-looking statements. We wish to caution readers not to place undue belief on any forward-looking statements, which speak only as of the date made. We undertake no obligation to update any forward-looking statements, whether as a result of new information, future events or other than.Among the factors that may father 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 handiness 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 ambition from other international and domestic food processors, supply and pricing of competing products and preference proteins and demand for alternative proteins (iv) successful rationalization of lively facilities and operating efficiencies of the facilities (v) risks associated with our trade good purchasing activities (vi) entrance fee to foreign markets together with foreign economic conditions, including notes fluctuations, import/export restrictions and foreign politics (vii) outbreak of a store distemper (such as avian influenza AI) or bovine spongiform brain malady (BSE)), which could have an adverse effect on blood line we own, the availability of gillyflower 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 con tract growers and our ability to maintain good relationships with employees, labor unions, contract growers and independent producers providing us strain (ix) issues related to food safety, including costs resulting from product recalls, restrictive 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 account statement standards, tax laws, environmental laws, pastoral laws and occupational, health and safety laws (xv) our ability to make effective acquisitions or joint ventures and successfully integrate newly acqui red businesses into existing operations (xvi) effectiveness of advertising and marketing programs and (xvii) those factors listed under Item 1A. Risk Factors. ITEM 1A. RISK FACTORS These risks, which should be considered carefully with the information provided elsewhere in this report, could materially adversely mend our business, pecuniary condition or results of operations. Additional risks and uncertainties not currently known to us or that we currently estimate to be immaterial also may materially adversely act our business, pecuniary condition or results of operations. Fluctuations in commodity prices and in the availability of raw materials, especially feed grains, live cattle, live swine and other inputs could negatively impact our earnings.Our results of operations and monetary condition are dependent upon the cost and supply of raw materials such as feed grains, live cattle, live swine, energy and ingredients, as well as the selling prices for our products, many of which are determined by constantly changing market forces of supply and demand over which we have limited or no control. Corn, soybean meal and other feed ingredients are major production costs for vertically-integrated poultry processors such as us, representing roughly 69% of our cost of growing a live chicken in fiscal 2012. As a result, fluctuations in prices for these feed ingredients, which include competing demand for corn and soybean meal for use in the manufacture of renewable energy, can adversely scratch our earnings. exertion of feed ingredients is affected by, among other things, weather patterns throughout the world, the global level of supply inventories and demand for grains and other feed ingredients, as well as agricultural and energy policies of domestic and foreign governments. We have cattle under contract at feed yards owned by third parties however, most of the cattle we process are purchased from independent producers. We have cattle buyers located throughou t cattle producing areas who visit feed yards and buy live cattle on the open spot market. We also enter into various risk-sharing and procurement arrangements with producers who attend secure a supply of line of descent for daily start-up operations at our facilities.The majority of our live swine supply is obtained through procurement arrangements with independent producers. We also employ buyers who purchase hogs on a daily basis, generally a few days before the animals are required for processing. In addition, we raise live swine and sell feeder pigs to independent producers for feeding to processing weight and have contract growers feed a minimal amount of company-owned live swine for our own processing needs. Any decrease in the supply of cattle or swine on the spot market could increase the price of these raw materials and further increase per head cost of production due to lower potentiality utilization, which could adversely affect our pecuniary results. 7Market supply and demand and the prices we begin for our products may fluctuate due to competition from other food producers and processors. We human face competition from other food producers and processors. Some of the factors on which we compete and which may drive demand for our products include price product safety and quality brand identification breadth and depth of product offerings availability of our products and competing products customer service and credit terms. Demand for our products also is affected by competitors promotional spending, the effectiveness of our advertising and marketing programs, and the availability or price of competing proteins.We tackle to obtain prices for our products that reflect, in part, the price we must soften for the raw materials that go into our products. If we are not able to obtain higher prices for our products when the price we pay for raw materials increases, we may be unable to maintain positive margins. Outbreaks of livestock diseas es can adversely impact our ability to conduct our operations and demand for our products. Demand for our products can be adversely impacted by outbreaks of livestock diseases, which can have a significant impact on our financial results. Efforts are taken to control disease risks by adherence to good production practices and extensive precautionary measures designed to ensure the health of livestock.However, outbreaks of disease and other events, which may be beyond our control, either in our own livestock or cattle and hogs owned by independent producers who sell livestock to us, could significantly affect demand for our products, consumer perceptions of certain protein products, the availability of livestock for purchase by us and our ability to conduct our operations. Moreover, the outbreak of livestock diseases, particularly in our Chicken segment, could have a significant effect on the livestock we own by requiring us to, among other things, terminate any affected livestock. Furthermore, an outbreak of disease could result in political restrictions on the import and export of our products to or from our suppliers, facilities or customers. This could also result in negative promotion that may have an adverse effect on our ability to market our products successfully and on our financial results.We are subject to risks associated with our international activities, which could negatively affect our sales to customers in foreign countries, as well as our operations and assets in such countries. In fiscal 2012, we sold products to approximately 130 countries. Major sales markets include Brazil, Canada, Central America, China, the European Union, Japan, Mexico, the Middle East, Russia, South Korea, Taiwan, Ukraine and Vietnam. Our sales to customers in foreign countries for fiscal 2012 totaled $5. 5 billion, of which $4. 0 billion related to export sales from the United States. In addition, we had approximately $564 million of long-lived assets located in fo reign ountries, primarily Brazil, China, Mexico and India, at the end of fiscal 2012. As a result, we are subject to various risks and uncertainties relating to international sales and operations, including imposition of tariffs, quotas, trade barriers and other trade protection measures imposed by foreign countries regarding the importation of poultry, beef and pork products, in addition to import or export licensing requirements imposed by various foreign countries closing of borders by foreign countries to the import of poultry, beef and pork products due to animal disease or other perceived health or safety issues impact of currency exchange rate fluctuations between the U. S. ollar and foreign currencies, particularly the Brazilian real, the British pound sterling, the Canadian dollar, the Chinese renminbi, the European euro, and the Mexican peso political and economic conditions difficulties and costs associated in complying with, and enforcement of remedies under, a wide variety of complex domestic and international laws, dish outies and regulations, including, without limitation, the United States Foreign Corrupt Practices Act and economic and trade sanctions enforced by the United States Department of the treasurys Office of Foreign Assets Control different regulatory structures and unforeseen changes in regulatory environments tax rates that may exceed those in the United States and earnings that may be subject to withholding requirements and additive taxes upon repatriation potentially negative consequences from changes in tax laws and distribution costs, disruptions in shipping or reduced availability of freight transportation. 8 Negative consequences relating to these risks and uncertainties could jeopardise or limit our ability to transact business in one or more of those markets where we operate or in other growth markets and could adversely affect our financial results. We depend on the availability of, and good relations with, o ur employees. We have approximately 115,000 employees, approximately 37,000 of whom are covered by collective bargaining agreements or are members of labor unions. Our operations depend on the availability and relative costs of labor and maintaining good relations with employees and the labor unions.If we fail to maintain good relations with our employees or with the labor unions, we may experience labor strikes or work stoppages, which could adversely affect our financial results. We depend on contract growers and independent producers to supply us with livestock. We contract primarily with independent contract growers to raise the live chickens processed in our poultry operations. A majority of our cattle and hogs are purchased from independent producers who sell livestock to us under marketing contracts or on the open market. If we do not attract and maintain contracts with growers or maintain marketing and purchasing relationships with independent producers, our production opera tions could be negatively affected. If our products become foul, we may be subject to product liability claims and product recalls.Our products may be subject to contamination by disease-producing organisms or pathogens, such as Listeria monocytogenes, Salmonella and E. coli. These organisms and pathogens are found generally in the environment therefore, there is a risk that one or more, as a result of food processing, could be present in our products. These organisms and pathogens also can be introduced to our products as a result of improper handling at the further processing, foodservice or consumer level. These risks may be controlled, but may not be eliminated, by adherence to good manufacturing practices and finished product testing. We have little, if any, control over handling procedures once our products have been shipped for distribution.Even an inadvertent shipment of contaminated products may be a violation of law and may lead to increased risk of exposure to product li ability claims, product recalls (which may not entirely mitigate the risk of product liability claims), increased scrutiny and penalties, including injunctive relief and plant closings, by federal and state regulatory agencies, and adverse publicity, which could exacerbate the associated negative consumer reaction. Any of these occurrences may have an adverse effect on our financial results. Our operations are subject to general risks of litigation. We are involved on an on-going basis in litigation arising in the ordinary course of business or otherwise. Trends in litigation may include class actions involving consumers, shareholders, employees or injured persons, and claims relating to commercial, labor, habit, antitrust, securities or environmental fields.Litigation trends and the result of litigation cannot be predicted with certainty and adverse litigation trends and outcomes could adversely affect our financial results. Our level of financial obligation and the terms of ou r indebtedness could negatively impact our business and liquidity position. Our indebtedness, including borrowings under our revolving credit facility, may increase from time to time for various reasons, including fluctuations in operating results, working capital needs, capital expenditures and possible acquisitions, joint ventures or other significant initiatives. Our consolidated indebtedness level could adversely affect our business because t may limit or cocker our ability to obtain support in the future our credit ratings (or any decrease to our credit ratings) could restrict or retard our ability to access capital markets at desired interest rates and increase our borrowing costs it may reduce our flexibility to resolve to changing business and economic conditions or to take advantage of business opportunities that may arise a portion of our cash flow from operations must be dedicated to interest payments on our indebtedness and is not available for other purposes an d it may restrict our ability to pay dividends. Our revolving credit facility contains affirmative and negative covenants that, among other things, may limit or restrict our ability to create liens and encumbrances incur debt merge, dissolve, liquidate or consolidate dispose of or transfer assets change the nature of our business consume in certain transactions with affiliates and enter into sale/leaseback or hedging transactions, in each case, subject to certain qualifications and exceptions.In addition, we are required to maintain minimum interest expense coverage and maximum debt to capitalization ratios. Our 4. 50% cured notes due June 2022 also contain affirmative and negative covenants that, among other things, may limit or restrict our ability to create liens secure in certain sale/leaseback transactions and engage in certain consolidations, mergers and sales of assets. 9 An profanement in the carrying value of goodwill could negatively impact our consolidated results of operations and net worth. Goodwill is initially enter at fair value and is not amortized, but is reviewed for impairment at least annually or more frequently if impairment indicators are present.In assessing the carrying value of goodwill, we make estimates and assumptions about sales, operating margins, growth rates and neglect rates based on budgets, business plans, economic projections, anticipated future cash flows and marketplace data. There are inherent uncertainties related to these factors and focusings judgment in applying these factors. Goodwill valuations have been calculated mainly using an income approach based on the present value of future cash flows of each reporting unit and are believed to reflect market participant views which would exist in an exit transaction. Under the income approach, we are required to make various judgmental assumptions about appropriate discount rates.Disruptions in global credit and other financial markets and deterioration of economi c conditions, could, among other things, cause us to increase the discount rate used in the goodwill valuations. We could be required to evaluate the recoverability of goodwill prior to the annual assessment if we experience disruptions to the business, un pass judgment significant declines in operating results, divestiture of a significant component of our business or sustained market capitalization declines. These types of events and the resulting analyses could result in goodwill impairment charges in the future, which could be substantial. As of September 29, 2012, we had $1. 9 billion of goodwill, which represented approximately 16% of total assets. Domestic and international government regulations could impose material costs.Our operations are subject to extensive federal, state and foreign laws and regulations by authorities that care food safety standards and processing, packaging, storage, distribution, advertising, labeling and export of our products. Our facilities for p rocessing chicken, beef, pork, prepared foods and milling feed and for housing live chickens and swine are subject to a variety of international, federal, state and local laws relating to the protection of the environment, including provisions relating to the discharge of materials into the environment, and to the health and safety of our employees. Our domestic chicken, beef and pork processing facilities are participants in the HACCP program and are subject to the Public Health Security and Bioterrorism Preparedness and Response Act of 2002.In addition, our products are subject to inspection prior to distribution, primarily by the USDA and the FDA. Also, our livestock procurement and poultry growout activities are regulated by the Grain Inspection, Packers and Stockyards Administration, which is part of USDAs Marketing and Regulatory Programs. exit of or failure to obtain necessary permits and registrations could look into or foil us from meeting current product demand, introdu cing new products, building new facilities or acquiring new businesses and could adversely affect operating results. Additionally, we are routinely subject to new or modified laws, regulations and accounting standards.If we are found to be out of compliance with applicable laws and regulations in these or other areas, we could be subject to civil remedies, including fines, injunctions, recalls or asset seizures, as well as potential criminal sanctions, any of which could have an adverse effect on our financial results. A material acquisition, joint venture or other significant initiative could affect our operations and financial condition. We periodically evaluate potential acquisitions, joint ventures and other initiatives (collectively, transactions), and we may seek to expand our business through the acquisition of companies, processing plants, technologies, products and services, which could include material transactions.A material transaction may involve a number of risks, incl uding failure to realize the anticipated benefits of the transaction difficulty integrating acquired businesses, technologies, operations and personnel with our existing business diversion of management attention in connection with negotiating transactions and integrating the businesses acquired exposure to unforeseen or unrevealed liabilities of acquired companies and the need to obtain additional debt or equity financing for any transaction. We may not be able to address these risks and successfully develop these acquired companies or businesses into profitable units. If we are unable to do this, such expansion could adversely affect our financial results.Market fluctuations could negatively impact our operating results as we hedge certain transactions. Our business is exposed to fluctuating market conditions. We use derivative financial instruments to reduce our exposure to various market risks including changes in commodity prices, interest rates and foreign exchange rates . We hold certain positions, primarily in grain and livestock futures, that do not delimit as hedges for financial reporting purposes. These positions are marked to fair value, and the unrealized gains and losses are inform in earnings at each reporting date. Therefore, losses on these contracts will adversely affect our reported operating results.While these contracts reduce our exposure to changes in prices for commodity products, the use of such instruments may finally limit our ability to benefit from raiseable commodity prices. Deterioration of economic conditions could negatively impact our business. Our business may be adversely affected by changes in economic conditions, including inflation, interest rates, access to capital markets, consumer spending rates, energy availability and costs (including fuel surcharges) and the effects of governmental initiatives to manage economic conditions. Any such changes could adversely affect the demand for our products, or the cost and availability of our needed raw materials, cooking ingredients and packaging materials, thereby negatively affecting our financial results. 10Disruptions in global credit and other financial markets and deterioration of economic conditions, could, among other things make it more difficult or costly for us to obtain financing for our operations or investments or to refinance our debt in the future cause our lenders to depart from prior credit industry practice and make more difficult or expensive the granting of any amendment of, or waivers under, our credit agreement to the extent we may seek them in the future impair the financial condition of some of our customers and suppliers thereby increasing customer bad debts or nonperformance by suppliers negatively impact global demand for protein products, which could result in a reduction of sales, operating ncome and cash flows decrease the value of our investments in equity and debt securities, including our marketable debt s ecurities, company-owned life insurance and pension and other postretirement plan assets negatively impact our commodity purchasing activities if we are required to record losses related to derivative financial instruments or impair the financial viability of our insurers. Changes in consumer preference could negatively impact our business. The food industry in general is subject to changing consumer trends, demands and preferences. Trends within the food industry change often, and failure to identify and react to changes in these trends could lead to, among other things, reduced demand and price reductions for our products, and could have an adverse effect on our financial results. The loss of one or more of our largest customers could negatively impact our business.Our business could suffer significant setbacks in sales and operating income if our customers plans and/or markets change significantly or if we lost one or more of our largest customers, including, for example, Wal-Mar t Stores, Inc. , which accounted for 13. 8% of our sales in fiscal 2012. Many of our agreements with our customers are short-term, primarily due to the nature of our products, industry practice and the fluctuation in demand and price for our products. The consolidation of customers could negatively impact our business. Our customers, such as supermarkets, warehouse clubs and food distributors, have consolidated in recent years, and consolidation is expected to continue throughout the United States and in other major markets.These consolidations have produced large, sophisticated customers with increased buying power who are more sure-footed of operating with reduced inventories, opposing price increases, and demanding lower pricing, increased promotional programs and specifically tailored products. These customers also may use shelf infinite currently used for our products for their own private label products. Because of these trends, our volume growth could slow or we may need to lower prices or increase promotional spending for our products, any of which would adversely affect our financial results. natural factors or forces beyond our control could negatively impact our business.Natural disasters, fire, bioterrorism, pandemic or extreme weather, including droughts, floods, excessive cold or heat, hurricanes or other storms, could impair the health or growth of livestock or interfere with our operations due to power outages, fuel shortages, damage to our production and processing facilities or disruption of transportation channels, among other things. Any of these factors, as well as disruptions in our information systems, could have an adverse effect on our financial results. Media campaigns related to food production present risks. Media outlets, including new social media platforms, provide the opportunity for individuals or organizations to publicize inappropriate or inaccurate stories or perceptions about our Company or the food production industry.S uch practices have the ability to cause damage to our brands, the industry generally, or consumers perceptions of our Company or the food production industry and may result in negative publicity and adversely affect our financial results. Our renewable energy ventures and other initiatives cogency not be successful. We have been exploring ways to convert animal fats and other by-products from our operations into value-added products. For example, our joint venture Dynamic Fuels produces renewable synthetic fuels. We will continue to explore other ways to commercialize opportunities outside our sum of money business, such as renewable energy and other technologically-advanced platforms.These initiatives might not be as financially successful as we initially announced or might expect due to factors that include, but are not limited to, availability of tax credits, competing energy prices, failure to operate at the volumes anticipated, abilities of our joint venture partners and our limited experience in some of these new areas. 11 Tyson Limited Partnership can exercise significant control. As of September 29, 2012, Tyson Limited Partnership (the TLP) owns 99. 977% of the outstanding shares of the Companys Class B Common Stock, $0. 10 par value (Class B stock) and the TLP and members of the Tyson family own, in the aggregate, 2. 53% of the outstanding shares of the Companys Class A Common Stock, $0. 10 par value (Class A stock), giving them, collectively, control of approximately 71. 2% of the total voting power of the Companys outstanding voting stock. At this time, the TLP does not have a managing general partner, as such, the management rights of the managing general partner may be exercised by a majority of the percentage interests of the general partners. As of September 29, 2012, Mr. prank Tyson, Chairman of the Board of Directors, has 33. 33% of the general partner percentage interests, and Ms. Barbara Tyson, a director of the Company, has 11. 115% gene ral partner percentage interests (the remaining general partnership interests are held by the Tyson Partnership Interest Trust (44. 44%) and Harry C. Erwin, III (11. 15%)). As a result of these holdings, positions and directorships, the partners in the TLP have the ability to exert substantial influence or actual control over our management and affairs and over substantially all matters requiring action by our stockholders, including amendments to our restated certificate of incorporation and by-laws, the election and removal of directors, any proposed merger, consolidation or sale of all or substantially all of our assets and other corporate transactions. This concentration of ownership may also delay or prevent a change in control otherwise favored by our other stockholders and could depress our stock price.Additionally, as a result of the Tyson familys significant ownership of our outstanding voting stock, we are eligible for controlled company exemptions from certain corporate g overnance requirements of the New York Stock Exchange. ITEM 1B. UNRESOLVED STAFF COMMENTS None ITEM 2. PROPERTIES We have production and distribution operations in the following states Alabama, Arkansas, Georgia, Illinois, Indiana, Iowa, Kansas, Kentucky, Mississippi, Missouri, Nebraska, New Mexico, New York, magnetic north Carolina, okey, Pennsylvania, South Carolina, Tennessee, Texas, Virginia, Washington and Wisconsin. We also have sales offices throughout the United States.Additionally, we, either directly or through our subsidiaries, have sales offices, facilities or participate in joint venture operations in Argentina, Brazil, Canada, China, the Dominican Republic, Hong Kong, India, Japan, Mexico, the Netherlands, Peru, the Philippines, Russia, South Korea, Spain, Sri Lanka, Taiwan, Thailand, the United Arab Emirates, the United Kingdom and Venezuela. Owned Chicken Segment Processing plants Rendering plants Blending mills Feed mills Broiler hatcheries Breeder houses Broiler farm houses Beef Segment end product Facilities Pork Segment Production Facilities Prepared Foods Segment Processing Plants Distribution Centers Cold Storage Facilities 59 15 39 63 593 758 12 9 22 10 67 Number of Facilities Leased 1 2 9 760 1,089 1 7 14 Capacity(1) per week at September 29, 2012 47 million head 174,000 head 448,000 head 46 million pounds Total 60 15 2 41 72 1,353 1,847 12 9 23 17 81 Fiscal 2012 Average Capacity Utilization 88% 76% 90% 85% Chicken Processing Plants Beef Production Facilities Pork Production Facilities Prepared Foods Processing Plants (1) Capacity based on a five day week for Chicken and Prepared Foods, while Beef and Pork are based on a sestet day week. 12 Chicken Chicken processing plants include various phases of slaughtering, dressing, cutting, packaging, deboning and furtherprocessing.We also have 16 pet food operations, which are part of the Chicken processing plants. The blending mills, feed mills and broiler hatcheries have able capacit y to meet the needs of the chicken growout operations. Beef Beef plants include various phases of slaughtering live cattle and fabricating beef products. Some also treat and tan hides. The Beef segment includes three case-ready operations that share facilities with the Pork segment. One of the beef facilities contains a tallow refinery. Carcass facilities reduce live cattle to dressed carcass form. Processing facilities conduct fabricating operations to produce boxed-in(a) beef and allied products.Pork Pork plants include various phases of slaughtering live hogs and fabricating pork products and allied products. The Pork segment includes three case-ready operations that share facilities with the Beef segment. Prepared Foods Prepared Foods plants process fresh and frozen chicken, beef, pork and other raw materials into pizza toppings, branded and processed meats, appetizers, prepared meals, ethnic foods, soups, sauces, side dishes, pizza crusts, flour and corn tortilla products and m eat dishes. Our Dynamic Fuels joint venture produces renewable synthetic fuels. Construction of production facilities was completed in late fiscal 2010, and initial production began in October 2010.Dynamic Fuels operates one plant with designed annual capacity of 75 million gallons. We believe our present facilities are generally adequate and qualified for our current purposes however, seasonal fluctuations in inventories and production may occur as a reaction to market demands for certain products. We regularly engage in construction and other capital melioration projects intended to expand capacity and improve the efficiency of our processing and support facilities. We also consider the efficiencies of our operations and may from time to time consider changing the number or type of plants we operate to align with our capacity needs. ITEM 3.LEGAL PROCEEDINGS Refer to the description of certain legal transactions pending against us under Part II, Item 8, Notes to Consolidated Fin ancial Statements, Note 19 Commitments and Contingencies, which discussion is incorporated herein by reference. Listed below are certain additional legal proceedings involving the Company and/or its subsidiaries. On October 23, 2001, a putative class action lawsuit styled R. Lynn Thompson, et al. vs. Tyson Foods, Inc. was filed in the District courtroom for mayes County, Oklahoma by three property owners on behalf of all owners of lakefront property on Grand Lake O the Cherokees. Simmons Foods, Inc. and Peterson Farms, Inc. also are defendants. The plaintiffs allege the defendants operations diminished the water quality in the lake thereby interfering with the plaintiffs use and enjoyment of their properties.The plaintiffs sought injunctive relief and an unspecified amount of compensatory damages, retributive damages, attorneys fees and costs. While the District Court certified a class, on October 4, 2005, the Court of Civil Appeals of the State of Oklahoma reversed, holding the p laintiffs claims were not suitable for disposition as a class action. This decision was upheld by the Oklahoma Supreme Court and the case was remanded to the District Court with instructions that the matter proceed only on behalf of the three named plaintiffs. Plaintiffs seek injunctive relief, restitution and compensatory and punitive damages in an unspecified amount in excess of $10,000.We and the other defendants have denied liability and asserted various defenses. The defendants have requested a trial date, but the court has not yet scheduled the matter for trial. Since 2003, nine lawsuits have been brought against us and several other poultry companies by approximately 150 plaintiffs in Washington County, Arkansas Circuit Court (Green v. Tyson Foods, Inc. , et al. , Bible v. Tyson Foods, Inc. , Beal v. Tyson Foods, Inc. , et al. , McWhorter v. Tyson Foods, Inc. , et al. , McConnell v. Tyson Foods, Inc. , et al. , Carroll v. Tyson Foods, Inc. , et al. , Belew v. Tyson Foods, Inc . , et al. , Gonzalez v. Tyson Foods, Inc. , et al. , and Rasco v. Tyson Foods, Inc. , et al. alleging that the land application of poultry litter caused arsenic and morbific mold and fungi contamination of the air, soil and water in and around Prairie Grove, Arkansas and seeking recovery for several types of personal injuries, including several forms of cancer. On August 2, 2006, the Court granted summary judgment in favor of Tyson and the other poultry company defendants in the first case to go to trial, which the plaintiffs appealed, and the trial court stayed the remaining eight lawsuits pending the appeal. On May 8, 2008, the Arkansas Supreme Court reversed the summary judgment and remanded for a new trial. The remanded trial was held and the jury returned a verdict in our favor.The plaintiffs appealed this verdict to the Arkansas Supreme Court, which affirmed the verdict and denied the plaintiffs petition for rehearing. The second trial, in the beginning scheduled for Octobe r 22, 2012, was canceled and no new trial date has been set. Other Matters We currently have approximately 115,000 employees and, at any time, have various employment practices matters outstanding. In the aggregate, these matters are significant to the Company, and we devote significant resources to managing employment issues. Additionally, we are subject to other lawsuits, investigations and claims (some of which involve substantial amounts) arising out of the conduct of our business.While the ultimate results of these matters cannot be determined, they are not expected to have a material adverse effect on our consolidated results of operations or financial position. ITEM 4. MINE SAFETY DISCLOSURES Not applicable. 13 EXECUTIVE OFFICERS OF THE beau monde Our officers serve one year terms from the date of their election, or until their successors are appointed and qualified. No family relationships exist among these officers. The name, title, age and year of initial election to exec utive office of our executive officers are listed below Name laconic T. Calaway Kenneth J. Kimbro Donnie King Dennis Leatherby James V. Lochner Donnie Smith John Tyson David L.Van Bebber Noel White Title higher-ranking evil President, Controller and Chief Accounting ships officer Senior Vice President, Chief Human Resources Officer Senior Group Vice President, fowl and Prepared Foods Executive Vice President and Chief Financial Officer Chief Operating Officer President and Chief Executive Officer Chairman of the Board of Directors Executive Vice President and General way Senior Group Vice President, Fresh Meats Age 39 59 50 52 60 53 59 56 54 Year Elected Executive Officer 2012 2009 2009 1994 2005 2008 2011 2008 2009 Curt T. Calaway was appointed Senior Vice President, Con