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  • 10-K (Mar 29, 2016)
  • 10-K (Apr 27, 2015)
  • 10-K (Mar 25, 2015)
  • 10-K (Apr 28, 2014)
  • 10-K (Mar 20, 2014)

 
Quarterly Reports

 
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Smithfield Foods 10-K 2015
2014 10K


UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549

FORM 10-K

 ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
For the twelve months ended : December 28, 2014

Commission file number: 1-15321
 
SMITHFIELD FOODS, INC.
 
 
(Exact name of registrant as specified in its charter)
 
 
Virginia
 
52-0845861
(State or other jurisdiction of
incorporation or organization)
 
(I.R.S. Employer
Identification No.)
200 Commerce Street
Smithfield, Virginia
 
23430
(Address of principal executive offices)
 
(Zip Code)
(757) 365-3000
(Registrant’s telephone number, including area code)
Securities registered pursuant to Section 12(b) of the Act:
None

Securities registered pursuant to Section 12(g) of the Act:
None
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.    Yes  o    No  þ
 
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act.    Yes  þ    No  o
 
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.    Yes  o    No  þ
 
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to rule 405 of Regulation S-T during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files).     Yes  þ    No  o
 
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K.  þ
 
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company. See the definitions of “large accelerated filer,” “accelerated filer” and “smaller reporting company” in Rule 12b-2 of the Exchange Act. 
Large accelerated filer  o            Accelerated filer  o            Non-accelerated filer  þ            Smaller reporting company  o
 
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act).    Yes  o    No  þ
 
As of June 27, 2014, there was no established public trading market for the common stock of the registrant and therefore, an aggregate market value of the registrant's shares is not determinable.
At March 25, 20151,000 shares of the registrant’s Common Stock (no par value per share) were outstanding.

DOCUMENTS INCORPORATED BY REFERENCE
None





SMITHFIELD FOODS, INC.
TABLE OF CONTENTS
 
 
 
 
 
PAGE
PART I
ITEM 1.
ITEM 1A.
ITEM 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.


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PART I
 
ITEM 1.
BUSINESS
 
GENERAL DEVELOPMENT OF BUSINESS 
Smithfield Foods, Inc., together with its subsidiaries (the “Company,” "Smithfield," “we,” “us” or “our”), began as a pork processing operation called The Smithfield Packing Company, founded in 1936 by Joseph W. Luter and his son, Joseph W. Luter, Jr. Through a series of acquisitions starting in 1981, we have become the largest pork processor and hog producer in the world. 
We produce and market a wide variety of fresh meat and packaged meats products both domestically and internationally.  We operate in a cyclical industry and our results are affected by fluctuations in commodity prices. Additionally, some of the key factors influencing our business are customer preferences and demand for our products; our ability to maintain and grow relationships with customers; the introduction of new and innovative products to the marketplace; accessibility to international markets for our products including the effects of any trade barriers; and operating efficiencies of our facilities. 
We conduct our operations through five reportable segments: Fresh Pork, Packaged Meats, Hog Production, International and Corporate. The Fresh Pork segment consists of our U.S. fresh pork operations. The Packaged Meats segment consists of our U.S. packaged meats operations. The Hog Production segment consists of our U.S. hog production operations. The International segment is comprised mainly of our meat processing and distribution operations in Poland, Romania and the United Kingdom, our interests in meat processing operations, mainly in Western Europe and Mexico, our hog production operations located in Poland and Romania and our interests in hog production operations in Mexico. The Corporate segment provides management and administrative services to support our other segments. See "Item 8. Financial Statements and Supplementary Data-Note 15Reportable Segments" for additional information about changes to our reportable segments during the current year.
On September 26, 2013 (the Merger Date), pursuant to the Agreement and Plan of Merger dated May 28, 2013 (the Merger Agreement) with WH Group Limited, formerly Shuanghui International Holdings Limited, a corporation formed under the laws of the Cayman Islands hereinafter referred to as WH Group, the Company merged with Sun Merger Sub, Inc., a Virginia corporation and wholly owned subsidiary of WH Group (Merger Sub), in a transaction hereinafter referred to as the Merger. As a result of the Merger, the Company survived as a wholly owned subsidiary of WH Group.
The Merger has enabled Smithfield to continue to execute on its strategic priorities while maintaining brand excellence and its commitment to environmental stewardship and animal welfare. We have established Smithfield as the world's leading vertically integrated pork processor and hog producer with best-in-class operations and outstanding food safety practices. Operationally, we have become part of an enterprise that shares our belief in global opportunities and our commitment to the highest standards of product safety and quality. With our shared expertise and leadership, we expect to continue to work on accelerating a global expansion strategy as part of WH Group.
On January 16, 2014, the Company elected to change its fiscal year end from the 52 or 53 week period which previously ended on the Sunday nearest to April 30 to the 52 or 53 week period which ends on the Sunday nearest to December 31. The change became effective at the end of the period ended December 29, 2013. Unless otherwise noted, all references to “2014” in this report are to the twelve months ended December 28, 2014.
DESCRIPTION OF SEGMENTS 
Fresh Pork Segment 
The Fresh Pork segment consists of our U.S. fresh pork operations. The Fresh Pork segment produces a wide variety of fresh pork products in the U.S. and markets them nationwide and to numerous foreign markets, including China, Japan, Mexico, Russia and Canada. We process hogs at nine plants (six in the Midwest and three in the Southeast), with an aggregate slaughter capacity of approximately 116,200 hogs per day. In 2014, the Fresh Pork segment processed 27.9 million hogs.
The Fresh Pork segment sold approximately 3.9 billion pounds of fresh pork in 2014. A substantial portion of our fresh pork is sold to retail customers as unprocessed, trimmed cuts such as butts, loins (including roasts and chops), picnics and ribs. Our product lines also include leaner fresh pork products.

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In 2014, export sales comprised approximately 23% of the Fresh Pork segment’s volumes and approximately 27% of the segment’s revenues.
Packaged Meats Segment 
The Packaged Meats segment consists of our U.S. packaged meats operations. The Packaged Meats segment produces a wide variety of packaged meat products in the U.S. and markets them primarily in the U.S. The Packaged Meats segment currently operates approximately 33 processing plants.
The Packaged Meats segment sold approximately 2.8 billion pounds of packaged meats products in 2014. We produce a wide variety of packaged meats, including smoked and boiled hams, bacon, sausage, hot dogs (pork, beef and chicken), deli and luncheon meats, specialty products such as pepperoni, dry meat products, and ready-to-eat, prepared foods such as pre-cooked entrees and pre-cooked bacon and sausage. We market our domestic packaged meats products under a number of labels including the following core brand names: Smithfield, Farmland, John Morrell, Gwaltney, Armour, Eckrich, Margherita, Carando, Kretschmar, Cook’s, Curly's and Healthy Ones. We also sell a substantial quantity of packaged meats as private-label products.
Our product lines also include lower-fat and lower-salt packaged meats. We also market a line of lower-fat, value-priced luncheon meats, smoked sausage and hot dogs, as well as fat-free deli hams and 40% lower-fat bacon. 
In 2014, export sales comprised approximately 2.6% of the Packaged Meats segment’s volumes and approximately 3.2% of the segment’s revenues.
Hog Production Segment 
As a complement to our Fresh Pork and Packaged Meats segments, we are the world’s largest hog producer. The Hog Production segment consists of our hog production operations located in the U.S. The Hog Production segment operates numerous hog production facilities with approximately 894,000 sows, which produced 14.7 million market hogs in 2014.
The profitability of hog production is directly related to the market price of live hogs and the cost of feed grains such as corn and soybean meal. The Hog Production segment generates higher profits when hog prices are high and feed grain prices are low, and lower profits (or losses) when hog prices are low and feed grain prices are high. In addition, with the importance of food safety to the consumer, our vertically integrated system provides increased traceability from conception of livestock to consumption of the pork product. 
The following table shows the percentages of Hog Production segment revenues derived from hogs sold internally and externally and other products for the periods indicated:
 
 
Twelve Months Ended
 
The Transition Period
 
Twelve Months Ended
 
 
December 28, 2014
 
April 29 - December 29, 2013
 
April 28, 2013
 
April 29, 2012
Internal hog sales
 
85
%
 
80
%
 
76
%
 
80
%
External hog sales
 
8

 
13

 
14

 
17

Other products (1)
 
7

 
7

 
10

 
3

 
 
100
%
 
100
%
 
100
%
 
100
%
——————————————
(1) 
Consists primarily of grains, feed and gains (losses) on derivatives.  
Genetics 
We own certain genetic lines of breeding stock, under the name Smithfield Premium Genetics (SPG). The Hog Production segment makes extensive use of these genetic lines, with approximately 894,000 SPG breeding sows. In addition, we have sublicensed some of these rights to some of our strategic hog production partners.



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Hog production operations 
We use advanced management techniques to produce premium quality hogs on a large scale at a low cost. We develop breeding stock, optimize diets for our hogs at each stage of the growth process, process feed for our hogs and design hog containment facilities. We believe our economies of scale and production methods, together with our use of the advanced SPG genetics, make us a low cost producer of premium quality hogs. We also utilize independent farmers and their facilities to raise hogs produced from our breeding stock. Under multi-year contracts, a farmer provides the initial facility investment, labor and front line management in exchange for a service fee. In 2014, approximately 76% of our market hogs were finished on contract farms.
International Segment 
The International segment includes our meat processing and distribution operations in Poland, Romania and the United Kingdom, our interests in meat processing operations, mainly in Western Europe and Mexico, our hog production operations located in Poland and Romania and our interests in hog production operations in Mexico. Our international meat processing operations produce a wide variety of fresh pork, beef, poultry and packaged meats products, including cooked hams, sausages, hot dogs, bacon and canned meats. Our interests in international meat processing operations include a 37% stake in Campofrío Food Group (CFG), a leading European packaged meats company headquartered in Madrid, Spain, and one of the largest worldwide with annual sales of approximately $2.6 billion.
The following table shows the percentages of International segment revenues derived from packaged meats, fresh meats and hog production for the periods indicated:
 
 
Twelve Months Ended
 
The Transition Period
 
Twelve Months Ended
 
 
December 28, 2014
 
April 29 - December 29, 2013
 
April 28, 2013
 
April 29, 2012
Packaged meats
 
41
%
 
44
%
 
49
%
 
46
%
Fresh meats (1)
 
55

 
55

 
50

 
53

Hog production (2)
 
4

 
1

 
1

 
1

 
 
100
%
 
100
%
 
100
%
 
100
%
——————————————
(1) 
Includes feathers, by-products and rendering  
(2) 
Includes external hog and feed sales
The International segment has sales denominated in foreign currencies and, as a result, is subject to certain currency exchange risk. See “Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations—Derivative Financial Instruments” for a discussion of our foreign currency hedging activities. 
SEGMENTS IN GENERAL
Sources and Availability of Raw Materials 
Feed grains, including corn, soybean meal and wheat, are the primary raw materials of our hog production operations. These grains are readily available from numerous sources at competitive prices. We generally purchase corn and soybean meal through forward purchase contracts. Historically, grain prices have been subject to significant fluctuations, particularly in recent years.  
Live hogs are the primary raw materials of the Fresh Pork segment. Historically, hog prices have been subject to substantial fluctuations. Hog supplies, and consequently prices, are affected by factors such as corn and soybean meal prices, weather and farmers’ access to capital. Hog prices tend to rise seasonally as hog supplies decrease during the hot summer months and tend to decline as supplies increase during the fall. This tendency is due to lower farrowing performance during the winter months and slower animal growth rates during the hot summer months. 
The Fresh Pork segment purchased approximately 47% of its U.S. live hog requirements from the Hog Production segment in 2014. In addition, we have established multi-year agreements with several suppliers, which provide us with a stable supply of high-quality hogs at market-indexed prices. We also purchase hogs on a daily basis at our Southeastern and Midwestern processing plants and our company-owned buying stations in the Southeast and Midwest.

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Like the Fresh Pork segment, live hogs are the primary raw material of our meat processing operations in the International segment with the primary source of hogs being our hog production operations located in Poland and Romania. Our meat processing operations in the International segment purchased approximately 62% of its live hog requirements from our hog production operations located in Poland and Romania in 2014
A substantial portion of the fresh meat processed by the Packaged Meats segment is transferred from the Fresh Pork segment. We also purchase fresh pork from other meat processors to supplement our processing requirements. Additional purchases include raw beef, poultry and other meat products that are added to sausages, hot dogs and luncheon meats. Those meat products and other materials and supplies, including seasonings, smoking and curing agents, sausage casings and packaging materials, are readily available from numerous sources at competitive prices.
Nutrient Management and Other Environmental Issues 
Our hog production facilities have been designed to meet or exceed all applicable zoning and other government regulations. These regulations require, among other things, maintenance of separation distances between farms and nearby residences, schools, churches, public use areas, businesses, rivers, streams and wells and adherence to required construction standards. 
Hog production facilities generate significant quantities of manure, which must be managed properly to protect public health and the environment. We believe that we use the best technologies currently available and economically feasible for the management of swine manure, which require permits under state, and in some instances, federal law. The permits impose standards and conditions on the design and operation of the systems to protect public health and the environment, and can also impose nutrient management planning requirements depending on the type of system utilized. The most common system of swine manure management employed by our hog production facilities is the lagoon and spray field system, in which lined earthen lagoons are utilized to treat the manure before it is applied to agricultural fields by spray application. The nitrogen and phosphorus in the treated manure serve as a crop fertilizer. 
We follow a number of other policies and protocols to reduce the impact of our hog production operations on the environment, including: the employment of environmental management systems; ongoing employee training regarding environmental controls; walk-around inspections at all sites by trained personnel; formal emergency response plans that are regularly updated; and collaboration with manufacturers regarding testing and developing new equipment. For further information see “Regulation” below.
Customers and Marketing 
Our fundamental marketing strategy is to provide quality and value to the ultimate consumers of meat products. We have a variety of consumer advertising and trade promotion programs designed to build awareness and increase sales distribution and penetration. We also provide sales incentives for our customers through rebates based on achievement of specified volume and/or growth in volume levels. 
We have significant market presence, both domestically and internationally, where we sell our meat products to national and regional supermarket chains, wholesale distributors, the foodservice industry (fast food, restaurant and hotel chains, hospitals and other institutional customers), export markets and other further processors. We use both in-house salespersons as well as independent commission brokers to sell our products. In 2014, we sold our products to more than 3,200 customers, none of whom accounted for as much as 10% of consolidated revenues. We have no significant or seasonally variable backlog because most customers prefer to order products shortly before shipment and, therefore, do not enter into formal long-term contracts.  
Methods of Distribution 
We use a combination of private fleets of leased tractor trailers and independent common carriers and owner operators to distribute live hogs and meat products to our customers, as well as to move raw materials between plants for further processing. We coordinate deliveries and use backhauling to reduce overall transportation costs. In the U.S., we distribute products directly from some of our plants and from leased distribution centers primarily in Missouri, Pennsylvania, North Carolina, Virginia, Kansas, Wisconsin, Indiana, Illinois, California, Iowa, Nebraska and Texas. We also operate distribution centers adjacent to our plants in Bladen County, North Carolina, Sioux Falls, South Dakota and Crete, Nebraska. Internationally, we distribute our products through a combination of leased and owned warehouse facilities.

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Trademarks
We own and use numerous marks, which are registered trademarks or are otherwise subject to protection under applicable intellectual property laws. We consider these marks and the accompanying goodwill and customer recognition valuable and material to our business. We believe that registered trademarks have been important to the success of our branded fresh pork and packaged meats products. In a number of markets, our brands are among the leaders in select product categories. 
Seasonality 
The meat processing business is somewhat seasonal in that, traditionally, the periods of higher sales for hams are the holiday seasons such as Christmas, Easter and Thanksgiving, and the periods of higher sales for smoked sausages, hot dogs and luncheon meats are the summer months. We typically build substantial inventories of hams in anticipation of our seasonal holiday business. In addition, the Hog Production segment experiences lower farrowing performance during the winter months and slower animal growth rates during the hot summer months resulting in a decrease in hog supplies in the summer and an increase in hog supplies in the fall. 
Competition 
The protein industry is highly competitive. Our products compete with a large number of other protein sources, including chicken, beef and seafood, but our principal competition comes from other pork processors. 
We believe that the principal competitive factors in the pork processing industry are price, product quality and innovation, product distribution and brand loyalty. Some of our competitors are more diversified than us, especially now that we have sold our beef and turkey operations. To the extent that their other operations generate profits, these more diversified competitors may be able to support their meat processing operations during periods of low or negative profitability. 
Research and Development 
We conduct continuous research and development activities to develop new products and to improve existing products and processes. We incurred expenses on company-sponsored research and development activities of $75.3 million, $55.1 million, $80.9 million and $75.9 million in 2014, the eight months ended December 29, 2013, the twelve months ended April 28, 2013 and the twelve months ended April 29, 2012, respectively.
FINANCIAL INFORMATION ABOUT SEGMENTS 
Financial information for each reportable segment, including revenues and operating profit, is disclosed in Note 15Reportable Segments in “Item 8. Financial Statements and Supplementary Data.” 
RISK MANAGEMENT AND HEDGING 
We are exposed to market risks primarily from changes in commodity prices, as well as interest rates and foreign exchange rates. To mitigate these risks, we utilize derivative instruments to hedge our exposure to changing prices and rates. For further information see “Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations—Derivative Financial Instruments.” 
REGULATION 
Regulation in General 
Like other participants in the industry, we are subject to various laws and regulations administered by federal, state and other government entities, including the United States Environmental Protection Agency (EPA) and corresponding state agencies, as well as the United States Department of Agriculture, the Grain Inspection, Packers and Stockyard Administration, the United States Food and Drug Administration, the United States Occupational Safety and Health Administration, the Commodities and Futures Trading Commission and similar agencies in foreign countries. 
From time to time, we receive notices and inquiries from regulatory authorities and others asserting that we are not in compliance with particular laws and regulations. In some instances, litigation ensues. In addition, individuals may initiate litigation against us. 

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Many of our facilities are subject to environmental permits and other regulatory requirements, violations of which are subject to civil and criminal sanction. In some cases, third parties may also have the right to sue to enforce compliance.
We use internationally recognized management systems to manage many of our regulatory programs. For example, we use the International Organization for Standardization (ISO) 14001:2004 standard to manage and optimize environmental performance, and we were the first in the industry to achieve ISO 14001:2004 certification for our hog production and processing facilities. ISO guidelines require a long-term management plan integrating regular third-party audits, goal setting, corrective action, documentation, and executive review. Our Environmental Management System (EMS), which conforms to the ISO 14001:2004 standard, addresses the significant environmental aspects of our operations, provides employee training programs and facilitates engagement with local communities and regulators. Most importantly, the EMS allows the collection, analysis and reporting of relevant environmental data to facilitate our compliance with applicable environmental laws and regulations. 
Water 
In March 2011, the U.S. Court of Appeals for the Fifth Circuit overturned EPA's November 2008 rule requiring that confined animal feeding operations (CAFOs) that “discharge or propose to discharge” apply for permit coverage under the Clean Water Act's National Pollutant Discharge Elimination System (NPDES). The Fifth Circuit's decision (which held that only discharging CAFOs have a duty to apply for NPDES permit coverage) has clarified the extent of our obligations under the NPDES permit program. EPA has not yet proposed or finalized a rule in response to the Fifth Circuit's decision, and it is not clear whether any such action may attempt to impose additional obligations on our hog production operations.
Ai
During calendar year 2002, the National Academy of Sciences (the Academy) undertook a study at EPA's request to assist EPA in considering possible future regulation of air emissions from animal feeding operations. The Academy's study identified a need for more research and better information, but also recommended implementing without delay technically and economically feasible management practices to decrease emissions. Further, our hog production subsidiaries have accepted EPA's offer to enter into an administrative consent agreement and order with owners and operators of hog farms and other animal production operations. Under the terms of the consent agreement and order, participating owners and operators agreed to pay a penalty, contribute towards the cost of an air emissions monitoring study and make their farms available for monitoring. In return, participating farms have been given immunity from federal civil enforcement actions alleging violations of air emissions requirements under certain federal statutes, including the Clean Air Act. Pursuant to our consent agreement and order, we paid a $100,000 penalty to EPA. Premium Standard Farm, Inc.'s (PSF's) (now Murphy-Brown of Missouri LLC's ) Texas farms and company-owned farms in North Carolina also agreed to participate in this program. The National Pork Board, of which we are a member and financial contributor, paid the costs of the air emissions monitoring study on behalf of all hog producers, including us, out of funds collected from its members in previous years. The cost of the study for all hog producers was approximately $6.0 million. Monitoring under the study began in the spring 2007 and ended in the winter 2010. In March 2012, EPA made available draft emission estimation methodologies for broilers and swine and dairy feeding operations for public comment.  Soon thereafter, EPA also submitted the draft emission estimation methodologies to EPA’s Science Advisory Board (“SAB”) for review and comment.  In its April 19, 2013 report to EPA, the SAB found significant problems with data used in the study and the EPA’s approach to developing the draft methodologies and recommended that EPA develop a process-based modeling approach to predict air emissions from broiler confinement facilities and swine and dairy lagoons and basins.  EPA has not announced when or how it will respond to the SAB’s findings and recommendations or when it expects to finalize the methodologies.  New regulations governing air emissions from animal agriculture operations are likely to emerge from the monitoring program undertaken pursuant to the consent agreement and order.  
There can be no assurance that any new regulations that may be proposed to address air emissions from animal feeding operations will not have a material adverse effect on our financial position or results of operations.
Greenhouse Gases (GHGs) and Climate Change 
In calendar year 2009, EPA finalized its Mandatory Reporting of Greenhouse Gases (GHGs) rule, which requires owners or operators of certain facilities (including facilities that contain a manure management system) that emit at least 25,000 metric tons or more of GHGs per year to report their emissions. Although EPA has not been implementing the rule as it applies to manure management systems due to a congressional restriction prohibiting the expenditure of funds for this purpose, there is no assurance that this prohibition will not be lifted in the future. Should that occur, the rule would impose additional costs on our hog production operations; however, it is not expected that such costs would have a material adverse effect on our hog production operations.

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The EPA finalized regulations in calendar year 2010 under the Clean Air Act, which may trigger new source review and permitting requirements for certain sources of GHG emissions. Beginning in early 2011, when GHG emissions standards for light-duty vehicles took effect, permits issued under the Clean Air Act permitting programs for large stationary sources of air pollution - the Prevention of Significant Deterioration (PSD) and the Title V Operating Permit Programs - must address GHGs.  In April 2012, EPA issued the GHG Tailoring Rule to ensure that only the largest sources of GHGs, those responsible for 70 percent of the GHG pollution from stationary sources, would require air permits.
As in virtually every industry, GHG emissions occur at several points across our operations, including production, transportation and processing. Compliance with future legislation, if any, and compliance with currently evolving regulation of GHGs by EPA and the states may result in increased compliance costs, capital expenditures, and operating costs. In the event that any future compliance requirements at any of our facilities require more than the sustainability measures that we are currently undertaking to monitor emissions and improve our energy efficiency, we may experience significant increases in our costs of operation. Such costs may include the cost to purchase offsets or allowances and costs to reduce GHG emissions if such reductions are required. These regulatory changes may also lead to higher cost of goods and services which may be passed on to us by suppliers.
As an agriculture-based company, changes to the climate and weather patterns could also affect key inputs to our business as the result of shifts in temperatures, water availability, precipitation, and other factors. Both the cost and availability of corn and other feed crops, for example, could be affected. The regulation or taxation of carbon emissions could also affect the prices of commodities, energy, and other inputs to our business. We believe there could also be opportunities for us as a result of heightened interest in alternative energy sources, including those derived from manure, and participation in carbon markets. However, it is not possible at this time to predict the complete structure or outcome of any future legislative efforts to address GHG emissions and climate change, whether EPA's regulatory efforts will survive court challenge, or the eventual cost to us of compliance. There can be no assurance that GHG regulation will not have a material adverse effect on our financial position or results of operations.
Regulatory and Other Proceedings 
From time to time we receive notices from regulatory authorities and others asserting that we are not in compliance with certain environmental laws and regulations. In some instances, litigation ensues. 
In March 2006, we entered into a consent decree that settled two citizen lawsuits alleging among other things violations of certain environmental laws. The consent decree provides, among other things, that our subsidiary, Murphy-Brown LLC, will undertake a series of measures designed to enhance the performance of the swine waste management systems on approximately 244 company-owned farms in North Carolina and thereby reduce the potential for surface water or ground water contamination from these farms. Murphy-Brown has successfully completed a number of the measures called for in the consent decree and expects to fulfill its remaining consent decree obligations over the next 12 to 24 months, at which time it will move for termination of the decree.
Prior to our acquisition of PSF, it had entered into a consent judgment with the State of Missouri and a consent decree with the federal government and a citizens group. The judgment and decree generally required that PSF pay penalties to settle past alleged regulatory violations, utilize new technologies to reduce nitrogen in the material that it applies to farm fields and research, and develop and implement “Next Generation Technology” for environmental controls at certain of its Missouri farm operations. PSF has successfully completed  the measures called for in the state judgment and the state court terminated the judgment in the fall of 2012.
PSF has also completed a number of the measures called for in the federal consent decree, but is unable to predict at this time when it will complete the remaining consent decree obligations or when the consent decree will be terminated.
Environmental Stewardship 
In July 2000, in furtherance of our continued commitment to responsible environmental stewardship, we and our North Carolina-based hog production subsidiaries voluntarily entered into an agreement with the Attorney General of North Carolina (the Agreement) designed to enhance water quality in the State of North Carolina through a series of initiatives to be undertaken by us and our subsidiaries while protecting access to swine operations in North Carolina. One of the features of the Agreement reflects our commitment to preserving and enhancing the environment of eastern North Carolina by providing a total of $50.0 million to assist in the preservation of wetlands and other natural areas in eastern North Carolina and to promote similar environmental enhancement activities. We began annual contributions of $2.0 million in fiscal 2001, deferred annual payments in fiscal 2011 and fiscal 2012 and re-started our annual $2.0 million payment in fiscal 2013.

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Animal Care
More than a decade ago, Smithfield developed and implemented a comprehensive, systematic animal care management program to monitor and measure the well-being of pigs on company-owned and contract farms. Developed in consultation with two of the world's foremost experts in animal behavior and handling, this system continues to guide our operations today. Our animal care management program guides the proper and humane care of our animals at every stage of their lives, from gestation to transport to processing plant. All farm employees and contract hog producers must employ the methods and techniques of the management system and take steps to verify their compliance. Adherence to proper animal welfare management is a condition of our agreements with contract producers.
Our Animal Care Policy underscores the company's Commitments to providing the following:
shelter that is designed, maintained, and operated to meet the animals' needs;
access to adequate water and high-quality feed to meet nutritional requirements;
humane treatment of animals that enhances their well-being and complies with all applicable laws and regulations;
identification and appropriate treatment of animals in need of health care; and
use of humane methods to euthanize sick or injured animals not responding to care and treatment.
Several years ago, we volunteered to provide input and recommendations to help the National Pork Board enhance its animal care management program for all pork producers. That program, which includes many of the tenets of our own guidelines, became the National Pork Board's Pork Quality Assurance Plus (PQA Plus®) program. A pork producer becomes PQA Plus certified only after staff attend training sessions on good production practices (which includes topics such as responsible animal handling, disease prevention, biosecurity, responsible antibiotic use, and appropriate feeding). Farms entered into the program undergo on-farm site assessments and are subject to random third-party audits. We obtained certification of all company-owned and contract farms under the PQA Plus program by the end of calendar year 2009.
Smithfield was also one of the founding adopters of the National Pork Board's “We Care” program, which demonstrates that pork producers are accountable to established ethical principles and animal well-being practices.
At all of our slaughter facilities, we also use a systematic approach that includes the following:
an animal welfare and humane handling manual;
a comprehensive training program; and
an auditing system with internal verification and third-party audits.
Our plants all have developed quality programs following the standards set in the U.S. Department of Agriculture's Process Verified Program (PVP), as described elsewhere in this report. Our PVP programs monitor aspects of traceability, country of origin, PQA Plus® adherence on farms, and Transport Quality Assurance status of drivers.
In January 2007, we announced a voluntary, ten-year program to phase out individual gestation stalls at our company-owned sow farms and replace the gestation stalls with group pens. We currently estimate the total cost of our transition to group pens to be approximately $360.0 million, including associated maintenance and repairs. This program represents a significant financial commitment and reflects our desire to be more animal friendly, as well as to address the concerns and needs of our customers. As of the end of 2014, we had completed conversions to group housing for over 71% of our sows on company-owned farms. We remain on track to finish conversion to group housing for all sows on company-owned farms by the end of 2017. Our hog production operations in Poland and Romania completed their conversions to group housing facilities a number of years ago.
In January 2014, we announced the recommendation that all of our contract sow growers join with us in converting their facilities to group housing systems for pregnant sows. We asked contract sow growers to convert by 2022 and offered a sliding scale of incentives to accelerate that timetable. Growers who commit to convert to group housing will receive contract extensions upon completion of the conversion.

10



EMPLOYEES 
The following table shows the approximate number of our employees and the approximate number of employees covered by collective bargaining agreements or that are members of labor unions in each segment, as of December 28, 2014:
Segment
 
Employees
 
Employees Covered by Collective Bargaining Agreements (1)
Fresh Pork and Packaged Meats (2)
 
32,370

 
17,910

International
 
10,770

 
837

Hog Production
 
4,920

 

Corporate
 
180

 

Totals
 
48,240

 
18,747

——————————————
(1)
Includes employees that are members of labor unions.
(2)
Employees are shared across both segments.
Approximately 1,300 employees are covered by collective bargaining agreements that expire in 2015. Collective bargaining agreements covering other employees expire over periods throughout the next several years. We believe that our relationship with our employees is satisfactory. 
FINANCIAL INFORMATION ABOUT GEOGRAPHIC AREAS 
See Note 15Reportable Segments in “Item 8. Financial Statements and Supplementary Data” for financial information about geographic areas. See “Item 1A. Risk Factors” for a discussion of the risks associated with our international sales and operations. 
AVAILABLE INFORMATION 
Our website address is www.smithfieldfoods.com. The information on our website is not part of this annual report. Our annual report on Form 10-K, transition report on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and any amendments to those reports are available free of charge through our website as soon as reasonably practicable after filing or furnishing the material to the SEC. You may read and copy documents we file at the SEC’s Public Reference Room at 100 F Street, N.E., Washington D.C. 20549. Please call the SEC at 1-800-SEC-0330 for information on the public reference room. The SEC maintains a website that contains transition, annual, quarterly and current reports and other information that issuers and voluntary reporting companies, like us, file electronically with the SEC. The SEC’s website is www.sec.gov.

11



ITEM 1A.
RISK FACTORS
 
The following risk factors should be read carefully in connection with evaluating our business and the forward-looking information contained in this Annual Report on Form 10-K. The risk factors below represent what we believe are the known material risk factors with respect to us and our business. Any of the following risks could materially adversely affect our business, operations, industry, financial position or future financial results. 
Our results of operations are cyclical and could be adversely affected by fluctuations in the commodity prices for hogs and grains. 
We are largely dependent on the cost and supply of hogs and feed ingredients and the selling price of our products and competing protein products, all of which are determined by constantly changing and volatile market forces of supply and demand as well as other factors over which we have little or no control. These other factors include:
competing demand for corn for use in the manufacture of ethanol or other alternative fuels,
environmental and conservation regulations,
import and export restrictions such as trade barriers resulting from, among other things, food safety concerns and developments in international relations,
economic conditions,
weather, including the impact of weather on our water supply and the availability and pricing of grains,
energy prices, including the effect of changes in energy prices on our transportation costs and the cost of feed, and
crop and livestock diseases.
We cannot assure you that all or part of any increased costs experienced by us from time to time can be passed along to consumers of our products, in a timely manner or at all. 
Hog prices demonstrate a cyclical nature over periods of years, changing market supply and demand of hogs on the market. These fluctuations can be significant, as shown in recent years, with average domestic live hog prices going from $61 per hundredweight for the twelve months ended April 28, 2013 to $79 per hundredweight in 2014. Further, hog raising costs are largely dependent on the fluctuations of commodity prices for corn and other feed ingredients. For example, our results of operations for the twelve months ended April 28, 2013 were negatively impacted by higher feed and feed ingredient costs which increased hog raising costs to $68 per hundredweight compared to $54 per hundred weight for the twelve months ended May 1, 2011. When hog prices are lower than our hog production costs which occurred in the twelve months ended April 28, 2013, our non-vertically integrated competitors (i.e., those without significant hog production operations) may have a cost advantage over us. 
Additionally, commodity pork prices demonstrate a cyclical nature over periods of years, reflecting changes in the supply of fresh pork and competing animal proteins on the market, especially beef and chicken.  
We attempt to manage certain of these risks through the use of our risk management and hedging programs. However, these programs may also limit our ability to participate in gains from favorable commodity fluctuations. Additionally, a portion of our commodity derivative contracts are marked-to-market such that the related unrealized gains and losses are reported in earnings on a quarterly basis. This accounting treatment may cause significant volatility in our quarterly earnings. See “Item 7. Management's Discussion and Analysis of Financial Condition and Results of Operations—Derivative Financial Instruments” for further information.
Outbreaks of disease among or attributed to livestock can significantly affect production, the supply of raw materials, demand for our products and our business. 
We take precautions to ensure that our livestock are healthy and that our processing plants and other facilities operate in a sanitary manner. Nevertheless, we are subject to risks relating to our ability to maintain animal health and control diseases. Livestock health problems could adversely impact our production, our supply of raw materials and consumer confidence in all of our operating segments. 

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From time to time, we have experienced outbreaks of livestock diseases and we may experience additional occurrences of disease in the future. Disease can reduce the number of offspring produced, hamper the growth of livestock to finished size, result in expensive vaccination programs and require in some cases the destruction of infected livestock, any of which could adversely affect our production or ability to sell or export our products. For example, during 2013, the USDA identified the first case of Porcine Epidemic Diarrhea Virus (PEDv). See “Item 7. Management's Discussion and Analysis of Financial Condition and Results of Operations-Executive Overview-Porcine Epidemic Diarrhea Virus (PEDv)” for additional details.
Adverse publicity concerning any disease or health concern could also cause customers to lose confidence in the safety and quality of our food products, particularly as we expand our branded pork products. In addition to risks associated with maintaining the health of our livestock, any outbreak of disease elsewhere in the U.S. or in other countries could reduce consumer confidence in the meat products affected by the particular disease, generate adverse publicity, depress market conditions for our hogs internationally and/or domestically and result in the imposition of import or export restrictions. 
Outbreaks of disease among or attributed to livestock also may have indirect consequences that adversely affect our business. For example, past outbreaks of avian influenza in various parts of the world reduced the global demand for poultry and thus created a temporary surplus of poultry both domestically and internationally. This poultry surplus placed downward pressure on poultry prices, which in turn reduced meat prices including pork prices both in the U.S. and internationally. The occurrence of similar events in the future could materially and adversely affect our business, financial condition, results of operations and prospects. 
Our operations are subject to the general risks associated with the food industry, including perceived or real health risks related to our products or the food industry generally and risks associated with government regulations. 
We are subject to risks affecting the food industry generally, including risks posed by the following:
food spoilage,
food contamination,
food allergens,
evolving consumer preferences and nutritional and health-related concerns,
consumer product liability claims,
product tampering,
product labeling errors,
the expense and possible unavailability of product liability insurance, and
the potential cost and disruption of a product recall.
Negative publicity relating to our products, brands, operations, industry or products similar to ours may adversely affect consumer perceptions of our products and result in decreased demand for our products. In particular, negative publicity relating to one of our 12 core brands may be particularly harmful since we face risks from brand concentration. Adverse publicity concerning any perceived or real health risk associated with our brands or our products could also cause customers to lose confidence in the safety and quality of our food products, which could adversely affect our ability to sell our reputation, business, financial condition, results of operation and prospects, particularly as we expand our branded products business. We could also be adversely affected by perceived or real health risks associated with similar products produced by others to the extent such risks cause customers to lose confidence in the safety and quality of such products generally and, therefore, lead customers to opt for other meat options that are perceived as safe. The A(H1N1) influenza outbreak that occurred in late fiscal 2009 and early fiscal 2010 illustrates the adverse impact that can result from perceived health risks associated with the products we sell. Although the CDC and other regulatory and scientific bodies indicated that people cannot get A(H1N1) influenza from eating cooked pork or pork products, the perception of some consumers that the disease could be transmitted in that manner was the apparent cause of the temporary decline in pork consumption in late fiscal 2009 and early fiscal 2010. 

13



Our products are susceptible to contamination by disease producing organisms or pathogens, such as Listeria monocytogenes, Salmonella, Campylobacter and generic E. coli. Because these organisms and pathogens are generally found in the environment, there is a risk that one or more, as a result of food processing, could be present in our products. We have systems in place designed to monitor food safety risks throughout all stages of our vertically integrated process. However, we cannot assure you that such systems, even when working effectively, will eliminate the risks related to food safety. These organisms and pathogens can also be introduced to our products as a result of improper handling in transportation or at the further processing, foodservice or consumer level. In addition to the risks caused by our processing operations and the subsequent handling of the products, we may encounter the same risks if any third party tampers with our products. We could be required to recall certain of our products in the event of contamination or adverse test results. Any product contamination also could subject us to product liability claims, adverse publicity and government scrutiny, investigation or intervention, resulting in increased costs and decreased sales as customers lose confidence in the safety and quality of our food products. Any of these events could have an adverse impact on our reputation, business, financial condition, results of operations and prospects. 
Our manufacturing facilities and products, including the processing, packaging, storage, distribution, advertising and labeling of our products, are subject to extensive federal, state and foreign laws and regulations in the food safety area, including regular government inspections and governmental food processing controls. Loss of or failure to obtain necessary permits and registrations could delay or prevent us from meeting current product demand, introducing new products, building new facilities or acquiring new businesses and could adversely affect operating results. If we are found to be out of compliance with applicable laws and regulations, particularly if it relates to or compromises food safety, 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 a material adverse effect on our business, financial condition, results of operations and prospects. In addition, future material changes in food safety regulations could result in increased operating costs or could be required to be implemented on schedules that cannot be met without interruptions in our operations.
Environmental regulation and related litigation and commitments could have a material adverse effect on us. 
Our past and present business operations and properties are subject to extensive and increasingly stringent federal, state, local and foreign laws and regulations pertaining to protection of the environment, including among others:
the treatment and discharge of materials into the environment,
the handling and disposition of manure and solid wastes and
the emission of greenhouse gases.
Failure to comply with these laws and regulations or any future changes to them may result in significant consequences to us, including administrative, civil and criminal penalties, liability for damages and negative publicity. Some requirements applicable to us may also be enforced by citizen groups or other third parties. Natural disasters, such as flooding and hurricanes, can cause the discharge of effluents or other waste into the environment, potentially resulting in our being subject to further liability claims and governmental regulation as has occurred in the past. See “Item 1. Business—Regulation” for further discussion of regulatory compliance as it relates to environmental risk. We have incurred, and will continue to incur, significant capital and operating expenditures to comply with these laws and regulations.
We also face the risk of lawsuits even if we are operating in compliance with applicable regulations. For example, 26 nuisance suits seeking recovery of an unspecified amount of compensatory, special and punitive damages, as well as unspecified injunctive and equitable relief are currently pending against our subsidiary Murphy-Brown in North Carolina. See “Item 3. Legal Proceedings--North Carolina Nuisance Litigation” for additional details. Although the Company believes that the claims are unfounded and intends to defend the suits vigorously, we cannot assure you that we will be successful, that additional nuisance claims will not arise in the future, or that the accruals for this litigation will not have to be substantially increased.

In addition, new environmental issues could arise that would cause currently unanticipated investigations, assessments or expenditures.


14



Governmental authorities may take further action restricting our ability to produce and/or sell livestock or adopt new regulations impacting our production or processing operations, which could adversely affect our business. 
A number of states, including Iowa and Missouri, have adopted legislation that prohibits or restricts the ability of meat packers, or in some cases corporations generally, from owning livestock or engaging in farming. In addition, Congress has in the past considered federal legislation that would ban meat packers from owning livestock. We cannot assure you that such or similar legislation affecting our operations will not be adopted at the federal or state levels in the future. Such legislation, if adopted and applicable to our current operations and not successfully challenged or settled, could have a material adverse impact on our operations and our financial statements.
In fiscal 2008, the State of North Carolina enacted a permanent moratorium on the construction of new hog farms using the lagoon and sprayfield system. The moratorium limits us from expanding our North Carolina production operations. This permanent moratorium replaced a 10-year moratorium on the construction of hog farms with more than 250 hogs or the expansion of existing large farms. This moratorium may over time lead to increased competition for contract growers.
Our level of indebtedness and the terms of our indebtedness could adversely affect our business and liquidity position. 
 As of December 28, 2014, we had:
approximately $2.7 billion of indebtedness;
guarantees of $7.7 million for leases that were transferred to JBS S.A. in connection with the sale of Smithfield Beef, Inc.; and
aggregate unused capacity available totaling approximately $1.3 billion under (1) our inventory based revolving credit facility with capacity up to $1.025 billion, with an option to expand up to $1.225 billion (the Inventory Revolver), (2) our accounts receivable securitization facility with capacity up to $325.0 million (the Securitization Facility) and (3) our other credit facilities with capacity of $122.0 million, such total taking into account outstanding borrowings of $50.1 million and $92.7 million of outstanding letters of credit under the Securitization Facility.
Because the borrowing capacity under the Inventory Revolver and Securitization Facility depend, in part, on inventory and accounts receivable levels, respectively, which fluctuate from time to time, such amounts may not reflect actual borrowing capacity.
Our indebtedness may increase from time to time for various reasons, including fluctuations in operating results, working capital needs, capital expenditures and potential acquisitions or joint ventures. In addition, due to the volatile nature of the commodities markets, we may have to borrow significant amounts to cover any margin calls under our risk management and hedging programs. During 2014, margin deposits posted by us ranged from $7.1 million to $382.0 million. Our consolidated indebtedness level could significantly affect our business because: 
it may, together with the financial and other restrictive covenants in the agreements governing our indebtedness, limit or impair our ability in the future to obtain financing, refinance any of our indebtedness, sell assets or raise equity on commercially reasonable terms or at all, which could cause us to default on our obligations and materially impair our liquidity,
a downgrade in our credit rating could restrict or impede our ability to access capital markets at attractive rates and increase the cost of future borrowings,
it may reduce our flexibility to respond 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, which amount would increase if prevailing interest rates rise,
substantially all of our working capital assets in the United States secure the Inventory Revolver and the Securitization Facility, all of which could limit our ability to dispose of such assets or utilize the proceeds of such dispositions and, upon an event of default under any such secured indebtedness, the lenders thereunder could foreclose upon our pledged assets, and
it could make us more vulnerable to downturns in general economic or industry conditions or in our business.

15



Further, our debt agreements, under certain circumstances, may limit additional borrowings, investments, the payment of dividends, the acquisition or disposition of assets, mergers and consolidations, transactions with affiliates, the creation of liens and the repayment of certain debt.
Should market conditions deteriorate, or our operating results be depressed in the future, we may have to request amendments or waivers to our covenants and restrictions under our debt agreements. There can be no assurance that we will be able to obtain such relief should it be needed in the future. A breach of any of these covenants or restrictions could result in a default that would permit our senior lenders, including lenders under the Inventory Revolver, the Securitization Facility, the Rabobank term loan (Rabobank Term Loan) and the holders of our senior unsecured notes, as the case may be, to declare all amounts outstanding under the Inventory Revolver, the Securitization Facility, the Rabobank Term Loan or the senior unsecured notes to be due and payable, together with accrued and unpaid interest, and the commitments of the relevant lenders to make further extensions of credit under the Inventory Revolver and the Securitization Facility could be terminated. If we were unable to repay our secured indebtedness to our lenders, these lenders could proceed against the collateral securing that indebtedness, which could include substantially all of our working capital assets in the United States.
Our future ability to comply with financial covenants and other conditions, make scheduled payments of principal and interest, or refinance existing borrowings depends on future business performance which is subject to economic, financial, competitive and other factors, including the other risks set forth in this Item 1A. Any failure to comply with the covenants of our debt agreements could have a material adverse effect on our business, financial condition, results of operations and prospects.
Our operations are subject to the risks associated with acquisitions and investments in joint ventures. 
From time to time we review opportunities for strategic growth through acquisitions. We have also pursued and may in the future pursue strategic growth through investment in joint ventures. These acquisitions and investments may involve large transactions or realignment of existing investments. These transactions present financial, managerial and operational challenges, including:
diversion of management attention from managing our existing business,
difficulty with integrating businesses, operations, personnel and financial and other systems,
lack of experience in operating in the geographical or product markets of the acquired business,
increased levels of debt potentially leading to associated reduction in ratings of our debt securities and adverse impact on our various financial ratios,
the requirement that we periodically review the value at which we carry our investments in joint ventures and, in the event we determine that the value at which we carry a joint venture investment has been impaired, the requirement to record a non-cash impairment charge, which charge could substantially affect our reported earnings in the period of such charge, would negatively impact our financial ratios and could limit our ability to obtain financing in the future,
potential loss of key employees and customers of the acquired business,
assumption of and exposure to unknown or contingent liabilities of acquired businesses,
potential disputes with the sellers, and
for our investments, potential lack of common business goals and strategies with, and cooperation of, our joint venture partners.
In addition, acquisitions outside the U.S. may present unique difficulties and increase our exposure to those risks associated with international operations.
We may experience financial or other set-backs if any of the businesses that we have acquired or may acquire in the future have problems of which we are not aware or liabilities that exceed expectations.

16



Our numerous equity investments in joint ventures, partnerships and other entities, both within and outside the U.S., are periodically involved in modifying and amending their credit facilities and loan agreements. The ability of these entities to refinance or amend their facilities on a successful and satisfactory basis, and to comply with the covenants in their financing facilities, affects our assessment of the carrying value of any individual investment. As of December 28, 2014, none of our equity investments represented more than 5% of our total consolidated assets. If we determine in the future that an investment is impaired, we would be required to record a non-cash impairment charge, which could substantially affect our reported earnings in the period of such charge. In addition, any such impairment charge would negatively impact our financial ratios and could limit our ability to obtain financing in the future. See “Item 8. Notes to Consolidated Financial Statements—Note 5: Investments” for a discussion of the accounting treatment of our equity investments.
We are subject to risks associated with our international sales and operations. 
Sales to international customers accounted for approximately 23% of our net sales in 2014. We conduct foreign operations in Poland, Romania and the United Kingdom and export our products to more than 40 countries. In addition, we are engaged in joint ventures in Mexico and have a significant investment in Western Europe. As of December 28, 2014, approximately 16% of our long-lived assets were associated with our foreign operations. Because of the growing market share of U.S. pork products in the international markets, U.S. exporters are increasingly being affected by measures taken by importing countries to protect local producers.
Our international sales, operations and investments are subject to various risks related to economic or political uncertainties including among others:
general economic and political conditions,
imposition of tariffs, quotas, trade barriers and other trade protection measures imposed by foreign countries,
import or export licensing requirements imposed by various foreign countries,
the closing of borders by foreign countries to the import of our products due to, among other things, animal disease or other perceived health or safety issues,
difficulties and costs associated with complying with, and enforcing remedies under, a wide variety of complex domestic and international laws, treaties and regulations, including the Foreign Corrupt Practices Act,
different regulatory structures and unexpected changes in regulatory environments,
tax rates that may exceed those in the United States and earnings that may be subject to withholding requirements and incremental taxes upon repatriation,
potentially negative consequences from changes in tax laws, and
distribution costs, disruptions in shipping or reduced availability of freight transportation.
Furthermore, our foreign operations are subject to the risks described above as well as additional risks and uncertainties including among others:
fluctuations in currency values, which have affected, among other things, the costs of our investments in foreign operations,
translation of foreign currencies into U.S. dollars, and
foreign currency exchange controls.
Negative consequences relating to these risks and uncertainties could jeopardize or limit our ability to transact business in one or more of those markets where we operate or in other developing markets and could adversely affect our business, financial condition, results of operations and prospects. 

17



Our operations are subject to the general risks of litigation. 
We are involved on an ongoing 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 related to commercial, labor, employment, antitrust, securities or environmental matters. Moreover, the process of litigating cases, even if we are successful, may be costly, and may approximate the cost of damages sought. These actions could also expose us to adverse publicity, which might adversely affect our brands, reputation and/or customer preference for our products and distract management from other tasks. Litigation trends and expenses and the outcome of litigation cannot be predicted with certainty and adverse litigation trends, expenses and outcomes could adversely affect our business, financial condition, results of operations and prospects.
We depend on availability of, and satisfactory relations with, our employees. 
As of December 28, 2014, we had approximately 48,240 employees, 18,747 of whom are covered by collective bargaining agreements or are members of labor unions. Our operations depend on the availability, retention and relative costs of labor and maintaining satisfactory relations with employees and the labor unions. Further, employee shortages can and do occur, particularly in rural areas where some of our operations are located. Labor relations issues arise from time to time, including issues in connection with union efforts to represent employees at our plants and with the negotiation of new collective bargaining agreements. If we fail to maintain satisfactory relations with our employees or with the labor unions, we may experience labor strikes, work stoppages or other labor disputes. Negotiation of collective bargaining agreements also could result in higher ongoing labor costs. In addition, the discovery by us or governmental authorities of undocumented workers, as has occurred in the past, could result in our having to attempt to replace those workers, which could be disruptive to our operations or may be difficult to do. 
Immigration reform continues to attract significant attention in the public arena and the U.S. Congress. If new immigration legislation is enacted, such laws may contain provisions that could increase our costs in recruiting, training and retaining employees and increase our costs of complying with federal law in reviewing employees' immigration status. Furthermore, increased enforcement efforts with respect to existing immigration laws by governmental authorities may disrupt a portion of our workforce or our operations. 
There can be no assurance that these activities or consequences will not adversely affect our business, financial condition, results of operations or prospects in the future. 
The continued consolidation of customers could negatively impact our business. 
Our ten largest customers represented approximately 27% of net sales for 2014. We do not have long-term sales agreements (other than to certain third-party hog customers) or other contractual assurances as to future sales to these major customers. In addition, continued consolidation within the retail industry, including among supermarkets, warehouse clubs and food distributors, has resulted in an increasingly concentrated retail base and increased our credit exposure to certain customers. Our business could be materially adversely affected and suffer significant set-backs in sales and operating income from the loss of some of our larger customers or if our larger customers' plans, markets, and/or financial condition should change significantly. 
An impairment in the carrying value of goodwill could negatively impact our consolidated results of operations and net worth. 
Goodwill is recorded at fair value and is not amortized, but is reviewed for impairment at least annually or more frequently if impairment indicators arise. In evaluating the potential for impairment of goodwill, we make assumptions regarding future operating performance, business trends, and market and economic conditions. Such analyses further require us to make judgmental assumptions about sales, operating margins, growth rates, and discount rates. There are inherent uncertainties related to these factors and to management's judgment in applying these factors to the assessment of goodwill recoverability. Goodwill reviews are prepared using estimates of the fair value of reporting units based on market multiples of EBITDA (earnings before interest, taxes, depreciation and amortization) and/or on the estimated present value of future cash flows. We could be required to evaluate the recoverability of goodwill prior to the annual assessment if we experience disruptions to the business, unexpected significant declines in operating results, divestiture of a significant component of our business or market capitalization declines.
Impairment charges could substantially affect our reported earnings in the periods of such charges. In addition, impairment charges would negatively impact our financial ratios and could limit our ability to obtain financing in the future. As of December 28, 2014, we had $1.6 billion of goodwill, which represented approximately 16% of total assets.


18



Deterioration of economic conditions could negatively impact our business. 
Our business may be adversely affected by changes in national or global economic conditions, including inflation, interest rates, availability of and 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. 
Disruptions and instability in credit and other financial markets and deterioration of national and global 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 technical or other waivers under our credit agreements to the extent we may seek them in the future;
impair the financial condition of some of our customers, suppliers or counterparties to our derivative instruments, thereby increasing customer bad debts, non-performance by suppliers or counterparty failures negatively impacting our treasury operations;
negatively impact global demand for our products, which could result in a reduction of sales, operating income and cash flows;
decrease the value of our investments in equity and debt securities, including our company-owned life insurance and pension plan assets, which could result in higher pension cost and statutorily mandated funding requirements; and
impair the financial viability of our insurers.

ITEM 1B.
UNRESOLVED STAFF COMMENTS
 
None.


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ITEM 2.
PROPERTIES
 
The following table lists our material plants and other physical properties. Based on a five day week, our weekly domestic pork slaughter capacity was 581,000 head and our domestic packaged meats capacity was 64.0 million pounds, as of December 28, 2014. During 2014, the average weekly domestic capacity utilization for pork slaughter and packaged meats was 91% and 84%, respectively. We believe these properties are adequate and suitable for our needs.
Location
Segment
Operation
Smithfield Farmland Plant
Bladen County, North Carolina
Fresh Pork
Slaughtering and cutting hogs
 
 
 
Smithfield Farmland Plant
Smithfield, Virginia
Fresh Pork and Packaged Meats
Slaughtering and cutting hogs; fresh and packaged pork products
 
 
 
Smithfield Farmland Plant
Kinston, North Carolina
Packaged Meats
Production of boneless cooked hams, deli hams and sliced deli products
 
 
 
Smithfield Farmland Plant
Clinton, North Carolina
Fresh Pork and Packaged Meats
Slaughtering and cutting hogs; fresh and packaged pork products
 
 
 
Smithfield Farmland Plant
Wilson, North Carolina
Packaged Meats
Production of bacon
 
 
 
John Morrell Plant
Sioux Falls, South Dakota
Fresh Pork and Packaged Meats
Slaughtering and cutting hogs; fresh and packaged pork products
 
 
 
John Morrell Plant
Springdale, OH
Packaged Meats
Production of hot dogs and luncheon meats
 
 
 
Curly’s Foods, Inc. Plant
(operated by John Morrell)
Sioux City, Iowa
Fresh Pork and Packaged Meats
Production of raw and cooked ribs and other BBQ items
 
 
 
Armour-Eckrich Meats
(operated by John Morrell)
St. Charles, Illinois
Packaged Meats
Production of bulk and sliced dry sausages
 
 
 
Armour-Eckrich Meats
(operated by John Morrell)
Omaha, Nebraska
Packaged Meats
Production of bulk and sliced dry sausages
 
 
 
Armour-Eckrich Meats
(operated by John Morrell)
Peru, Indiana
Packaged Meats
Production of pre-cooked bacon
 
 
 
Armour-Eckrich Meats
(operated by John Morrell)
Junction City, Kansas
Packaged Meats
Production of smoked sausage
 
 
 
Armour-Eckrich Meats
(operated by John Morrell)
Mason City, Iowa
Packaged Meats
Production of boneless bulk and sliced ham products
 
 
 
Armour-Eckrich Meats
(operated by John Morrell)
St. James, Minnesota
Packaged Meats
Production of sliced luncheon meats

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Location
Segment
Operation
Smithfield Farmland Plant
Crete, Nebraska
Fresh Pork and Packaged Meats
Slaughtering and cutting hogs; fresh and packaged pork products
 
 
 
Smithfield Farmland Plant
Monmouth, Illinois
Fresh Pork and Packaged Meats
Slaughtering and cutting hogs; fresh and packaged pork products
 
 
 
Smithfield Farmland Plant
Denison, Iowa
Fresh Pork and Packaged Meats
Slaughtering and cutting hogs; fresh and packaged pork products
 
 
 
Smithfield Farmland Plant
Milan, Missouri
Fresh Pork
Slaughtering and cutting hogs; fresh pork
 
 
 
Smithfield Farmland Plant
Wichita, Kansas
Packaged Meats
Production of hot dogs and luncheon meats
 
 
 
Cook’s Hams Plant
(operated by Smithfield Farmland)
Lincoln, Nebraska
Packaged Meats
Production of smoked hams and other smoked meats
 
 
 
Cook’s Hams Plant
(operated by Smithfield Farmland)
Grayson, Kentucky
Packaged Meats
Production of spiral hams and smoked ham products
 
 
 
Cook’s Hams Plant
(operated by Smithfield Farmland)
Martin City, Missouri
Packaged Meats
Production of spiral hams
 
 
 
Patrick Cudahy Plant
(operated by John Morrell)
Cudahy, Wisconsin
Packaged Meats
Production of bacon, dry sausage and refinery products
 
 
 
Animex Plant
Szczecin, Poland
International
Slaughtering and deboning hogs; production of packaged and other pork products
 
 
 
Animex Plant
Starachowice, Poland
International
Slaughtering and deboning hogs; production of packaged and other pork products
 
 
 
Animex Plant
Elk, Poland
International
Slaughtering and deboning hogs; production of packaged and other pork products
 
 
 
Animex Plant
Morliny, Poland
International
Production of packaged and other pork and beef products
 
 
 
Animex Plant
Ilawa, Poland
International
Slaughtering of turkey and geese; production of fresh and packaged poultry products
 
 
 
Animex Plant
Suwalki, Poland
International
Slaughtering of chicken; production of fresh and packaged poultry products
 
 
 
Animex Plant
Opole, Poland
International
Slaughtering of chicken; production of fresh and packaged poultry products
 
 
 

21



Location
Segment
Operation
Animex Plant
Debica, Poland
International
Production of packaged poultry products
 
 
 
Smithfield Prod Plant
Timisoara, Romania
International
Slaughtering, deboning and rendering hogs
 
 
 
Corporate Headquarters
Smithfield, Virginia
Corporate
Management and administrative support services for other segments
The Hog Production segment owns and leases numerous hog production and grain storage facilities, as well as feedmills, mainly in North Carolina, Utah, Missouri, Iowa, Colorado and Virginia, with additional facilities in Oklahoma, Texas, Illinois, South Carolina, Pennsylvania, South Dakota and Kansas.
Also, the International segment owns and leases numerous hog production and grain storage facilities, as well as feedmills, in Poland and Romania.
ITEM 3. 
LEGAL PROCEEDINGS
 
We and certain of our subsidiaries are parties to the environmental litigation matters discussed in “Item 1. Business—Regulation” above. Apart from those matters and the matters listed below, we and our affiliates are parties to various lawsuits arising in the ordinary course of business. In the opinion of management, any ultimate liability with respect to the ordinary course matters will not have a material adverse effect on our financial position or results of operations. 
North Carolina Nuisance Litigation
In August, September and October 2014, 25 complaints were filed in the Eastern District of North Carolina by 515 individual plaintiffs against our wholly owned subsidiary, Murphy-Brown, alleging causes of action for nuisance and related claims. The complaints stemmed from the nuisance cases previously filed in the Superior Court of Wake County. On February 23, 2015, all 25 complaints were amended and one complaint was severed into two separate actions. The 26 currently pending complaints were filed on behalf of 541 plaintiffs and relate to approximately 14 company-owned and 75 contract farms. All 26 complaints include causes of action for temporary nuisance and negligence and seek recovery of an unspecified amount of compensatory, special and punitive damages, as well as unspecified injunctive and equitable relief. Murphy-Brown is in the process of responding to the complaints in all 26 cases. The Company believes that the claims are unfounded and intends to defend the suits vigorously.
Neuse Riverkeeper Foundation and Waterkeeper Alliance NOI
From time to time we receive notices from regulatory authorities and others asserting that we are not in compliance with certain environmental laws and regulations. In some instances, litigation ensues.
On March 13, 2014, the Neuse Riverkeeper Foundation and Waterkeeper Alliance submitted a 60-day Notice of Intent (NOI) to file a citizen suit against the Company, our wholly owned subsidiary Murphy-Brown, a contract grower, the landowner, and certain individual employees of either Murphy-Brown or the contract grower related to alleged violations of the Clean Water Act at a hog farm in Greene County, North Carolina. The Company is continuing to investigate the allegations and is in the process of responding.

ITEM 4.
MINE SAFETY DISCLOSURES
 
Not applicable.

22



EXECUTIVE OFFICERS OF THE REGISTRANT 
The following table shows the name and age, position and business experience during the past five years of each of our executive officers. Our board of directors (the "Board" or "Board of Directors") elects executive officers to hold office until the next annual meeting of the Board, until their successors are elected or until their resignation or removal.

Name and Age
Position
Business Experience During Past Five Years 
C. Larry Pope (60)
President and Chief
Executive Officer
Mr. Pope was elected President and Chief Executive Officer in June 2006, effective September 1, 2006. Mr. Pope served as President and Chief Operating Officer from October 2001 to September 2006.
 
 
 
Kenneth M. Sullivan (51)
Executive Vice President and Chief Financial Officer
Mr. Sullivan was promoted to Chief Financial Officer in 2013 and elected Executive Vice President effective March 1, 2015. He served as Senior Vice President of Finance and Chief Accounting Officer from 2012 to 2013, Vice President of Finance and Chief Accounting Officer from 2010 to 2012, Chief Accounting Officer from 2007 to 2010 and Vice President of Internal Audit from 2003 to 2007.
 
 
 
Dhamu Thamodaran (59)
Executive Vice President and Chief Commodity Hedging Officer
Mr. Thamodaran was elected Executive Vice President and Chief Commodity Hedging Officer in July 2011. He was named Senior Vice President and Chief Commodity Hedging Officer in June 2008. Prior to these appointments, Mr. Thamodaran served as Vice President, Price Risk Management.
 
 
 
Dennis H. Treacy (60)
Executive Vice President and Chief Sustainability Officer
Mr. Treacy was elected Executive Vice President, Corporate Affairs, and Chief Sustainability Officer in October 2011. He was named Senior Vice President of Corporate Affairs and Chief Sustainability Officer in February 2010. Prior to these appointments, Mr. Treacy served as Vice President, Environmental and Corporate Affairs.
 
 
 
Joseph B. Sebring (67)
President, Packaged Meats Division
Mr. Sebring was elected President, Packaged Meats Division effective March 1, 2015. He served as President of John Morrell from May 1994 to February 2015.
 
 
 
Dariusz Nowakowski (61)
President of Smithfield Europe
Mr. Nowakowski was elected President of Smithfield Europe in August 2012 and is responsible for all of Smithfield's wholly owned subsidiaries in Europe. Mr. Nowakowski joined Smithfield in 2006 as President of Animex.
 
 
 
Scott Saunders (51)
President, Fresh Pork Division
Mr. Saunders was elected President, Fresh Pork Division, effective March 1, 2015. He served as Chief Financial Officer of John Morrell from 2008 to February 2015.
 
 
 
Gregg Schmidt (57)
President, Hog Production Division
Mr. Schmidt was elected President, Hog Production Division, effective March 1, 2015. He served as President of Murphy-Brown from 2013 to February 2015. He served as President of Murphy-Brown East Production Operations from 2011 to 2013 and served as President of the International Division from 2002 to 2011.




23




PART II
 
ITEM 5.
MARKET FOR REGISTRANT’S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES
 
MARKET INFORMATION
Prior to the Merger, our common stock was listed on the New York Stock Exchange under the symbol "SFD." As a result of the Merger, our common stock ceased to be traded on the New York Stock Exchange after close of market on September 26, 2013. Smithfield Foods, Inc. is wholly owned by a subsidiary of WH Group.
DIVIDENDS
We have never paid a cash divided on our common stock. Subject to the limitations in certain of our debt agreements, we expect to pay dividends to WH Group starting in 2016 based on a certain percentage of our net income. The terms of certain of our debt agreements limit the payment of cash dividends on our common stock. We would only pay cash dividends from assets legally available for that purpose.

24



ITEM 6.
SELECTED FINANCIAL DATA
 
On September 26, 2013, we were acquired by an indirect subsidiary of WH Group in a merger transaction accounted for as a business combination. Unless the context otherwise requires, all references to “Successor” refer to Smithfield Foods, Inc. and all its subsidiaries for the period subsequent to the Merger. All references to “Predecessor” refer to Smithfield Foods, Inc. and all its subsidiaries for all periods prior to the Merger. In addition, the Merger was accounted for under the acquisition method of accounting, which resulted in purchase price allocations that affect the comparability of results of operations for periods before and after the Merger.
The following table shows selected consolidated financial data and other operational data for each of the periods indicated. This financial data has been derived from our audited consolidated financial statements. The financial data for the eight months ended December 29, 2013 (the Transition Period) have been derived from our audited consolidated financial statements, but have not been audited. You should read the information in conjunction with “Item 8. Financial Statements and Supplementary Data” and “Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations."
As a result of the Merger, all outstanding common stock of the Company during the Predecessor period was retired and all of the outstanding shares of Merger Sub were converted to 1,000 shares of common stock of the Company, no par value, and such shares are owned by a wholly owned subsidiary of WH Group. There are no other shares of stock outstanding in the Company; therefore we have not reported earnings per share.
 
 
Successor
 
Predecessor
 
 
Twelve Months Ended
 
 
 
 
 
Twelve Months Ended
 
 
December 28, 2014
 
September 27 - December 29, 2013
 
April 29 - September 26, 2013
 
April 28, 2013
 
April 29, 2012
 
May 1, 2011
 
May 2, 2010
 
 
(in millions)
Statement of Income Data:
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Sales
 
$
15,031.3

 
$
3,894.2

 
$
5,679.5

 
$
13,221.1

 
$
13,094.3

 
$
12,202.7

 
$
11,202.6

Cost of sales
 
13,255.7

 
3,543.1

 
5,190.1

 
11,901.4

 
11,544.9

 
10,488.6

 
10,472.5

Gross profit
 
1,775.6

 
351.1

 
489.4

 
1,319.7

 
1,549.4

 
1,714.1

 
730.1

Selling, general and administrative expenses
 
902.2

 
213.4

 
341.7

 
815.4

 
816.9

 
789.8

 
705.9

Gain on fire insurance recovery
 

 

 

 

 

 
(120.6
)
 

Merger related costs
 

 
23.9

 
18.0

 

 

 

 

(Income) loss from equity method investments
 
(58.2
)
 
2.6

 
0.5

 
(15.0
)
 
9.9

 
(50.1
)
 
(38.6
)
Operating profit
 
931.6

 
111.2

 
129.2

 
519.3

 
722.6

 
1,095.0

 
62.8

Interest expense
 
159.4

 
59.0

 
64.6

 
168.7

 
176.7

 
245.4

 
266.4

Non-operating (gain) loss
 
(0.9
)
 
1.7

 

 
120.7

 
12.2

 
92.5

 
11.0

Income (loss) from before income taxes
 
773.1

 
50.5

 
64.6

 
229.9

 
533.7

 
757.1

 
(214.6
)
Income tax expense (benefit)
 
217.0

 
15.8

 
12.7

 
46.1

 
172.4

 
236.1

 
(113.2
)
Net income (loss)
 
$
556.1

 
$
34.7

 
$
51.9

 
$
183.8

 
$
361.3

 
$
521.0

 
$
(101.4
)

25



 
 
 
 
 
 
Successor
 
Predecessor
 
 
 
 
 
 
December 28, 2014
 
December 29, 2013
 
April 28, 2013
 
April 29, 2012
 
May 1, 2011
 
May 2, 2010
 
 
 
 
 
 
(in millions)
Balance Sheet Data:
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Working capital
 
 
 
 
 
$
2,280.4

 
$
2,208.5

 
$
1,805.6

 
$
2,162.7

 
$
2,110.0

 
$
2,128.4

Total assets
 
 
 
 
 
10,147.6

 
9,954.8

 
7,716.4

 
7,422.2

 
7,611.8

 
7,708.9

Long-term debt and capital lease obligations
 
 
 
 
 
2,694.6

 
2,997.4

 
1,829.2

 
1,900.9

 
1,978.6

 
2,918.4

Shareholder's equity
 
 
 
 
 
4,539.5

 
4,231.1

 
3,097.0

 
3,387.3

 
3,545.5

 
2,755.6

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Twelve Months Ended
 
 
 
Twelve Months Ended
 
 
 
 
 
 
December 28, 2014
 
The Transition Period
 
April 28, 2013
 
April 29, 2012
 
May 1, 2011
 
May 2, 2010
 
 
 
 
 
 
(in millions)
Other Consolidated Operational Data:
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Total hogs processed (1)
 
 
 
 
 
32.1

 
21.9

 
32.0

 
30.7

 
30.4

 
32.9

Packaged meats sales (pounds) (2)
 
 
 
 
 
3,333.6

 
2,225.1

 
3,260.2

 
3,119.4

 
3,159.7

 
3,238.0

Fresh pork sales (pounds) (1)
 
 
 
 
 
4,471.3

 
2,920.7

 
4,234.3

 
4,154.6

 
4,035.0

 
4,289.9

Total hogs sold (3)
 
 
 
 
 
17.3

 
12.6

 
18.4

 
18.1

 
18.6

 
19.3

—————————————
(1) 
Comprised of Fresh Pork and International.
(2) 
Comprised of Packaged Meats and International.
(3) 
Comprised of Hog Production and International and includes intercompany hog sales.
Notes to Selected Financial Data: 
Twelve Months Ended December 28, 2014
None.
Three Months Ended December 29, 2013
Includes $23.9 million of professional fees related to the Merger.
Includes $17.3 million of debt issuance costs for a financing arrangement entered into by Merger Sub. We recognized these costs in interest expense upon termination of the financing arrangement following the Merger.
Five Months Ended September 26, 2013
Includes $18.0 million of professional fees related to the Merger.
Twelve Months Ended April 28, 2013
Includes losses of $120.7 million on debt extinguishment.
Twelve Months Ended April 29, 2012
Includes our share of charges related to the CFG Consolidation Plan, as defined in "Item 7. Management's Discussion and Analysis of Financial Condition and Results of Operations—Results of Operations—Significant Events Affecting Results of Operations," of $38.7 million.
Includes net charges of $22.2 million related to the litigation in Missouri that involved a number of claims alleging that hog farms owned by us or operated under hog raising contracts with third parties interfered with the plaintiffs' use and enjoyment of their properties (the Missouri Litigation).
Includes losses of $12.2 million on debt extinguishment.
Includes accelerated depreciation charges associated with the idling of certain Missouri hog farm assets of $8.2 million.
Includes accelerated depreciation and other charges associated with the planned closure of our Portsmouth facility of $4.7 million.

26



Includes $3.1 million of charges related to our plan to improve the cost structure and profitability of our domestic hog production operations (the Cost Savings Initiative).
Twelve Months Ended May 1, 2011
Includes an involuntary conversion gain on fire insurance recovery of $120.6 million.
Includes losses of $92.5 million on debt extinguishment.
Includes $28.0 million of charges related to the Cost Savings Initiative.
Includes a net benefit of $19.1 million related to the Missouri Litigation.
Includes net gains of $18.7 million on the sale of hog farms.
Twelve Months Ended May 2, 2010
Includes $34.1 million of impairment charges related to certain hog farms.
Includes restructuring and impairment charges totaling $17.3 million related to our plan to consolidate and streamline the corporate structure and manufacturing operations of our Fresh Pork and Packaged Meats segments (the Restructuring Plan).
Includes $13.1 million of impairment and severance costs primarily related to the Sioux City plant closure.
Includes $11.0 million of charges for the write-off of amendment fees and costs associated with our U.S. and European credit facilities.
Includes $9.1 million of charges related to the Cost Savings Initiative. 


27



ITEM 7.
MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS
You should read the following information in conjunction with the audited consolidated financial statements and the related notes in “Item 8. Financial Statements and Supplementary Data.” 
EXECUTIVE OVERVIEW 
We are the largest hog producer and pork processor in the world. In the United States, we are also the leader in numerous packaged meats categories with popular brands including Smithfield®, Eckrich®, Farmland®, Armour® and John Morrell®. We are committed to providing good food in a responsible way and maintaining robust animal care, community involvement, employee safety, environmental, and food safety and quality programs.
We produce and market a wide variety of fresh meat and packaged meats products both domestically and internationally. We operate in a cyclical industry and our results are significantly affected by fluctuations in commodity prices for livestock (primarily hogs) and grains. Some of the factors that we believe are critical to the success of our business are our ability to: 
maintain and expand market share, particularly in packaged meats,
develop and maintain strong customer relationships,
continually innovate and differentiate our products, 
manage risk in volatile commodities markets, and
maintain our position as a low cost producer of live hogs, fresh pork and packaged meats. 
We conduct our operations through five reportable segments: Fresh Pork, Packaged Meats, Hog Production, International and Corporate. The Fresh Pork segment consists of our U.S. fresh pork operations. The Packaged Meats segment consists of our U.S. packaged meats operations. The Hog Production segment consists of our hog production operations located in the U.S. The International segment is comprised mainly of our meat processing and distribution operations in Poland, Romania and the United Kingdom, our interests in meat processing operations, mainly in Western Europe and Mexico, our hog production operations located in Poland and Romania and our interests in hog production operations in Mexico. The Corporate segment provides management and administrative services to support our other segments. See "Item 8. Financial Statements and Supplementary Data-Note 15Reportable Segments" for additional information about changes to our reportable segments during the current year.
In February 2015, we announced an organizational realignment and key senior management appointments that unify all of our independent operating companies, brands, marketing and employees under one corporate umbrella. Moving to a more centralized structure allows for a more efficient and effective approach to customers, best utilizes management talent, maximizes the manufacturing platform and plant efficiency and optimizes marketing, innovation and brand management.
WH Group Merger
On September 26, 2013 (the Merger Date), pursuant to the Agreement and Plan of Merger dated May 28, 2013 (the Merger Agreement) with WH Group Limited, formerly Shuanghui International Holdings Limited, a corporation formed under the laws of the Cayman Islands and hereinafter referred to as WH Group, the Company merged with Sun Merger Sub, Inc., a Virginia corporation and wholly owned subsidiary of WH Group (Merger Sub), in a transaction hereinafter referred to as the Merger. As a result of the Merger, the Company survived as a wholly owned subsidiary of WH Group.
WH Group is the majority shareholder of Henan Shuanghui Investment & Development Co., which is China's largest meat processing enterprise and China's largest publicly traded meat products company as measured by market capitalization. WH Group is a pioneer in the Chinese meat processing industry with over 30 years of history. WH Group's businesses include hog production, meat processing, fresh meat and packaged meats production and distribution. The merging of WH Group's distribution network with our strong management team, leading brands and vertically integrated model is allowing us to provide high-quality, competitively-priced and safe U.S. meat products to consumers in markets around the world. As part of WH Group's international platform, we expect our best practices in large-scale farming, food safety standards, environmental stewardship and animal welfare to set the global industry standard.

28



This transaction enabled Smithfield to continue to execute on its strategic priorities while maintaining brand excellence and commitment to environmental stewardship and animal welfare. We have established Smithfield as the world's leading vertically integrated pork processor and hog producer with best-in-class operations and outstanding food safety practices. Operationally, we have become part of an enterprise that shares our belief in global opportunities and our commitment to the highest standards of product safety and quality. With our shared expertise and leadership, we continue to work on accelerating a global expansion strategy as part of WH Group.
The Merger was accounted for as a business combination using the acquisition method of accounting. WH Groups's cost of acquiring the Company has been pushed-down to establish a new accounting basis for the Company. The difference in the cost basis of the Company before and after the Merger impacts the comparability of results.
Change in Fiscal Year
On January 16, 2014, the Company elected to change its fiscal year end from the 52 or 53 week period which previously ended on the Sunday nearest to April 30 to the 52 or 53 week period which ends on the Sunday nearest to December 31. The change became effective at the end of the period ended December 29, 2013. Unless otherwise noted, all references to 2014 in this report are to the twelve months ended December 28, 2014. The comparable financial data for the twelve months ended December 29, 2013 is unaudited.
2014 Summary
Net income was $556.1 million in 2014, compared to net income of $120.7 million for the twelve months ended December 29, 2013. The following summarizes the operating results of each of our reportable segments and other significant items impacting pre-tax income for 2014 compared to the twelve months ended December 29, 2013
Fresh Pork operating profit increased $20.7 million primarily as a result of higher fresh pork market prices.
Packaged Meats operating profit increased $81.8 million as a result of higher average selling prices and the unfavorable impact of the fair value step-up of inventories in the prior year due to the Merger.
Hog Production operating profit increased $366.1 million as a result of significantly higher live hog market prices and lower feed costs.
International operating profit increased $95.3 million due to higher sales volume and lower raw material costs in our European operations as well as an increase in equity income from our joint ventures in Mexico.
Corporate results improved by $29.2 million due to the impact of merger related costs incurred in the prior year, partially offset by higher variable compensation cost in the current year. See "Significant Events Affecting Results of Operations" below for further discussion.

Porcine Epidemic Diarrhea Virus (PEDv) 

The USDA identified PEDv in the United States for the first time in 2013. During 2014, the U.S. pork market was significantly impacted by the spreading of PEDv, a disease that only infects pigs, not humans or other livestock, which has been an industry-wide issue and continues to have a presence in U.S. swine. Our herds in several regions in which we operate were affected in 2014 as PEDv spread throughout the U.S. There are confirmed cases of PEDv in the U.S. in 2015; however, the outbreak currently appears to be less severe than in 2014. The USDA and the industry continue to monitor the situation. We are subject to risks related to our ability to maintain animal health and control PEDv. We are unable to predict the extent the disease will impact our operations or market prices in the future.

29



Renewable Fuel Standard
The federal Renewable Fuel Standard (RFS) program requires that bio-fuels be blended into transportation fuels at ever-increasing volumes up to 36 billion gallons in 2030.  In October 2010, the Environmental Protection Agency (EPA) granted a “partial waiver” to a statutory bar under the Clean Air Act prohibiting fuel manufacturers from introducing fuel additives that are not “substantially similar” to those already approved and in use for vehicles of model year (MY) 1975 or later.  Prior to EPA's decision, the ethanol content of gasoline in the United States was limited to 10 percent (E10), which created a barrier, commonly referred to as the “blendwall,” to the expansion of blended bio-fuels as prescribed by the RFS.  The EPA's decision allows fuel manufacturers to increase the ethanol content of gasoline to 15 percent (E15) for use in MY 2007 and newer light-duty motor vehicles, including passenger cars, light-duty trucks and medium-duty passenger vehicles. In January 2011, the EPA granted another partial waiver authorizing E15 use in MY 2001-2006 light-duty motor vehicles. Judicial challenges to these rulemakings by a coalition of industry groups were dismissed.

In 2013, the EPA issued a proposed rule that would have reduced the volume of renewable fuels mandated by statute and reflected the EPA’s estimate of what would actually be produced in 2014. However, the EPA has not yet issued the final rule for 2014 production volumes, nor has it issued a proposed rule for 2015 production volumes. Representative Bob Goodlatte (R-VA) has re-introduced legislation in the 114th Congress that would eliminate the corn ethanol mandate, cap the blendwall at E10, and require the EPA to set cellulosic standards at production levels. Although the long-term impact of the RFS is currently unknown, studies have shown that expanded corn-based ethanol production has driven up the price of livestock feed and led to commodity-price volatility. We cannot presently assess the full economic impact of the RFS program on the meat processing industry or on our operations.

Country of Origin Labeling
Following a World Trade Organization (WTO) panel ruling on a complaint by Canada and Mexico that existing U.S. country- of-origin labeling (COOL) requirements violated the United States’ WTO obligations, USDA published a new rule effective May 23, 2013, Mandatory Country of Origin Labeling of Beef, Pork, Lamb, Chicken, Goat Meat, Wild and Farm-Raised Fish and Shellfish, Perishable Agricultural Commodities, Peanuts, Pecans, Ginseng, and Macadamia Nuts. 78 Fed. Reg. 31367 (May 24, 2013) (the 2013 Rule). The 2013 Rule requires, in part, that labels on covered meat products must list separately, in sequence, the specific country where the animal was "born," the country where it was "raised," and the country where it was "slaughtered." The rule also prohibits combining or commingling of meats with different "Born, Raised, and Slaughtered" combinations in the same package at retail.

On March 28, 2014 and on July 29, 2014, the U.S. Court of Appeals for the District of Columbia Circuit rejected a judicial challenge to these rulemakings by a coalition of industry groups. As of February 9, 2015, industry opponents dropped their lawsuit against the Department of Agriculture. The Canadian and Mexican governments challenged the 2013 Rule before the Dispute Settlement Body (DSB) of the WTO. On October 20, 2014, the DSB issued panel reports finding in favor of Canada and Mexico and against the United States' 2013 Rule. The U.S. Trade Representative has appealed the WTO determination and the appeal decision is expected in late spring. If the Canadian and Mexican WTO challenge is ultimately successful, then USDA will be faced with the choice of re-formulating another country of origin regulation, seeking amendments to the underlying statute from Congress, or subjecting U.S. industries to substantial retaliatory tariffs that could begin as early as summer 2015. Although the long-term impact of COOL is currently unknown, industry groups have indicated that the rules impose additional costs on the industry including costs associated with segregation of livestock, record-keeping and new packaging and labeling along with potential retaliatory trade measures under WTO rules. We cannot presently assess the full economic impact of COOL on the meat processing industry or on our operations.
Outlook
The commodity markets affecting our business fluctuate on a daily basis. In this operating environment, it is difficult to forecast industry trends and conditions. The outlook statements that follow must be viewed in this context.

With the launch of our recently announced organizational realignment, we are taking steps to build on our positive results in 2014 as we continue to solidify Smithfield’s position as a global leader in branded packaged meats. Our organizational realignment is about growth and harmonization and we currently expect to further evolve the company without closing any locations or reducing our workforce.


30



There are a plethora of benefits to moving to a centralized structure and unifying all our resources and brands together as ‘One Smithfield,’ which should position us to take advantage of growth opportunities with the following goals:

Leveraging Smithfield’s size and scope in pork industry;
Approaching the market more efficiently and effectively;
Best utilizing management talent across company;
Aligning with the way in which our customers operate;
Maximizing our manufacturing platform and plant efficiency;
Optimizing operations in areas like brand management, manufacturing, sales, and marketing; and
Strengthening marketing, brand building and innovation across all brands.

PEDv has not been a major issue for us this past fall, but the virus does remain a potential uncertainty going forward. We expect U.S. market hog supplies to rebound in 2015, although lower prices and reduced energy costs should generate additional demand in the export markets, as well as domestically. Lower pork prices should also allow us to leverage additional synergistic opportunities with WH Group.

We are sharply focused on growth and believe that Smithfield is in an ideal position to continue to achieve strong results in 2015.



31



RESULTS OF OPERATIONS 
Significant Events Affecting Results of Operations
WH Group Merger
In connection with the Merger, we incurred $23.9 million and $18.0 million of professional fees during the three months ended December 29, 2013 and five months ended September 26, 2013, respectively. These fees are recognized in merger related costs on the consolidated statements of income and reflected in the results of our Corporate segment. In addition, Merger Sub deferred $17.3 million of debt issuance costs for a financing arrangement. We recognized these deferred costs in interest expense during the three months ended December 29, 2013 upon termination of the financing arrangement following the Merger.
WH Group's cost of acquiring the Company has been pushed-down to establish a new accounting basis for the Company. The allocation of consideration to the net tangible and intangible assets acquired and liabilities assumed by WH Group in the Merger reflects fair value estimates based on management analysis, including work performed by third-party valuation specialists. This work was finalized during the third quarter of 2014 with no material adjustments. Our pre-tax earnings for the twelve months ended December 29, 2013 were negatively impacted by $37.7 million as a result of the fair value adjustments to our assets and liabilities, including a $45.4 million increase in cost of sales as a result of the fair value step-up of our inventories.
Acquisition of Kansas City Sausage, LLC
In May 2013, we acquired a 50% interest in Kansas City Sausage Company, LLC (KCS), for $36.0 million in cash. KCS operates in Des Moines, Iowa and Kansas City, Missouri. In Des Moines, KCS produces premium raw materials for sausage, as well as value-added products, including boneless hams and hides. The Kansas City plant is a modern sausage processing facility and is designed for optimum efficiency to provide retail and foodservice customers with high quality products. With our strong ongoing focus on building our packaged meats business, and with 15% of the U.S. sow population, this joint venture is a logical fit for the Company. It is expected to provide a growth platform in two key packaged meats categories — breakfast sausage and dinner sausage — and to allow us to expand our product offerings to our customers. These categories represent over $4.0 billion in industry retail and foodservice sales annually.
KCS is managed by its Board of Directors, which makes decisions that most significantly impact the economic performance of KCS. We have the right to nominate and elect the majority of the members of the Board of Directors of KCS, and based on the associated voting rights, we have determined that we have a controlling financial interest in KCS. As a result, the acquisition of our interest in KCS was accounted for in the Fresh Pork and Packaged Meats segments using the acquisition method of accounting. In 2014, KCS generated over $300 million in sales.
Missouri Litigation
During the twelve months ended April 29, 2012, we engaged in global settlement negotiations and recognized $22.2 million in net charges associated with the expected settlement of the Missouri Litigation. The charges were recognized in selling, general and administrative expenses in the Hog Production segment. During the twelve months ended April 28, 2013, the parties to the litigation reached an agreement and consummated the global settlement.
CFG Consolidation Plan
In December 2011, the board of Campofrío Food Group (CFG) approved a multi-year plan to consolidate and streamline its manufacturing operations to improve operating efficiencies and increase utilization (the CFG Consolidation Plan). The CFG Consolidation Plan included the disposal of certain assets, employee redundancy costs and the contribution of CFG's French cooked ham business into a newly formed joint venture. As a result, we recorded our share of CFG's charges totaling $38.7 million in equity in (income) loss of affiliates within the International segment in the third quarter of fiscal 2012.




32



Consolidated Results of Operations
The tables presented below compare our results of operations for the twelve months ended December 28, 2014, December 29, 2013, April 28, 2013 and April 29, 2012.
The twelve months ended December 29, 2013 reflects the combined results of predecessor and successor periods. This combined information does not purport to represent what our consolidated results of operations would have been if the Merger had taken place on December 31, 2012, nor have we made any attempt to either include or exclude expenses or income that would have resulted had the Merger actually occurred on December 31, 2012.
The Transition Period reflects the combined results of predecessor and successor periods. This combined information does not purport to represent what our consolidated results of operations would have been if the Merger had taken place on April 29, 2013, nor have we made any attempt to either include or exclude expenses or income that would have resulted had the Merger actually occurred on April 29, 2013.
As used in the tables below, "NM" means "not meaningful."
Twelve Months Ended December 28, 2014 and December 29, 2013
 
 
 
Twelve Months Ended
 
 
 
 
 
December 28, 2014
 
December 29, 2013
 
%  Change
 
 
 
 
 
(unaudited)
 
 
 
 
 
(in millions)
 
 
Sales
 
 
$
15,031.3

 
$
13,896.1

 
8
 %
Cost of sales
 
 
13,255.7

 
12,691.1

 
4

Gross profit
 
 
1,775.6

 
1,205.0

 
47

Selling, general and administrative expenses
 
 
902.2

 
830.1

 
9

Merger related costs
 
 

 
41.9

 
(100
)
Income from equity method investments
 
 
(58.2
)
 
(5.5
)
 
958

Operating profit
 
 
931.6

 
338.5

 
175

Interest expense
 
 
159.4

 
180.5

 
(12
)
Non-operating (gain) loss
 
 
(0.9
)
 
1.7

 
(153
)
Income before income taxes
 
 
773.1

 
156.3

 
395

Income tax expense
 
 
217.0

 
35.6

 
510

Net income
 
 
$
556.1

 
$
120.7

 
361
 %
Sales and Gross Profit
Sales increased primarily as a result of higher domestic pork market prices.
Gross profit increased primarily as a result of higher average selling prices and lower hog raising costs, which more than offset the increase in pork processing raw material costs. As noted in "Significant Events Affecting Results of Operations--WH Group Merger," the twelve months ended December 29, 2013 included an additional $45.4 million in cost of sales as a result of the fair value step-up of our inventory.
Selling, General and Administrative Expenses (SG&A)
The increase in SG&A is primarily attributable to higher variable compensation expenses stemming from higher year-over-year operating results, partially offset by lower pension expense.
Merger Related Costs
We incurred an aggregate of $41.9 million of professional fees in the twelve months ended December 29, 2013 as a result of the Merger.
Income from Equity Method Investments

33



The increase in profitability in the current year is primarily driven by higher hog prices in Mexico. Additionally, favorable changes to income tax rates positively impacted equity income from CFG.
Interest Expense
Interest expense for the twelve months ended December 29, 2013 included $17.3 million of debt issuance costs originally deferred by Merger Sub.
Income Tax Expense
For the twelve months ended December 28, 2014, taxable income relative to permanent items, the mix of income between jurisdictions and foreign restructurings impacted the effective tax rate. The effective tax rate for the twelve months ended December 29, 2013 was also impacted by income relative to permanent items for the period, the mix of income between jurisdictions and state income tax credits.
Eight Months Ended December 29, 2013 and December 30, 2012
 
 
Successor
 
Predecessor
 
The Transition Period
 
Predecessor
 
 
 
 
 
 
 
 
Eight Months Ended
 
 
 
 
 
 
 
 
(unaudited)
 
 
 
 
September 27 - December 29, 2013
 
April 29 - September 26, 2013
 
December 29, 2013
 
December 30, 2012
 
%  Change
 
 
(in millions)
 
 
Sales
 
$
3,894.2

 
$
5,679.5

 
$
9,573.7

 
$
8,898.7

 
8
 %
Cost of sales
 
3,543.1

 
5,190.1

 
8,733.2

 
7,943.5

 
10

Gross profit
 
351.1

 
489.4

 
840.5

 
955.2

 
(12
)
Selling, general and administrative expenses
 
213.4

 
341.7

 
555.1

 
540.5

 
3

Merger related costs
 
23.9

 
18.0

 
41.9

 

 
NM

Loss (income) from equity method investments
 
2.6

 
0.5

 
3.1

 
(6.5
)
 
(148
)
Operating profit
 
111.2

 
129.2

 
240.4

 
421.2

 
(43
)
Interest expense
 
59.0

 
64.6

 
123.6

 
111.8

 
11

Loss on debt extinguishment
 
1.7

 

 
1.7

 
120.7

 
(99
)
Income before income taxes
 
50.5

 
64.6

 
115.1

 
188.7

 
(39
)
Income tax expense
 
15.8

 
12.7

 
28.5

 
58.7

 
(51
)
Net income
 
$
34.7

 
$
51.9

 
$
86.6

 
$
130.0

 
(33
)%

Sales and Gross Profit
Sales increased primarily as a result of higher average selling prices in the Fresh Pork, Packaged Meats and Hog Production segments and an 18% increase in volume in the International segment.
Gross profit decreased primarily as the result of an 8% increase in domestic live hog prices. As noted in "Significant Events Affecting Results of Operations--WH Group Merger," the eight months ended December 29, 2013 included an additional $45.4 million in cost of sales as a result of the fair value step-up of our inventory.
Selling, General and Administrative Expenses
Advertising costs during the eight months ended December 29, 2013 were approximately $20.0 million higher than during the eight months ended December 30, 2012 as we continued our investment in marketing and advertising programs focused on building brand equity and growing sales.
Merger Related Costs
As noted in "Significant Events Affecting Results of Operations," we incurred an aggregate of $41.9 million of professional fees during the eight months ended December 29, 2013 as a result of the Merger.

34



Loss (Income) from Equity Method Investments
The decline in profitability was primarily driven by lower selling prices in the meat processing operations of our Mexican joint ventures. Also, tax law changes in Mexico negatively impacted our joint ventures. during the eight months ended December 29, 2013.
Interest Expense and Loss on Debt Extinguishment
As noted in "Significant Events Affecting Results of Operations," interest expense for the eight months ended December 29, 2013 includes $17.3 million of debt issuance costs originally deferred by Merger Sub.
In the eight months ended December 30, 2012, we recognized losses of $120.7 million on the repurchase of $694.4 million of our outstanding senior notes due in May 2013 and July 2014.
Income Tax Expense
The effective tax rate was impacted in all periods presented by income relative to permanent items, the mix of income between jurisdictions and state income tax credits.
Twelve Months Ended April 28, 2013 and April 29, 2012
 
 
 
Predecessor
 
 
 
 
 
Twelve Months Ended
 
 
 
 
 
April 28, 2013
 
April 29, 2012
 
%  Change
 
 
 
(in millions)
 
 
Sales
 
 
$
13,221.1

 
$
13,094.3

 
1
 %
Cost of sales
 
 
11,901.4

 
11,544.9

 
3

Gross profit
 
 
1,319.7

 
1,549.4

 
(15
)
Selling, general and administrative expenses
 
 
815.4

 
816.9

 

(Income) loss from equity method investments
 
 
(15.0
)
 
9.9

 
(252
)
Operating profit
 
 
519.3

 
722.6

 
(28
)
Interest expense
 
 
168.7

 
176.7

 
(5
)
Loss on debt extinguishment
 
 
120.7

 
12.2

 
889

Income before income taxes
 
 
229.9

 
533.7

 
(57
)
Income tax expense
 
 
46.1

 
172.4

 
(73
)
Net income
 
 
$
183.8

 
$
361.3

 
(49
)%
 
Sales and Gross Profit
Sales increased slightly as higher volumes across all segments were largely offset by lower domestic fresh meat and hog market prices and the effects of foreign currency translation.
The decline in gross profit margin was primarily caused by higher hog feed costs and lower pork prices in the U.S.
Selling, General and Administrative Expenses (SG&A)
The twelve months ended April 29, 2012 included $22.2 million in net charges associated with the Missouri litigation.
The twelve months ended April 29, 2012 included $6.4 million in professional fees related to the potential acquisition of a controlling interest in CFG. In June 2011, we terminated negotiations to purchase the additional interest.
Pension and other post-retirement benefit expenses increased $26.4 million.
(Income) Loss from Equity Method Investments
CFG's results for twelve months ended April 29, 2012 included $38.7 million of charges related to the CFG Consolidation Plan.

35



Results from our Mexican joint ventures declined due to higher feed costs, lower hog prices and lower meat sales volumes.
Interest Expense
Interest expense decreased due to lower average interest rates resulting from the refinancing of our 10% senior secured notes due July 2014 (2014 Notes) and our 7.75% senior unsecured notes due May 2013 (2013 Notes) as described under "Liquidity and Capital Resources" below.
Loss on Debt Extinguishment
Twelve Months Ended April 28, 2013
We recognized losses of $120.7 million on the repurchase of $694.4 million of our outstanding senior notes due in May 2013 and July 2014.
Twelve Months Ended April 29, 2012
We recognized losses of $11.0 million on the repurchase of $59.7 million of our 2014 Notes.
We recognized a loss on debt extinguishment of $1.2 million in the first quarter associated with the refinancing of our working capital facilities in June 2011.
Income Tax Expense
The following items explain the significant changes in the effective tax rate from the twelve months ended April 29, 2012 to twelve months ended April 28, 2013:
Tax credits increased due in part to the passage of the American Taxpayer Relief Act of 2012 that retroactively reinstated the Research and Development, Work Opportunity and Welfare to Work tax credits.
We released $11.1 million in deferred tax asset valuation allowances in the twelve months ended April 28, 2013, primarily related to the utilization of tax losses in foreign jurisdictions.
The mix of earnings from foreign operations, which are taxed at lower rates, was higher in the twelve months ended April 28, 2013.

36



Segment Results 
The following information reflects the comparative results from each respective segment:
Twelve Months Ended December 28, 2014 and December 29, 2013
 
 
 
Twelve Months Ended
 
 
 
 
 
December 28, 2014
 
December 29, 2013
 
%  Change
 
 
 
 
 
(unaudited)
 
 
 
 
 
(in millions)
 
 
Sales:
 
 
 
 
 
 
 
Fresh Pork
 
 
$
5,780.0

 
$
5,155.6

 
12
 %
Packaged Meats
 
 
7,173.0

 
6,522.6

 
10
 %
Hog Production
 
 
3,384.6

 
3,420.6

 
(1
)%
International
 
 
1,654.0

 
1,556.7

 
6
 %
Total segment sales
 
 
17,991.6

 
16,655.5

 
8
 %
Intersegment sales
 
 
(2,960.3
)
 
(2,759.4
)
 
7
 %
Consolidated sales
 
 
$
15,031.3

 
$
13,896.1

 
8
 %
 
 
 
 
 
 
 
 
Operating profit (loss):
 
 
 
 
 
 
 
Fresh Pork
 
 
$
96.7

 
$
76.0

 
27
 %
Packaged Meats
 
 
459.8

 
378.0

 
22
 %
Hog Production
 
 
344.2

 
(21.9
)
 
1,672
 %
International
 
 
155.8

 
60.5

 
158
 %
Corporate
 
 
(124.9
)
 
(154.1
)
 
19
 %
Consolidated operating profit
 
 
$
931.6

 
$
338.5

 
175
 %

Fresh Pork
Current year sales increased 12% due to a 15% increase in average selling prices partially offset by a 3% decrease in volume.
Current year operating profit increased 27%. Operating profit per head increased from $2.61 to $3.47 due to higher fresh pork market prices, which more than offset higher raw material costs.
We processed 27.9 million hogs during 2014, a decrease of 4%, largely attributable to PEDv. However, average hog weights were up 2%, which helped to offset the overall decline in volume.
Packaged Meats
Current year sales increased 10% due to a 10% increase in average selling prices. Current year sales volume totaled 2.8 billion pounds, which remained relatively unchanged from the twelve months ended December 29, 2013.
Current year operating profit increased to $0.16 per pound from $0.13 per pound due to higher average selling prices. Additionally, the prior year included $38.7 million, or $0.01 per pound, of non-cash costs related to the fair value step-up of inventories due to the Merger. See "Significant Events Affecting Results of Operations" for further discussion.
Hog Production
Current year sales decreased due to lower sales volume, partially offset by higher domestic live hog market prices. Head sold during the year amounted to 14.7 million hogs, a decrease of 10% from the twelve months ended December 29, 2013. PEDv was a significant factor in the volume decline and favorably impacted market prices.
Current year operating profit benefited from a 20% increase in domestic live hog market prices and lower feed costs.


37




International
Current year sales were positively impacted by an 18% increase in volume of 1.5 billion pounds, driven largely by a 13% increase in hogs processed in Europe, and partially offset by an 11% decrease in average selling prices. We processed 4.3 million hogs during 2014. The effects of foreign currency translation also positively impacted sales by approximately $18 million.
Current year operating profit was positively impacted by higher sales and lower feed costs in Europe along with higher equity income from our Mexican joint ventures. Additionally, favorable changes to income tax rates positively impacted equity income from CFG.
Corporate
Operating results in the Corporate segment were improved from last year due to the impact of $41.9 million of merger related costs in the prior year, partially offset by higher variable compensation expense in the current year driven by improved operating results.
Eight Months Ended December 29, 2013 and December 30, 2012
 
 
Successor
 
Predecessor
 
The Transition Period
 
Predecessor
 
 
 
 
 
 
 
 
Eight Months Ended
 
 
 
 
 
 
 
 
(unaudited)
 
 
 
 
September 27 - December 29, 2013
 
April 29 - September 26, 2013
 
December 29, 2013
 
December 30, 2012
 
%  Change
 
 
(in millions)
 
 
Sales:
 
 
 
 
 
 
 
 
 
 

Fresh Pork
 
$
1,347.3

 
$
2,240.3

 
$
3,587.6

 
$
3,356.1

 
7
 %
Packaged Meats
 
1,968.9

 
2,541.7

 
4,510.6

 
4,140.0

 
9

Hog Production
 
889.2

 
1,439.1

 
2,328.3

 
2,042.8

 
14

International
 
428.2

 
643.6

 
1,071.8

 
983.6

 
9

Total segment sales
 
4,633.6

 
6,864.7

 
11,498.3

 
10,522.5

 
9

Intersegment sales
 
(739.4
)
 
(1,185.2
)
 
(1,924.6
)
 
(1,623.8
)
 
(19
)
Consolidated sales
 
$
3,894.2

 
$
5,679.5

 
$
9,573.7

 
$
8,898.7

 
8
 %
 
 
 
 
 
 
 
 
 
 
 
Operating profit (loss):
 
 
 
 
 
 
 
 
 
 
Fresh Pork
 
$
96.0

 
$
(50.7
)
 
$
45.3

 
$
131.0

 
(65
)%
Packaged Meats
 
81.7

 
149.2

 
230.9

 
322.7

 
(28
)
Hog Production
 
(40.6
)
 
81.4

 
40.8

 
(56.4
)
 
172

International
 
25.4

 
15.9

 
41.3

 
89.0

 
(54
)
Corporate
 
(51.3
)
 
(66.6
)
 
(117.9
)
 
(65.1
)
 
(81
)
Consolidated operating profit
 
$
111.2

 
$
129.2

 
$
240.4

 
$
421.2

 
(43
)%
Fresh Pork
Sales increased during the Transition Period as a result of a 6% increase in average selling prices and a 1% increase in volume.
Operating profit decreased despite the increase in average selling prices primarily as a result of an 8% increase in domestic live hog prices.
Packaged Meats
Sales increased during the Transition Period as a result of a 9% increase in average selling prices.
Operating profit in the current year decreased as the increase in selling prices was more than offset by higher raw material costs. Additionally, operating profit in the Transition Period included $38.7 million of additional non-

38



cash costs related to the fair value step-up of our inventories. See "Significant Events Affecting Results of Operations" for further discussion.
Hog Production
Transition Period sales benefited from an 8% increase in domestic live hog prices and a 3% increase in head sold.
Hog Production operating profit improved by $97.2 million mainly due to higher live hog market prices.
International
As a result of fluctuations in foreign exchange rates, International segment sales and operating profit in the Transition Period were both positively impacted by approximately 3%.
Sales and operating profit in the transition period were positively impacted by an 18% increase in volume which was partially offset by a 10% decrease in average selling prices.
Transition Period operating profit was also negatively impacted by 8% and 6% increases in raising costs in both Poland and Romania, respectively, along with significantly lower equity income from our Mexican joint ventures.