Dole plc is an international agricultural company specializing in the global supply chain for fresh fruits and vegetables, handling everything from sourcing ...
Dole plc (NYSE: DOLE) is a leading global fresh-produce provider whose core business is organizing the end-to-end movement of agricultural products—from sourcing and packing to marketing and distribution. The company operates across multiple geographic areas and supply-chain stages, enabling it to serve customers with both staple produce (such as bananas, ...Dole plc (NYSE: DOLE) is a leading global fresh-produce provider whose core business is organizing the end-to-end movement of agricultural products—from sourcing and packing to marketing and distribution. The company operates across multiple geographic areas and supply-chain stages, enabling it to serve customers with both staple produce (such as bananas, pineapples, grapes, berries, avocados, and other fruits) and prepared/ready-to-eat offerings. Dole’s product portfolio is typically described as comprising fresh fruit and fresh vegetables, plus diversified fresh produce operations, with additional consumer-facing health and consumer goods marketed under the Dole brand.
From a business-model perspective, Dole earns revenue by supplying large volumes of produce to retailers and brand partners while also supplying wholesale distributors and the foodservice industry. The company’s scale and logistics capabilities are central to delivering consistent quality and freshness across seasons and geographies. Fresh produce businesses generally depend on strong procurement relationships, reliable farming/contract growing, cold-chain logistics, and efficient packaging and processing operations. Dole’s emphasis on packing and shipping supports shelf-life management and reduces quality loss during transportation.
In terms of products and services, Dole supplies: (1) whole fresh produce—such as bananas and other fruit categories; (2) fresh-packed vegetables including varieties of lettuce and celery; and (3) value-added formats like pre-packaged salads, convenient meal kits, and other processed fresh items. This mix helps the company broaden its customer base and can improve downstream demand stability compared with relying solely on whole fruit.
Cost and economics for companies like Dole are typically influenced by agricultural input costs, seasonality, energy (refrigeration and transportation), labor, yield variability, and working-capital needs related to inventory and receivables. The company’s financial profile (as reflected in common market metrics) reflects the capital- and logistics-intensive nature of the fresh-produce supply chain.
Leadership includes CEO Rory Patrick Byrne, who leads the operating strategy for Dole plc. The company’s history dates back to 1851, reflecting a long-standing involvement in pineapple and fruit production that evolved into a modern multinational fresh-produce supply-chain business. Dole continues to pursue category leadership, product innovation in fresh and value-added lines, and operational improvements to strengthen delivery performance and customer outcomes across the Americas, EMEA, and other global markets.
YoYYoY means Year-over-Year. It compares the latest annual value with the previous annual value to show long-term trend strength.
QoQQoQ means Quarter-over-Quarter. It compares the latest quarter with the immediately previous quarter to show short-term momentum changes.
RevenueThe total money that came through the front door from selling things, before paying a single bill. Think of it as the grand total of every credit card swipe from customers. (YoY compares this year to last year's performance, while QoQ compares the current three months to the previous three).
$9.2B
+8.2%
+6.7%
Net IncomeThe absolute bottom line. If the company paid every single supplier, employee, banker, and tax collector, this is the actual money left in their pocket at the end of the day.
$66.0M
-47.4%
-17.0%
Gross MarginThe basic markup. If they sell a $100 pair of sneakers, this percentage tells you how much of that price tag is profit right after paying for the rubber and shoelaces, but before paying for things like store rent or TV commercials.
+7.8%
-8.0%
-1.2%
Operating MarginThe 'day job' efficiency score. Out of every dollar a customer spends, this shows how many cents the company keeps after making the product AND paying for all the everyday corporate overhead (like salaries, marketing, and keeping the lights on).
+2.4%
-27.9%
-27.5%
Net MarginThe final take-home percentage. When you strip away every conceivable cost, tax, and interest payment, this is the exact number of cents the company truly gets to keep from every dollar in sales.
+0.7%
-51.4%
-22.2%
Free Cash FlowThe holy grail of corporate cash. It's the spendable, physical money left over after the business pays for its daily operations AND buys the big, expensive upgrades (like new factories or servers) it needs to survive. This is the 'free' money they can use to pay dividends or buy back stock.
$-26.2M
-112.9%
+73.1%
FCF MarginThe ultimate cash conversion rate. It shows how good the company is at turning regular sales directly into cold, hard, spendable cash. A high percentage means the business is an absolute cash-printing machine.
-0.3%
-111.9%
+74.8%
Debt / EquityThe financial risk gauge. It compares how much of the company's empire was built using borrowed money (loans) versus the owners' own money (shareholders). A high number means they are heavily leveraged and playing a riskier game; a low number means they are playing it safe.
91.3%
-9.3%
+12.4%
Current RatioThe 12-month survival check. It simply compares the cash they have right now (plus things they can quickly turn into cash) against the immediate bills they absolutely must pay this year. A score above 1 means they have enough in the wallet to cover the upcoming bills without panicking.
1.17x
-1.0%
+2.2%
Total AssetsThe absolute size of the company's empire. It bundles together absolutely everything of value they own—from the cash in the register and the inventory in the warehouse, to the software patents in the vault and the factories on the ground.
Operator: Welcome to Dole plc's Second Quarter 2026 Results Webcast. Today's webcast is being broadcast live over the Internet and is also being recorded for playback purposes. [Operator Instructions] For opening remarks and introductions, I would like to turn the call over to the Head of Investor Relations with Dole plc, James O'Regan.
James Regan: Thank you, Derrick. Welcome, everybody, and thank you for joining our results webcast. Joining me today is our Chief Executive Officer, Rory Byrne; our Chief Operating Officer, Johan Linden; and our Chief Financial Officer, Jacinta Devine. During this webcast, we will be referring to presentation slides to supplement our remarks, and these, along with our earnings release and other related materials, are available on the Investor Relations section of the Dole plc website. Please note, our remarks today will include certain forward-looking statements within the provisions of the federal securities safe harbor law. These reflect circumstances at the time they are made, and the company expressly disclaims any obligation to update or revise any forward-looking statements. Actual results or outcomes may differ materially from those that may be expressed or implied due to a wide range of factors, including those set forth in our SEC filings and press releases. Information regarding the use of non-GAAP financial measures may be found in our press release, which also includes a reconciliation to the most comparable GAAP measures. With that, I'm pleased to hand over to Rory.
Rory Byrne: Thank you, James, and welcome, everybody, and thank you all for joining us today as we discuss our results for the second quarter and provide an update on the latest developments across the Group. So turning firstly to Slide 4. Well, across the Group, we continue to see healthy consumer demand for our products. Fresh produce consumption remains resilient, supported by the long-term health and wellness trends, and we believe this augurs well for the future of our sector. Our second quarter results was in line with our expectations, reflecting the impact of higher fuel and shipping costs on Fresh Fruit profitability arising from the conflict in the Middle East. Despite these pressures, the quarter once again demonstrated the resilience of our diversified business model with the strength of our Diversified Americas in particular helping to offset the pressures experienced in Fresh Fruit. Since our last update, we've been active in advancing our development pipeline while maintaining our disciplined approach to capital allocation. Turning now to Slide 5 and focusing in more detail on this topic. As we said last quarter, our priority remains clear: to allocate capital where we can achieve the best long-term returns for our shareholders. As part of this approach, we were delighted to complete the Ecuador port sale on July 1. This transaction represents an important milestone, unlocking approximately $95 million of net proceeds, …