Dole : Progress Report 2023

Published: 2025-03-26 13:30:07 ET DOLE

SUSTAINABILITY

REPORT

2022 - 2023

Content INDEX Content INDEX

6 Message from our President

8 Message from our Vice President of Sustainability

CHAPTER 3:

WE PROTECT NATURE

100 Innovang in agricultural pracces

CHAPTER 1

102 Preserving the valuable resource of our lands

OUR ESSENCE

104 Sustainable water management

12 Dole plc's governance framework

111 Our contribuon to the ﬁght against climate change

13 Dole Fresh Fruit management team

118 Biodiversity conservaon: our commitment and acons

17 Challenges and opportunies for Dole Fresh Fruit 2022 - 2023

125 Protecng our crops: integrated management strategies

18 Our philosophy: purpose and values

129 We responsibly manage our waste

19 Our philosophy: code of conduct

24 Our value chain

26 Our operaons in the U.S. and Europe

132

CHAPTER 4:

WE CULTIVATE SAFE AND HEALTHY PRODUCTS

27 Our products

28 Producon data by country and product type

134

Quality is at the heart of our value promise

30 From Dole Fresh Fruit to the world: countries we export to

135 Transparency and control: traceability system

32 Our ocean logiscs arm: shipping operaons

136 We guarantee fruit safety

34 Strategic allies

138 Sustainable packaging: innovaon for our customers

35 Our sustainability framework: The Dole Way

140 Healthy nutrion, our mission

36 Sustainability governance framework

142 Transparency in communicaon

37 Sustainability strategy and objecves

143 Our strategic partners: fruit suppliers

40 Relevant topics: materiality

41 Parcipaon and engagement with our stakeholders

44 Cerﬁcaons and standards that ensure sustainable management

146

CHAPTER 5:

WE GENERATE VALUE

46 Recognions for our good pracces

147 Our economic performance

148 Economic value generaon

48 WE GENERATE WELL-BEING FOR OUR PEOPLE

CHAPTER 2:

150 Key projects with economic and sustainability impact

155 Our suppliers

50 We are a signiﬁcant provider of employment

54 Culvang a sustainable work environment

56 One team, many voices: living diversity and inclusion

156

CHAPTER 6:

ABOUT THIS REPORT

60 Empowering the talent of our people

157 Our reporng process

64 We take care of our people

160 GRI content index

67 We respect the freedom of associaon

167 Annexes

68 Salary policy and living wage

70 Growing together: hand-in-hand with Dole program

74 Occupaonal health and safety, an unwavering commitment

Commitment and contribuon to our communies

It is said that storms make sailors stronger, and at Dole, we share this belief. Over the past four years, we have navigated an uncertain and volale environment that has tested our resilience and adaptability. Each challenge we faced strengthened us, reinforcing our ability to thrive in complexity while remaining steadfast in our goals and values.

In 2022, the global economy connued to face the ongoing eﬀects of the pandemic. Inﬂaon became a widespread phenomenon across economies, interest rates rose, and a global logiscs crisis impacted supply chains, drascally increasing marime transportaon costs in our operaons. Furthermore, the onset of the conﬂict between Ukraine and Russia exacerbated inﬂaonary pressures, drove record prices for many of our key inputs, and hindered access to crucial markets.

Amid these challenges, we faced a parcularly pressing issue. Cyber risks oﬅen feel distant-unl they become a reality. We experienced a cyberaack that tested our resilience but ulmately highlighted the strength of our team and suppliers. Through swiﬅ acon, we successfully navigated the situaon and used the experience to further strengthen our cybersecurity systems.

In 2023, we encountered new and complex challenges. Polical instability in several of the countries where we operate, along with a troubling rise in drug-related violence, created addional hurdles. Addionally, the El Niño phenomenon disrupted operaons in Central America, parcularly due to water scarcity, aﬀecng several of our divisions.

Over the past two years, volality has remained a deﬁning feature of our operang environment. We have seen oil prices swing from historic lows to record highs, while banana prices in Ecuador have undergone substanal ﬂuctuaons during this period.

When it comes to sustainability, we connue to tackle an evolving set of challenges. Climate change, water stewardship, biodiversity conservaon, waste management, and social responsibility remain key priories, alongside the growing regulatory landscape governing sustainability management and communicaon. These factors shape our strategic approach as we adapt to an ever-changing world.

Despite the unpredictability of recent years, one constant remains-our commitment to proacve and strategic acon. We have proven our resilience in navigang turbulent waters, emerging stronger each me. The posive economic, social, and environmental outcomes we have achieved stand as a testament to this unwavering dedicaon.

I am proud to lead a team of passionate and dedicated professionals whose enthusiasm, innovaon, and collaboraon have been instrumental in delivering consistent and growing results, even in the face of challenges.

Staying true to our purpose, we connue to expand as an organizaon, strengthening our commitment to generang well-being, protecng the environment, and culvang safe and healthy products.

This report highlights key achievements in innovaon and development, including

progress made in obtaining the ﬁrst Fusarium TR4-resistant variees through the Musa Breeding Company program. Addionally, it showcases the integraon of advanced acons and technologies aimed at reducing natural resource consumpon, such as water conservaon iniaves, precision agriculture for improved soil management, and enhanced pest and disease control strategies.

Furthermore, we detail our biodiversity protecon and conservaon pracces and highlight our progress in reducing greenhouse gas emissions.

By reviewing the results achieved over the past two years, you will see the tangible impact of our "Hand in Hand with Dole" iniave. This program, using the Business Muldimensional Poverty Index (bMPI) methodology, idenﬁes the real needs of our employees and their families, allowing us to enable soluons that have a meaningful and lasng impact on their lives.

I am also proud to highlight that aﬅer 23 years of building a legacy in Ecuador, DALE has become the ambassador brand of our corporate social responsibility strategy, further strengthening our social programs in the region.

Undoubtedly, the strongest foundaon of our company lies in the people we work with and for. I am deeply grateful to every member of the Dole family who gives life to our purpose. To our communies, thank you for the bonds of fraternity and coexistence we strengthen every day. To our partners, allies, and suppliers, we appreciate your collaboraon and commitment. And to our customers, we are grateful for your unwavering loyalty and trust.

I encourage everyone to connue working with the same determinaon and spirit of collaboraon that deﬁne us, knowing that together, we can overcome any challenge that comes our way.

RENATO ACUÑA

President Dole Fresh Fruit Internaonal

With great enthusiasm, we share the results of our sustainable management strategy for 2022 and 2023 in this report. This document is not only a reﬂecon of results but also a tesmony to the leadership, commitment, and dedicaon of our employees, who work passionately to create a posive impact on our customers, communies, partners, and the planet.

A Purpose that Inspires

Our purpose, "Sustainable Food for a Sustainable World," is the driving force behind our commitment to sustainable business pracces. It inspires everyone in our value chain-customers, partners, allies, and suppliers-to contribute to a more responsible and resilient future.

Guided by this purpose, we have developed The Dole Way, our sustainable acon framework built on three fundamental pillars: generang well-being, protecng nature, and culvang safe and healthy products. Together with our core values, this framework serves as the foundaon for every iniave we pursue.

Transformative Initiatives

Sustainability constantly challenges us to innovate. Over the past two years, we have connued to improve agricultural and environmental pracces through dedicated research and development. A signiﬁcant milestone in this journey was the successful ﬁrst ﬂight of an unmanned aerial vehicle within our operaons. This technology introduces a safer, cleaner, and more precise method for applying fungicides, helping to reduce chemical usage and minimize environmental impact.

As climate change requires urgent acon, we have strengthened emissions measurement to enhance decision-making and migate our impact. In this context, the energy opmizaon iniaves driven by our shipping operaons play a key role.

Addionally, we have developed and implemented innovave soluons in sustainable packaging. We connue to enhance our biodiversity protecon and conservaon iniaves, while maintaining our focus on opmizing natural resources such as water.

On the social front, we have made a meaningful impact through transformave projects that improve the lives of our employees and the communies where we operate. A key iniave highlighted in this report is "Hand in Hand with Dole," which has now expanded to all our divisions. Through our collecve eﬀorts, our social contribuon in the region exceeded

USD 12.6 million, beneﬁng more than 678,000 people over the past two years.

We are navigang this journey with the support of partners and strategic collaboraons.

Dreams Come True

When we plant with passion, we reap extraordinary results - our "Harvesng Dreams" iniave is a testament to this belief. What started in 2021 as a collecon of good intenons has since evolved into a transformave reality.

Through projects like the donaon of smoke-free stoves, we support the health and economic well-being of our employees and communies. We are also making a posive environmental impact by promong water conservaon in the Uchapa River microbasin and reducing of greenhouse gas emissions.

A purpose that inspires, initiatives that transform, and dreams that come true.

A Commitment in Our Daily Actions

We reaﬃrm our commitment to connuously improving our accountability processes, responding to the growing expectaons of our stakeholders regarding social and environmental informaon. Eﬀorts are underway to enhance data collecon, reporng, and assurance, alongside strengthening our management and communicaon systems to ensure transparency and accuracy in every material aspect of our operaons.

Each word in this report reﬂects the hard work of our employees. From every corner of Lan America, they dedicate themselves daily to ensuring that we remain a key partner to our customers, a good neighbor to the communies where we operate, a strategic ally to fruit producers and suppliers, and a responsible steward of the planet.

RUDY AMADOR

Vice President of Corporate Social Responsibility, Sustainability and Communicaons

We are Dole

FRESH FRUIT

[GRI 2-6]

We are Dole Fresh Fruit, a business unit of Dole plc, the world's leading supplier of fresh products.

Our business is a leader in the integrated producon and distribuon of various fresh fruit products, primarily bananas and pineapples, as well as others like plantains, limes, and dragon fruit, grown both organically and convenonally.

We own farms in Guatemala, Honduras, Costa Rica, and Ecuador, and we have strategic partners in Mexico and Colombia. Addionally, we work closely with independent fruit growers in several Lan American countries, including Guatemala, Honduras, Costa Rica, Ecuador, Colombia, Mexico, and Peru, who supply us with fruit to meet market demands.

We sell our products under the Dole brand to supermarket chains and lead the global market with more than 30% of the world's organic bananas and 80% of the world's organic pineapples.

Our commitment to sustainability is the guiding principle for our operaons. We strive to improve the quality of life and drive progress for our employees and the communies where we operate.

We provide direct employment to more than 19,000 people and indirectly beneﬁt over 95,000 others through jobs related to our business.

We have commercial oﬃces, ripening and distribuon centers, port terminals, and third-party port facilies in the United States and Europe.

We embed the philosophy of connuous improvement into every aspect of our processes. By developing projects and innovaon iniaves, we strive to meet the evolving needs and expectaons of our customers and consumers. In doing so, we integrate technologies that serve the greater good.

Dole plc's governance

FRAMEWORK

[GRI 2-9] [GRI 2-10] [GRI 2-11] [GRI 2-15] [GRI 2-16] [GRI 2-17] [GRI 2-18] [GRI 2-19] [GRI 2-20]

We are convinced that good corporate governance is key to the sustainable growth of our organizaon.

Our Board of Directors is the highest governing body at Dole plc and all its business units. It consists of four execuve directors and seven non-execuve directors.

This body approves the strategy and evaluates business performance, including those focused on the environmental and social areas. The Board's objecves are to build long-term value for shareholders and ensure the company's development for the beneﬁt of customers, employees, and other stakeholders.

The Corporate Governance Guidelines direct the

fulﬁllment of responsibilies while ensuring alignment with applicable laws and regulaons.

These guidelines outline the criteria for the appointment and selecon of Board members and its commiees, deﬁne the independence and leadership of the highest governing body, prevent conﬂicts of interest, establish inducon and ongoing educaon, evaluate performance, and set remuneraon policies.

Board of Directors' standing committees

We have three standing commiees, composed enrely of independent directors who meet the applicable legal, regulatory, and stock market requirements for appointment.

Purpose of the Dole plc Board of Directors' committees

Dole Fresh Fruit

MANAGEMENT TEAM

[GRI 2-9] [GRI 2-10] [GRI 2-17] [GRI 2-18] [GRI 2-19] [GRI 2-21] [GRI 2-20]

At Dole Fresh Fruit, our management team deﬁnes and guides the social and environmental strategy, reporng to the Head of Sustainability at Dole plc, who in turn presents all sustainability management updates to the Board of Directors.

We hold meengs at least three mes a year, where we analyze, evaluate, and propose management alternaves for impacts, risks, and opportunies. This ensures compliance with strategic objecves and the creaon of value.

Each operaonal division has a Management Commiee that, together with General Management, leads and establishes the strategic vision of the operaons and oversees the idenﬁcaon, prevenon, management, and migaon of economic, environmental, and social impacts. The management team members and their commiees play a vital role in providing diverse and complementary perspecves, ensuring balanced representaon, and fostering a broad contextual understanding of the countries where we operate.

All division managers take part in regional management meengs, where the company's social and environmental programs and projects are discussed. In 2022 and 2023, they aended nine in-person sessions, along with mulple virtual meengs focused on speciﬁc sustainability iniaves. Addionally, they are well-versed in and have received training on codes, regulaons, policies, and procedures to uphold ethical conduct.

Addionally, all senior management members take part in the annual performance evaluaon program, receiving feedback to support the achievement of strategic objecves, with an emphasis on economic, social, and environmental goals.

In Guatemala, Honduras, Costa Rica, and Ecuador, management teams and employees lead, administer, and implement the strategies deﬁned through policies, procedures, and standards, ensuring compliance with management system objecves.

Audit Committee: Assists the Board in fulﬁlling its legal and ﬁduciary obligaons with respect to maers involving the accounng, auding, ﬁnancial reporng, internal control and legal compliance funcons of the Company and its subsidiaries.

Compensation Committee: Oversees the compensaon and beneﬁt plans and pracces applicable to the Company's key management personnel, including its execuve oﬃcers, and any incenve-compensaon and equity-based plans that are subject to Board approval. It also performs such further funcons as may be consistent with this Charter or assigned by applicable law, the Company's Constuon or the Board.

Nomination and Corporate Governance Committee: Idenﬁes and recommends qualiﬁed candidates for Board membership and commiees, advises the Board on composion, procedures, and commiee assignments, develops and recommends corporate governance principles for the company, and oversees Board and execuve evaluaons.

INFORME DE SOSTENIBILIDAD 2022 - 2023

MANAGEMENT TEAM

Dole Fresh Fruit

Renato Acuña

President of Dole Fresh Fruit Internaonal

PREVIOUS EXPERIENCE

• Senior Vice President of Government and Independent Grower Relaons, Dole.

• Vice President and General Manager, Dole Ecuador.

• General Manager, Dole Colombia.

EDUCATION

• Business Administraon, University of Costa Rica.

• Master's in Business Administraon, Tulane University, USA.

David Sesin

Vice President of Finance and CFO

PREVIOUS EXPERIENCE

• Vice President of Strategic Planning, Dole.

• General Manager, Dole Honduras and Dole Guatemala.

• Controller, Dole Costa Rica and Dole Honduras.

EDUCATION

• Bachelor's in Business Administraon with an emphasis in Finance, University of Costa Rica.

• Master's in Finance and

Internaonal Business, Tulane

University, USA.

Patricia Bresciani

Vice President of Human Resources

PREVIOUS EXPERIENCE

• Vice President of Human Resources, Flowers Division, Dole (Miami).

• Director of Human Resources for Lan America and the Caribbean, Nortel (USA).

• Director of Human Resources, Nortel (Mexico).

EDUCATION

• Bachelor's in Internaonal Business Administraon, Nova Southeastern University, Florida.

• Execuve Program in Strategic Administraon, University of Florida & Warrington College of Business, USA.

David Cairns

Vice President of Vessel Operaons

PREVIOUS EXPERIENCE

• Senior Fleet Operaons Director, Dole.

• Ship Management Director, Dole.

• Technical Superintendent, Dole.

Vice President of Communicaons and Corporate Social Responsibility

EDUCATION

Naval Engineer, Riversdale College of Technology, England.

Rudy Amador

PREVIOUS EXPERIENCE

• Regional Director of Sustainable Agriculture, Dole.

• Director of Quality, Environment, and Food Safety, Dole.

• Regional Manager of Environmental Aﬀairs, Dole.

EDUCATION

• Agricultural Economics, University of Costa Rica.

• Master's in Agribusiness, Santa Clara University, California.

Ana Cristina Obregón

Vice President of Logiscs

PREVIOUS EXPERIENCE

• Senior Director of Logiscs and Planning, Dole.

• Senior Manager of Corporate Social Responsibility, Dole.

• Regional Logiscs Manager, Dole.

EDUCATION

Business Administraon with an emphasis in Finance and Markeng, University of Costa Rica.

Patricio Gutiérrez

Regional Director of Research

PREVIOUS EXPERIENCE

• General Manager, Dole Ecuador and Dole Peru.

• Producon Director, Dole Ecuador.

• Research Manager, Dole Ecuador.

EDUCATION

• Agricultural Engineer, Zamorano Pan-American Agricultural School, Honduras.

• Master's and PhD in Crop Physiology, University of Nebraska - Lincoln, USA.

Raúl Martínez

General Manager of Bananas, Costa Rica

PREVIOUS EXPERIENCE

• General Manager of Bananas, Dole Honduras and Dole Guatemala.

• Senior Director of Producon, Dole Honduras.

• Farm Manager, Dole Honduras.

EDUCATION

• Agricultural Engineer, Naonal University of Honduras - Atlanc Coast University Center.

• Master's in Public Administraon, University of New Orleans, USA.

Renieri Núñez

Vice President of Pineapples, Lan America

PREVIOUS EXPERIENCE

• General Manager of the Pineapple Division, Dole Costa Rica.

• Manager of El Bosque Farm, Dole Costa Rica.

• Operaons Manager of the Pineapple Division, Dole Honduras.

EDUCATION

• Agricultural Engineer, Zamorano Pan-American Agricultural School, Honduras.

• Bachelor's in Agronomy, Utah State University, USA.

• Master's in Soil Ferlity, Utah State University, USA.

Héctor Ferrera

General Manager of Bananas, Honduras and Guatemala

PREVIOUS EXPERIENCE

• Banana Controller, Dole Honduras and Dole Guatemala.

• Pineapple Controller, Dole Honduras.

• Operaons Controller, Dole Honduras.

EDUCATION

• Agricultural Engineer, Zamorano Pan-American Agricultural School, Honduras.

• Master's in Business Administraon, INCAE, Costa Rica.

President of the North American Market

Nelson Montoya

PREVIOUS EXPERIENCE

Iván Wong

General Manager of Bananas, Ecuador

PREVIOUS EXPERIENCE

• Senior Director of Producon, Dole Ecuador.

• General Manager, Truisfruit (Noboa Corporaon), Ecuador.

• Country Manager, SanLucar Group, Ecuador.

EDUCATION

• Agricultural Engineer, Zamorano Pan-American Agricultural School, Honduras.

• Master's in Business Administraon, INCAE, Costa Rica.

• Vice President of Logiscs and Planning, Dole.

• Director and Controller of Planning, Dole.

• Director of Operaons, Dole.

• Agricultural Engineer specializing in Agribusiness, Zamorano Pan-American Agricultural School, Honduras.

• Master's in Agricultural Economics: Public

Policy, Finance, and Internaonal Markets,

Cornell University, USA.

President of the European Market

Víctor Esquivel

PREVIOUS EXPERIENCE

• General Manager, Dole Italy.

• Manager of Emerging Markets and Supply Chain, Dole Germany.

• Commercial and Procurement Director, Dole South Africa.

EDUCATION

• Bachelor's in Industrial Engineering, Louisiana State University, USA.

• Master's in Business Administraon, University of Harord, USA.

• Bachelor's in Finance, University of New Orleans, USA.

• Master's in Business Administraon, University of New Orleans, USA.

Vice President of Informaon Technology

Mario Cordero

PREVIOUS EXPERIENCE

• Director of Informaon Technology, Dole.

• Customer Service Manager, Dole.

• Service Delivery Manager for Applicaons, Dole.

Bachelor's in Computer Engineering, Lan American University of Science and Technology, Costa Rica.

EDUCATION

Challenges and

OPPORTUNITIES for Dole Fresh Fruit 2022 - 2023

Over the past two years, we have faced signiﬁcant challenges that have tested our resilience and adaptability. The pandemic disrupted transportaon networks and triggered a global material shortage crisis. Compounding these diﬃcules, the conﬂict between Ukraine and Russia led to rising oil prices, increased costs for agricultural inputs like ferlizers, and heightened global economic uncertainty and inﬂaon. For our Ecuador division, this conﬂict further complicated access to key markets.

To address these challenges, we implemented strategic measures to maintain operaonal connuity and uphold our commitments to customers. Addionally, we diversiﬁed our supply chain and expanded the use of precision and regenerave agriculture pracces.

In 2023, the El Niño phenomenon presented addional challenges for several of our Central American divisions, parcularly due to water shortages. In response, we adjusted our agricultural pracces to adapt to these condions.

Security has presented major challenges, including land invasions in Honduras and organized crime in Ecuador. To migate these risks, we have implemented measures to protect our employees, facilies, and the enre export logiscs chain, collaborang closely with local authories.

These challenges have become opportunies to demonstrate our ability to adapt. Each obstacle has become a catalyst for improvement, innovaon, and a renewed commitment to sustainability and economic development in our region.

Our philosophy:

PURPOSE AND VALUES

[GRI 2-23]

Our values

We deliver the best of both worlds.

We get things done.

We grow together.

We are accountable f for our:

Performance, quality, produce, and service.

We are committed to:

The environment and the communies in which we grow and operate.

Our philosophy:

CODE OF CONDUCT

[GRI 3-3] [GRI 2-15] [GRI 2-16] [GRI 2-23][GRI 2-24] [GRI 2-26] [GRI 408-1] [GRI 409-1] [GRI 415-1] [GRI 206-1] [GRI 205-1] [GRI 205-2] [GRI 205-3]

We are commied to achieving our objecves in an honest, transparent, and responsible manner, guided by our culture of integrity.

Our Code of Conduct and Business Ethics, approved by the Dole plc Board of Directors, along with the supporng policies, serves as the guiding principle for the decisions and acons of our corporate governance and all employees.

This document aﬃrms our commitment to employees, shareholders, growers, suppliers, the communies we serve, and our consumers.

Aligned with the Universal Declaraon of Human Rights, these commitments reﬂect our dedicaon to safeguarding human rights across our operaons, supply chain, and products. The Code is organized into secons that emphasize:

• The right to adequate food.

• The right to work under fair and favorable condions.

• The right to social protecon, a decent standard of living, and the highest aainable level of physical and mental health.

• The right to freedom of thought, conscience, and religion.

• The right to freedom of associaon.

• The right to a safe, clean, healthy, and sustainable environment.

Accordingly, we strictly prohibit slavery, forced labor, discriminaon, harassment in any form, and violence against women.

Our Code also upholds compliance with Codex Alimentarius standards to ensure food safety and quality.

At Dole, we are commied to embedding our Code of Conduct and Business Ethics into our daily decisions and acons. To achieve this, we make sure that our employees and business partners understand the Code and assess their performance and conduct to align with our core principles and values.

Each year, all employees, including execuves, reaﬃrm their understanding of the Code and submit a conﬂict-of-interest declaraon. As part of their onboarding process and ongoing professional development, employees receive annual training on the Code of Conduct and Business Ethics. To ensure alignment with our ethical standards, we also provide the Code to our suppliers and business partners annually.

Addionally, our business allies-including consultants, agents, suppliers, and business partners such as independent fruit growers and joint ventures-are required to acknowledge and adhere to this Code through an annual declaraon.

In 2022, 19% of our employees, primarily in administrave roles, received in-person training on the Code of Conduct and Business Ethics. In 2023, we priorized expanding these sessions to operaonal employees, increasing training coverage to 32% of our workforce.

Addionally, throughout 2022 and 2023, we conducted virtual training for a signiﬁcant number of employees with corporate email access. These sessions focused on key strategic topics to reinforce our anti-corruption culture and risk prevention, covering areas such as cybersecurity, regulatory compliance, and business ethics.

Addionally, we launched cybersecurity awareness campaigns, achieving a compliance rate of over 80% in 2022 and 69% in 2023.

We require our business partners to uphold strict standards of conduct and adhere to good agricultural pracces. We maintain a zero-tolerance policy toward child labor, forced labor, debt bondage, unpaid or involuntary prison labor, slavery, and human traﬃcking within our supply chain. To enforce these principles, we implement dedicated programs, acons, and contract clauses. Further details on this commitment can be found in the chapter "We Culvate Safe and Healthy Products" of this report.

Understanding the risks associated with these issues, we acvely collaborate with customers, independent fruit growers, NGOs, and industry partners at both local and internaonal levels to develop sustainable soluons.

Grievance channel

[GRI 2-16] [GRI 2-24] [GRI 2-25] [GRI 2-26]

We share the responsibility of prevenng, correcng, and, when necessary, addressing potenal violaons of the Code of Conduct with all our stakeholders. This allows us to idenfy and manage concerns promptly-before issues escalate.

At Dole, we expect everyone to uphold and respect the Code. Managers and supervisors play a crucial role in seng the standard by leading by example, fostering awareness, and ensuring their teams receive regular training on the Code and its related policies. This commitment helps sustain a strong culture of ethical behavior.

Regardless of the method used, we ensure that those who raise concerns are protected from any form of retaliaon.

Channels for guidance and reporting

Direct line

Direct report

To raise a concern, we invite you to visit:www.DoleIntegrity.com The following channels can also be used: phone, email, or wrien communicaon.

1. Manager,

2. A Human

3. A representave

coordinator, or

Resources

from Dole's Legal,

another

representave or

Compliance, or

supervisory

another employee

Internal Audit

employee.

relaons

department.

representave.

The Dole Direct Line is managed by an independent third party, available 24 hours a day, 365 days a year. Reports can be submied online or by using the phone numbers listed on the website. Mulple languages are supported, and translators are available.

Handling grievances

All concerns submied through the available channels are received by Dole plc's corporate oﬃce and forwarded to the relevant business division. Each case is coordinated with the appropriate teams at the aﬀected operaon to ensure a thorough invesgaon and the implementaon of correcve measures to resolve the issue and prevent recurrence.

These processes are managed with strict conﬁdenality, involving only those directly connected to the situaon or essenal to the invesgaon.

Disclaimer

Dole plc published this content on March 26, 2025, and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on March 26, 2025 at 17:29:10.182.