SUSTAINABILITY

Supported and guided by the Halls Group, our our sustainability framework translates purpose into action. Each pillar sets a clear intention, measures progress and focuses our teams on

practical change across the value chain.

UNDERSTAND &
MANAGE IMPACT

ADOPT & PROMOTE RESPONSIBLE PRACTICES

BUILD & MAINTAIN
A PROFITABLE
SUPPY CHAIN

THE 5 PILLARS

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OUR PEOPLE

TARGET
Care and Grow
Our People

Create a culture where people feel cared for, trusted and are able to grow with purpose.

Our teams embrace an enviable breadth of culture, generation and experience. That diversity strengthens collaboration, fuels innovation and helps us raise standards together.

Manager check-ins, one-to-one reviews, learning pathways and wellbeing support, we invest in the confidence, capability and resilience of our people.

By investing in wellbeing, personal growth, and professional development, we look to ensure every individual feels supported, inspired, and empowered to reach their full potential — while also having the time and space to enjoy the fruits of their labour.

A Culture of Trust

Trust in action:
For the last 4 years, we have instituted a confidential staff survey to ensure every employee has a voice. Internationally benchmarked assessments provide valuable insights into our workplace culture — highlighting what we’re doing well and where we can improve.

We’re proud to have earned Great Place to Work® Certification in all qualifying sites — a reflection of our commitment to fostering a culture of trust in a positive, inclusive, and empowering work environment.

And whilst we are proud to have received the recognition, it is the feedback from the survey that we find most valuable as it engenders understanding and fuels action plans for continuous improvements.

Learning and Development

Learning in Action:
At Halls, we believe that investing in our people is fundamental to building a resilient, high-performing business. We are committed to creating a culture of continuous learning where every colleague has the opportunity, and are indeed encuraged, to develop professionally and personally, regardless of their role or career stage.

345

COURSES

Through the in house ‘Halls Learning Academy’, employees have access to hundreds of courses and during the reporting year over 70 internal learning programmes or pathways were completed during the year. These were complemented by a broad range of externally provided development opportunities. Training spanned technical and compliance disciplines, including food safety culture, product knowledge and health and safety, alongside leadership, communication, language and personal development.

240

HOURS

By working with individuals to understand their career aspirations and removing barriers to learning, we strengthen our employee engagement and satisfaction, and help our people build rewarding careers, within a progressive environment where talented people can grow.

Wellbeing

Wellbeing in action:

Our Employee Assistance Programme gives colleagues confidential access to psychological support, health, nutrition, lifestyle advice and financial coaching.

Happy, connected teams are essential to a thriving organisation. That’s why we make time for regular team-building activities and moments of fun — a chance to recharge, reconnect, and celebrate each other, especially during our busiest periods. It’s all part of creating a workplace where people feel valued, energised, and inspired.

Health Awareness in action:

We remain committed to supporting the health and wellbeing of our employees through awareness and preventative health initiatives.

Our team in Mataffin, South Africa, hosted a Breast Cancer Awareness campaign for all female employees aged 45 years and older, encouraging early detection and regular health screenings.

TARGET: 80%
Socially Responsible volumes

RESPONSIBLE SOURCING

We nurture and develop a transparent, resilient supply chain where people are protected, standards are upheld and environmental risks are actively managed.

SOCIAL ASSURANCE

The protection of human rights is embedded into our procurement processes.

We work with suppliers to uphold human rights, safe working conditions, fair remuneration and responsible labour practices across our global network.

74% of sourced volume met the elevated social responsibility benchmarks in FY26*, a further move towards the 80% target, supporting stronger accountability and targeted supplier development.

74%

* Socially Responsible
Volume FY26

* Halls demand fully auditted social standards such as SIZA or SEDEX in High Risk originss

Strengthening Our Progress:

Although we target the highest social standards social assurance is active across the producers of 93% of our sourced volumes as the farms met at least the GlobalG.A.P. GRASP social assurance standard. This provides a strong foundation of social assurance in our supply chain.

ENVIRONMENTAL ASSURANCE

Good Agricultural Practices are a prerequisite for us to ensure that food safety and quality is actively managed.

Futhermore we actively monitor water stewardship across our supply chain, giving preference to producers in lower-risk water regions or those using recognised water stewardship standards in high-risk areas.*

67%

of volume produced under Certified water stewardship in High Water Risk regions FY26

*Risk assessment is against WWW Risk Filter v 2.0 where High Risk is score 3.4 and above

Continued focus:

We will expand certification coverage year on year and use supply-chain transparency to strengthen environmental assurance.

TARGET:
Understand and Assess
Climate Change Impacts

CLIMATE CHANGE

Halls is committed to reducing negative impact through the monitoring of emmissions from our operations .

CARBON FOOTPRINT

In our South African operations we have adopted the Confronting Climate Change reporting tool, developed by Blue North to help manage and quantify our risk and target 'hotspots' for reduction and benchmark our own activities against regional averages.

HALLS FOREST HILL FARM
In the latest reporting period, emissions at Halls Forest Hill Farm were 0.20 kg CO₂e per kilogram of fruit, compared with 0.17 kg CO₂e/kg in the previous period. This modest increase in emissions intensity partly reflects the natural alternate-bearing cycle of avocado trees, where lower yields can increase the calculated emissions per kilogram even when underlying operational emissions remain well managed. Despite this variation, Forest Hill’s emissions intensity remains approximately 50% below the regional average.

The farm continued to make practical progress in reducing emissions and improving resource efficiency. Electricity consumption was lowered through the installation of energy-efficient water heaters, LED lighting in employee housing and reduced irrigation pumping following higher rainfall. Newly installed water meters have also improved the accuracy of consumption data, providing a stronger foundation for precision irrigation and future water-efficiency improvements.

Forest Hill’s comprehensive emissions-reduction approach includes:

Prioritising biological treatments over synthetic fertilisers and pesticides where practicable.
Applying crop-protection treatments only when indicated by pest monitoring.
Precisely calibrating spraying equipment to optimise application rates and minimise waste.
Improving water-use measurement and irrigation accuracy through newly installed meters.
Servicing and maintaining vehicles and equipment to support fuel efficiency.
Optimising vehicle loads, routes and field activities to reduce unnecessary journeys.
Combining field operations wherever possible to reduce machinery use.
Strengthening the monitoring and management of transport diesel and generator fuel.

The next phase will focus on further reducing fuel consumption, expanding precision-irrigation practices and using improved environmental data to identify additional efficiency opportunities—supporting the farm’s longer-term ambition to reduce emissions while maintaining productivity and resilience.

HALLS MATAFFIN PACKHOUSE

During FY26, our Mataffin packhouse in Mbombela (formerly Nelspruit), South Africa, expanded its service provision and handled increased volumes. While this growth contributed to higher total emissions, the operation was also working against intensifying climate-related pressures in the region. Extreme rainfall, crop disease, crop losses and less predictable yields increased operational demands, resource consumption and waste, demonstrating the very challenges our climate strategy is designed to address.

Rather than slowing our ambition, these conditions have strengthened our resolve. In the coming year, we will focus on improving energy and resource efficiency, reducing avoidable product losses and identifying alternative uses for produce that cannot enter its intended market.

186

* LESS TONNES CO2

Our investment in renewable energy continues to deliver measurable benefits. During FY26, solar power supplied 17% of the electricity used at the Mataffin packhouse, avoiding an estimated 186 tonnes of carbon emissions. This provides a strong foundation as we work to decouple operational growth from environmental impact and build greater resilience into our operations and supply chain.

INTERNATIONAL OPERATIONS

Scope 1 and Scope 2 greenhouse gas emissions are monitored to identify hotspots, improve energy efficiency and support informed investment decisions that reduce our environmental impact.

An example of our apprach is illustrated by significant step forward taken with the investment by Halls France in Sensorfact energy monitoring technology. The system provides detailed, real-time visibility of electricity consumption and associated CO₂ emissions at individual packing lines and within each ripening chamber, enabling operational teams to move beyond site-level reporting to identify opportunities at equipment level.

While overall energy performance across the facility remains well controlled, the enhanced data highlighted two areas where further efficiencies could be achieved. As a result, improvement projects have been initiated, including structural enhancements to our ripening rooms and optimisation of the refrigeration systems at our Rungis facility.

This demonstrates the value of combining technology with operational expertise, helping to ensure investment is made where it will have the greatest impact.

FOOD WASTE

66%

REDUCTION
in food waste

Protect value by reducing waste, improving yield and keeping more fruit in the human food chain.

Headline progress:

Food waste has reduced by 66% in Our International operstions since 2020 and represented just 0.6% of total sales volume in FY26.

Waste prevention starts in the orchard and continues through quality control, supplier collaboration and smart channel allocation. Where fruit cannot be sold as planned, we prioritise oil extraction, processing, animal feed, biomass or composting.

Less waste means more value and better outcomes for growers, customers and the planet.

PACKAGING

Halls seek to ensure that we continually reduce negative impact on the environment in the management of how we receive and present our products. We balance the need to protect and maintain fruit quality with serving a circular economy by following the 4Rs principle to Refuse, Reduce, Re-use or Recycle.

Halls use recycled and recyclable content wherever possible and are pleased to offer a wide range of sustainable packaging solutions to our clients.

OUR COMMUNITY

We recognise the importance of the relationships we have with the communities around us. Our business not only relies upon them but also serves them. We contunually seek ways of reaching out in order to connect the powers of community and organisation.

SUPPORTING CHILDREN

Through December 2025, we continued our support of the Santa Shoebox – The Gift of Joy project, helping to make the festive season memorable for children in need.

Employees from 8 Halls facilities pledged and prepared 868 Santa Shoeboxes, demonstrating the generosity, compassion and community spirit that define the Halls family.

SUPPORTING HEALTH

We were proud to host the 35th annual Halls Race Through the Orchards again this year, bringing together employees, athletes and all members of the community.

As an orgnaisation with a focus on creating a better tomorrow through fresh and healthy foods, the promotion of well-being, health and wellness thorugh active lifestyles is in our DNA.

SUPPORTING EDUCATION

Mpumalanga Academic Excellence Awards.png

University of Mpumalanga Academic Excellence Awards

In partnership with the University of Mpumalanga, Halls proudly sponsored the 2025 Academic Excellence Awards, recognising outstanding Degree and Diploma students for their academic achievements.

2 students received Halls Academic Excellence Awards in 2025 demonstrating our commitment to supporting education and developing future talent.

EMPLOYEE VOLUNTEERING | LULA SANDLA

The Lula Sandla Foundation is a Halls Group initiative encouraging community volunteering wich began in 2016. Employees who regularly volunteer in their personal capacity may be nominated for an award.

Nine awards were presnted by Group in the FY26 reporting period, with one such awsrd of €1000 benefitting nominated charity of a Halls Fresh Produce Employee.

The Sevenoaks branch of Samaritans in Kent, UK, offers a listening service to people who may have no-one else to turn to. Over 100 volunteers provide more than 12, 000 hours of support every year, with the express aim to reduce the loss of life by suicide. The Lula Sandla award was gratefully received to support the running costs of the branch.

DATA SECURITY

TARGET:
Protect Our Data and that of our stakeholders

PROTECT THE SYSTEMS, INFORMATION AND TRUST THAT UNDERPIN OUR BUSINESS.

CYBER ESSENTIALS CERTIFICATION

Halls International is certified to the UK Government-backed cyber security standard, aligned to five technical controls designed to prevent common internet-based threats.

Certification strengthens confidence in our commitment to systems security, data protection and cyber resilience.

TRAINING

All employees completed mandatory cyber-security awareness training, covering 15 courses and more than 520 hours in total — around three hours per employee.

Simulated phishing tests reinforce awareness, with targeted remedial training issued where risks are identified.

520

HOURS TRAINING

15