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Side-by-side financial comparison of Dole plc (DOLE) and OLD REPUBLIC INTERNATIONAL CORP (ORI). Click either name above to swap in a different company.
OLD REPUBLIC INTERNATIONAL CORP is the larger business by last-quarter revenue ($2.4B vs $2.3B, roughly 1.1× Dole plc). OLD REPUBLIC INTERNATIONAL CORP runs the higher net margin — 13.8% vs 0.2%, a 13.5% gap on every dollar of revenue. On growth, Dole plc posted the faster year-over-year revenue change (10.5% vs 6.7%). Over the past eight quarters, OLD REPUBLIC INTERNATIONAL CORP's revenue compounded faster (13.2% CAGR vs 3.2%).
Dole plc is an Irish-American agricultural multinational corporation headquartered in Dublin, Ireland. The company is among the world's largest producers of fruit and vegetables, operating with 38,500 full-time and seasonal employees who supply some 300 products in 75 countries. Dole reported 2021 revenues of $6.5 billion.
Old Republic International Corporation is an American property insurance and title insurance company. The company is headquartered in Chicago, Illinois.
DOLE vs ORI — Head-to-Head
Income Statement — Q3 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $2.3B | $2.4B |
| Net Profit | $5.1M | $330.0M |
| Gross Margin | 6.8% | — |
| Operating Margin | 1.1% | — |
| Net Margin | 0.2% | 13.8% |
| Revenue YoY | 10.5% | 6.7% |
| Net Profit YoY | -64.6% | 34.7% |
| EPS (diluted) | $0.05 | — |
Green = leading value per metric. Periods may differ when fiscal calendars don't align.
8-Quarter Revenue & Profit Trend
Side-by-side quarterly history. Quarters aligned by calendar period so offset fiscal years line up.
| Q1 26 | — | $2.4B | ||
| Q4 25 | — | $2.4B | ||
| Q3 25 | $2.3B | $2.4B | ||
| Q2 25 | $2.4B | $2.2B | ||
| Q1 25 | $2.1B | $2.1B | ||
| Q4 24 | — | $2.0B | ||
| Q3 24 | $2.1B | $2.3B | ||
| Q2 24 | $2.1B | $1.9B |
| Q1 26 | — | $330.0M | ||
| Q4 25 | — | $206.5M | ||
| Q3 25 | $5.1M | $279.5M | ||
| Q2 25 | $10.0M | $204.4M | ||
| Q1 25 | $38.9M | $245.0M | ||
| Q4 24 | — | $105.3M | ||
| Q3 24 | $14.4M | $338.9M | ||
| Q2 24 | $80.1M | $91.8M |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | 6.8% | — | ||
| Q2 25 | 9.0% | — | ||
| Q1 25 | 8.7% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 8.0% | — | ||
| Q2 24 | 9.4% | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | 1.1% | 14.6% | ||
| Q2 25 | 4.3% | 11.8% | ||
| Q1 25 | 3.2% | 14.6% | ||
| Q4 24 | — | — | ||
| Q3 24 | 2.3% | 18.2% | ||
| Q2 24 | 4.0% | 6.1% |
| Q1 26 | — | 13.8% | ||
| Q4 25 | — | 8.6% | ||
| Q3 25 | 0.2% | 11.5% | ||
| Q2 25 | 0.4% | 9.3% | ||
| Q1 25 | 1.9% | 11.6% | ||
| Q4 24 | — | 5.3% | ||
| Q3 24 | 0.7% | 14.5% | ||
| Q2 24 | 3.8% | 4.9% |
| Q1 26 | — | — | ||
| Q4 25 | — | $0.82 | ||
| Q3 25 | $0.05 | $1.11 | ||
| Q2 25 | $0.10 | $0.81 | ||
| Q1 25 | $0.41 | $0.98 | ||
| Q4 24 | — | $0.42 | ||
| Q3 24 | $0.15 | $1.32 | ||
| Q2 24 | $0.84 | $0.35 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $321.0M | — |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $1.4B | $5.9M |
| Total Assets | $4.5B | $29.6M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | $321.0M | — | ||
| Q2 25 | $323.1M | — | ||
| Q1 25 | $261.0M | — | ||
| Q4 24 | — | — | ||
| Q3 24 | $266.4M | — | ||
| Q2 24 | $225.8M | — |
| Q1 26 | — | $5.9M | ||
| Q4 25 | — | $5.9B | ||
| Q3 25 | $1.4B | $6.4B | ||
| Q2 25 | $1.4B | $6.2B | ||
| Q1 25 | $1.3B | $5.9B | ||
| Q4 24 | — | $5.6B | ||
| Q3 24 | $1.4B | $6.4B | ||
| Q2 24 | $1.4B | $6.0B |
| Q1 26 | — | $29.6M | ||
| Q4 25 | — | $29.9B | ||
| Q3 25 | $4.5B | $30.3B | ||
| Q2 25 | $4.7B | $29.3B | ||
| Q1 25 | $4.5B | $28.0B | ||
| Q4 24 | — | $27.8B | ||
| Q3 24 | $4.5B | $28.8B | ||
| Q2 24 | $4.4B | $27.5B |
Cash Flow & Capital Efficiency
How much cash each business actually produces after reinvestment. Cash flow is harder to manipulate than net income.
| Metric | | |
|---|---|---|
| Operating Cash FlowLast quarter | $87.4M | — |
| Free Cash FlowOCF − Capex | $66.5M | — |
| FCF MarginFCF / Revenue | 2.9% | — |
| Capex IntensityCapex / Revenue | 0.9% | — |
| Cash ConversionOCF / Net Profit | 17.12× | — |
| TTM Free Cash FlowTrailing 4 quarters | $13.7M | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | — | $234.9M | ||
| Q3 25 | $87.4M | $563.9M | ||
| Q2 25 | $18.3M | $133.8M | ||
| Q1 25 | $-78.8M | $231.7M | ||
| Q4 24 | — | $361.7M | ||
| Q3 24 | $101.0M | $474.8M | ||
| Q2 24 | $40.2M | $236.5M |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | $66.5M | — | ||
| Q2 25 | $-1.0M | — | ||
| Q1 25 | $-131.6M | — | ||
| Q4 24 | — | — | ||
| Q3 24 | $79.9M | — | ||
| Q2 24 | $22.8M | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | 2.9% | — | ||
| Q2 25 | -0.0% | — | ||
| Q1 25 | -6.3% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 3.9% | — | ||
| Q2 24 | 1.1% | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | 0.9% | — | ||
| Q2 25 | 0.8% | — | ||
| Q1 25 | 2.5% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 1.0% | — | ||
| Q2 24 | 0.8% | — |
| Q1 26 | — | — | ||
| Q4 25 | — | 1.14× | ||
| Q3 25 | 17.12× | 2.02× | ||
| Q2 25 | 1.84× | 0.65× | ||
| Q1 25 | -2.02× | 0.95× | ||
| Q4 24 | — | 3.43× | ||
| Q3 24 | 7.01× | 1.40× | ||
| Q2 24 | 0.50× | 2.58× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
DOLE
Segment breakdown not available.
ORI
| operating | $2.2B | 92% |
| Other | $201.8M | 8% |
