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Get Your Favorite Fruits from Around the World with Trading Fruits Internationally

Fruits have always been in our diet for a long time. The world of fruits is a wide variety of flavours, colours, and textures. Each region has its own unique fruits with its own unique flavours. Yet, many of us often find ourselves limited to the fruits that are readily available in our local markets. But, what if there’s a way to savour your favourite fruits from around the world without leaving your doorstep and vice versa? That is trading fruit internationally. Learn the essential steps and strategies to successfully export your fruits to international markets.

As one of the parts of our diet, fruits have always been in high demand. Especially packaged fresh fruit. People are interested in packaged fresh fruits because they offer convenience and simplicity. They don’t need to be washed, peeled, or cut, making it easy for people to just eat them straight out of the container. They can be enjoyed as snacks, added to fruit salads, used in smoothies, or even incorporated in savoury dishes. The versatility makes people opt for packaged fresh fruit. In 2023, the global packaged fresh fruits is valued at US$ 13 billion and is predicted to shoot up to US$ 22.64 billion in 2033.

How to Export Fruits to Other Countries

With this high demand, the opportunity to export fruits to other countries or even other continents is high too. In order to do that, you must be aware of steps on how to export fruits to other countries. You have to be aware of the fruit trade regulations, how fruit is transported from your home country to another, and the quality of the fruit.

Keep in mind that fruit trade regulations are different from one country to another. For example in Europe, they have regulations for limited use of pesticide and insecticide for exporting fresh fruit. The exporter should also avoid contaminants when exporting their fruit products. For fresh fruit and vegetables, your main concerns will be the contamination of lead, cadmium, and nitrate.

In Europe, there are rules about how good fresh fruits and vegetables should be. They are divided into three classes: “Extra Class,” Class I, and Class II. These rules cover things like how they should look, when they should be picked, their size, and how much imperfections are allowed. Most European markets prefer the best quality, which is “Extra Class” or Class I. But in some places, like Eastern Europe or for making things like juices, Class II is okay. These rules help keep fruits and veggies good for consumers and fair for growers.

In the EU, when food, especially fresh fruits and veggies, is sold, it has to be labeled and packed a certain way. The packaging should tell you who packed or sent the food, the name and type of the fruit or veggie if you can’t see it, where it came from, how good it is (like “Class I” or the size), a number to trace it back if needed, sometimes, an official mark instead of the company’s info (optional), if anything was done to the food after picking, like adding stuff to it, if it’s organic, it should say who checked and certified it (if it applies). These rules help you know what you’re buying and where it’s from when you shop for food in Europe.

When you want to export fruits to other countries, you have to consider what logistics you need to use. Cold chain logistics for fruit transportation is the best option. There’s a reason behind that, though. Fruits and veggies release gas called ethylene while they’re ripening. The process is called climacteric respiration. The temperature around them affects this process: higher temps make them breathe faster, and colder temps slow it down. Fruits and veggies that breathe a lot have a shorter shelf life, meaning they go bad faster. Some fruits and veggies, like tomatoes, avocados, peaches, apples, and bananas, keep ripening even after you pick them – we call them “climacteric.” Others, like pineapples, oranges, grapes, and cherries, stop ripening once they’re picked – we call them “non-climacteric.” One interesting thing is that if you put a climacteric fruit or veggie next to others, they can speed up the ripening of the others. When you’re packing and transporting them, you have to be careful about this. That’s why cold chain logistics is the best option for transporting fruits. Because it makes them last longer.

Then, at what temperature should you store fruits? Temperature between 8°C and 15°C is the standard temperature range for storing fruit and vegetables. If you want your fruits to be ripened during the delivery, storing them in a temperature between 18°C and 25°C is ideal. Temperature below 0°C is not good for fruits because it’ll make fruits freeze. Temperature between 0°C and 8°C is also not good for fruits as it bears risk of disease due to cold. Temperature above 28°C is also not good for storing fruits because of the risk of deterioration and damage to them.

Based on the explanation above, when you want to transport your fruit for export, you should group fruits with the same temperature sensitivity together. They require a temperature between 1°C and 4°C. Separate fruits that emit ethylene from those that are sensitive to it to avoid them ripening faster. And last, group fruits that are sensitive to dehydration together. Make sure the container has a humidifier.

Export Fruits to Other Countries with Hi-Fella

Ready to explore a world of delicious possibilities? Find your trusted fruit suppliers and buyers today at Hi-Fella. With only downloading Hi-Fella apps on Play Store or App Store and making an account, you can bring global fruit flavours to everyone’s doorstep. Come and join now!

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Nadhifa Syafiera

Nadhifa Syafiera

Weaving realism and surrealism in a piece of paper with her quill.

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The Intersection of Religion and International Business: Understanding Pope Leo's Influence
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Pope Leo’s Emphasis on Social Justice: Implications for Corporate Governance and ESG Reporting Pope Leo XIII might not be the first name that comes to mind when thinking about supply chains, board structures, or ESG metrics—but perhaps he should be. In 1891, with the encyclical Rerum Novarum, Pope Leo XIII became one of the earliest modern figures to articulate a systematic philosophy of social justice grounded in dignity, fairness, and responsibility within economic life. Over a century later, his message is finding surprising resonance in boardrooms, compliance frameworks, and ESG reports. As global businesses, particularly those operating across borders in the export-import arena, face mounting scrutiny over how they treat workers, engage communities, and protect the environment, the principles championed by Pope Leo offer more than ethical guidance. They offer a blueprint for long-term, resilient corporate governance. 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And while this doctrine was originally written for a 19th-century Europe grappling with mechanisation and urban poverty, its philosophical architecture is highly relevant to today’s conversations on Environmental, Social, and Governance (ESG) standards. From Papal Doctrine to ESG Standards: The Bridge ESG has become the de facto language for expressing how corporations manage risks and opportunities beyond traditional financial metrics. But at its core, ESG is about values translated into systems: how we treat people, how we steward resources, and how we design institutions to be accountable. In this context, Pope Leo’s teachings become not only compatible with ESG but foundational to it. Consider the thematic overlap: Social justice aligns with Social (S) in ESG, covering labour conditions, employee wellbeing, and equitable supply chains. Ethical use of property aligns with Governance (G), touching on shareholder responsibility, executive accountability, and ethical decision-making. Concern for the common good parallels Environmental (E) imperatives, especially the long-term view of sustainability and stewardship. This is particularly relevant for multinational export-import players who straddle jurisdictions, labour regimes, and supply chains that often include both highly regulated markets and vulnerable geographies. Corporate Governance: A New Moral Imperative Corporate governance is no longer just about fiduciary responsibility and compliance checklists. Boards are now expected to think critically about systemic risks—climate, inequality, supply chain fragility—and to embed values into business models. This is where Pope Leo’s influence becomes strategically significant. His emphasis on subsidiarity, a principle later elaborated in Catholic social teaching, holds that decisions should be made at the lowest competent level. Applied to corporate governance, this suggests empowering local suppliers, decentralising certain ESG strategies, and trusting community-rooted partners rather than imposing top-down mandates. For export-import firms, especially those operating in developing economies, this governance model encourages: Partnering with local stakeholders on environmental and social policies. Ensuring board diversity includes voices with on-the-ground operational or social insight. Establishing ethical trade committees that go beyond legal compliance into moral accountability. A good example comes from Unilever, which embedded sustainability goals directly into board oversight mechanisms, giving ESG performance equal weight to traditional financial KPIs. This approach reflects not just smart governance but the moral sensibility that Leo XIII envisioned—a business accountable not only to shareholders but to society at large. Social Justice in Supply Chains: From Ethics to Action One of Pope Leo’s most striking contributions was his insistence on a “living wage”—a concept that remains radical in many parts of the world. Today, the globalised supply chain continues to struggle with this legacy. From textile factories in Bangladesh to cobalt mines in the Democratic Republic of Congo, millions of workers form the backbone of export-import networks, yet live on precarious wages with minimal protections. ESG reporting frameworks such as the Global Reporting Initiative (GRI) and Sustainability Accounting Standards Board (SASB) now require disclosure of workforce conditions, safety, gender pay gaps, and forced labour risk. These aren’t just regulatory pressures—they're extensions of the same ethical imperative Leo XIII articulated: the dignity of work and the rights of workers. For global firms, this means: Auditing suppliers for not only compliance but dignity—ensuring workers have safe conditions, fair pay, and voice mechanisms. Moving from reactive CSR donations to proactive value-chain transformation. Embracing long-term contracts with suppliers that reward ethical practices over lowest-cost bids. Apple, for instance, began publishing annual supply chain responsibility reports in the 2010s, and while not perfect, the move to public accountability mirrors the moral transparency that Pope Leo would consider essential in any economic structure. ESG Reporting: The Shift From Optics to Substance Pope Leo XIII warned against philanthropy as a substitute for justice. Today, businesses are often accused of “greenwashing” or “social-washing”—presenting ESG initiatives as branding exercises rather than embedded values. This is where his legacy offers a potent corrective. True ESG alignment demands that social impact is not confined to a side office in marketing, but woven into procurement strategies, capital allocation, and product development. To do this effectively, companies must move beyond disclosure to deliberation: What ethical lens do we use when selecting markets or partners? How are decisions about automation, relocation, or workforce reduction made—and who benefits? Does our ESG data reflect lived realities, or merely pass the materiality test? The EU’s Corporate Sustainability Reporting Directive (CSRD), set to impact over 50,000 companies by 2026, moves toward this deeper integration by requiring not just narrative sustainability reports, but auditable, standardised ESG data. Firms that fail to build internal ESG data systems now will face reputational and regulatory penalties soon. Investor Sentiment and Catholic Social Ethics Interestingly, investor behaviour is also converging with Leo XIII’s ethics. Impact investing, faith-based investing, and ESG screening are no longer niche. According to the Global Sustainable Investment Review, global sustainable investment reached $35.3 trillion in 2020, accounting for more than a third of total assets under management. Faith-aligned investment groups, including Catholic institutions managing multi-billion-dollar endowments, increasingly exclude companies that violate labour rights, degrade ecosystems, or operate in high-conflict zones. Pope Leo’s social vision now directly influences capital flows. Export-import players hoping to attract institutional investors must demonstrate more than quarterly earnings—they must articulate how their operations align with justice, stewardship, and human dignity. These are not soft values; they are becoming capital differentiators. The Strategic Advantage of Moral Clarity It’s tempting to see ESG as a chore, an imposition from regulators and activist investors. But Leo XIII saw something deeper: that systems built without moral clarity eventually become unstable. Whether it’s collapsing supply chains during a pandemic, extreme weather disrupting logistics, or social unrest in response to inequality, businesses today are paying the price for ignoring the societal context in which they operate. For those in export-import—where interdependence, visibility, and velocity define competitive advantage—moral clarity is not just a compass. It’s a risk management tool. Embracing the social justice principles articulated by Pope Leo XIII is not about religious observance. It’s about recognising that every contract, every shipment, and every business decision takes place in a moral landscape. Companies that map that terrain wisely will build trust, attract capital, and sustain value in a turbulent century. Final Thought: The Long View Matters Pope Leo XIII understood that economic systems shape souls, not just markets. As ESG matures from a trend to a global standard, his insistence on dignity, justice, and moral economy becomes increasingly relevant. Businesses that embrace this long view—treating social responsibility as governance, not charity—will not only report better metrics. They’ll build more enduring, ethical, and ultimately profitable operations. Join Hi-Fella Today! As Pope Leo’s enduring emphasis on social justice gains renewed relevance in today’s ESG-driven business landscape, export-import companies must rise to the challenge of aligning profit with purpose. Hi-Fella supports this shift by connecting you with ethically aligned partners, offering transparency tools to enhance ESG reporting, and enabling responsible sourcing across global markets. Whether you're aiming to meet new governance standards or build a supply chain that reflects your values, Hi-Fella empowers you to trade responsibly while staying competitive in a world where ethics and economics go hand in hand.
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