Baraka Roses At 15 Making Life Beautiful

At dawn in the cool highlands of Nyandarua County, at an altitude of 2,250 metres above sea level, before the first truck leaves for Nairobi and before the cold rooms begin filling with freshly cut roses, the greenhouses at Baraka Roses are already alive with movement. Harvest teams move quickly between rows of carefully tended plants, the flowers are then taken to the packhouse where sorting and packaging are carefully done before undergoing inspection for diseases and False Codling Moth (FCM). From there, the roses are transferred to cold rooms to preserve freshness before being loaded onto trucks, destined for markets thousands of kilometers away. It is a rhythm the farm has perfected over the fifteen years.

What began in 2011 as a modest family-owned flower farm has grown into a globally recognised producer of high-quality standard roses supplying markets across the Middle East, Europe, Russia, Africa, and Australia. As the company marks its 15th anniversary, the story of Baraka Roses is not merely one of business growth, but of resilience, innovation, community transformation, and a people-first culture that they proudly describe as “a home away from home.”

Walking through the expansive greenhouses that now stretch across more than 50 hectares,it is evident that Baraka Roses has undergone significant transformation over the years. The farm initially operated using wooden greenhouse structures, but changing economic realities and maintenance challenges gradually pushed the company toward modern metallic greenhouses. Today, about 40 percent of the structures are metallic, a shift that reflects Baraka’s commitment to long-term sustainability and efficiency.

General Manager Paul Salim says the journey has been shaped by constant adaptation and learning. “Baraka Roses is a family-owned business, and the entirety is with the production of export flowers to the international markets,” he explains. “Initially, the farm started with selling through the auction system, but eventually we converted into selling 100 percent to direct clients.”

That strategic transition helped position the farm competitively in the global flower trade, enabling it to build direct relationships with buyers and better understand evolving consumer preferences. Today, the farm produces between 45 and 50 million stems annually, all carefully cultivated to meet the quality expectations of international markets.

High Altitude, High quality
One of Baraka Roses’ greatest advantages lies in its geographical location. Unlike lower-altitude flower growing regions, Nyandarua’s cool climate and balanced temperature range create ideal conditions for producing largeheade roses with exceptional vase life.

Paul explains that altitude plays a direct role in flower quality. “High altitude ensures that we get big heads, five centimetres plus,” he says. “The humidity levels within this altitude are high, and the weather patterns are different. We enjoy a fairly balanced difference between the minimum and maximum temperatures, and that is why high altitude presents itself to provide high quality.”

The farm specialises in standard roses — single-head varieties carefully selected for productivity stem length, disease resistance, and customer appeal. Over time, the company has curated over 20 varieties that consistently perform well in global markets. Recently, Baraka expanded into spray roses and garden roses, tapping into rising demand for premium flowers used in weddings, anniversaries, and luxury events.

Sales and Marketing Manager Joram Kanyua says the new product categories represent the company’s next phase of growth. “This year our major showcase is the spray roses, both classic and garden,” he explains. “We are expecting enough clients who will be able to absorb all that we have brought into our categories.”

The company currently has about 7.6 hectares dedicated to the spray rose category, with plans for further expansion in the coming years.

Building a Reputation for excellence

In the competitive global flower market, consistency is everything. According to Joram, Baraka Roses has built its reputation on two defining characteristics: head size and vase life. “We have been very consistent in how our flowers perform once they reach clients,”he adds.

That consistency is supported by a highly disciplined production and cold-chain system designed to preserve flower freshness from greenhouse to airport. Flowers harvested from the greenhouses are transported to the packhouse within 30 minutes, after which they are rapidly packaged and cooled for export.

The company has also invested heavily in refrigerated transport systems. “All our flowers are transported at night to avoid direct interaction with the day sun,” Joram explains. “We have insulated our trucks so that they maintain the temperature from the farm to the airport, with only a minimal increase in temperature.”

These operational improvements have allowed Baraka Roses to maintain product quality despite increasingly demanding export standards and long shipping distances.

Soil biology and sustainability

Baraka Roses unique aspect is its commitment to soil-grown flowers and biological farming practices. While many flower farms have shifted to hydroponic systems, Baraka has intentionally maintained soil cultivation, investing heavily in soil health and microbial activity.

Paul describes soil biology as central to the company’s success. “One hundred percent of what we are growing is under soil. There is nothing hydroponic,” he says. “Taking full care of our soils has given us the result of long vase life. Our flowers can last 21 days plus.”

Around the farm, sheep and cattle quietly graze near the greenhouses, not for commercial livestock production, but as part of the farm’s biological ecosystem. Their manure is mixed with biochar, molasses, and microbial compounds to improve soil fertility and suppress harmful organisms such as nematodes.

“The cows are not milked and they are not slaughtered,” Paul explains with a smile. “They are there to give us manure only.”

The farm also uses beneficial fungi such as Trichoderma to combat soil diseases naturally, reducing dependence on chemical inputs. According to Paul, the ultimate goal is to produce flowers with minimal chemical residues.

“Our objective is to grow almost an edible rose,” he says. “Depending on who gives you the flower, you may even be tempted to chew it.”

Biological Controls

Sustainability at Baraka Roses extends beyond soil biology. Over the years, the company has implemented a wide range of environmental protection measures aimed at reducing its ecological footprint while safeguarding surrounding communities and natural resources.

The farm closely monitors pesticide usage and follows strict protocols aligned with Kenya Flower Council standards and KEPHIS regulations. Instead of relying heavily on chemical sprays, Baraka employs integrated pest management practices such as scouting, insect traps, and biological controls.

“We make sure there are minimum sprays that go into our crop,” Paul says. “Our intention is to use less active ingredients into the environment.”

Environment and Water Conservation

Water conservation at Baraka Roses is another major focus. Rainwater runoff from greenhouses is harvested and stored in dams for reuse in irrigation, reducing pressure on rivers and underground aquifers. Effluent from packhouse operations and chemical mixing areas is treated through a constructed wetland system before being safely released into the environment.

Along the farm’s perimeter, dense green belts of trees provide wind protection while also contributing to carbon sequestration. The company has additionally invested in solar energy systems, which currently provide approximately 50 percent of the farm’s power needs.

Navigating crisis and global uncertainty

Like many export-oriented flower farms, Baraka Roses has had to navigate numerous external shocks over the years. Among the most significant have been geopolitical conflicts affecting key markets.

The war in the Middle East dealt a particularly severe blow to the company, given that nearly half of its exports are destined for that region. When airspace closures disrupted flights, the farm was forced to discard close to one million stems.

“It was tough,” Paul recalls. “We had to slow down certain activities and maintain the crop while discarding quite a bit of production.”

The impact extended beyond lost sales. Flight costs tripled, significantly increasing the cost of transporting flowers to the markets. Even after routes reopened, the company faced mounting pressure to discount prices so clients could continue purchasing flowers.

Joram notes that geopolitical instability remains one of the industry’s biggest vulnerabilities. “We are dealing with perishable products,” he says. “When we lose markets, sometimes we are not able to sell the flowers, and we end up going at a loss.”

In addition to wars and logistical disruptions, flower growers now face stricter international regulations concerning pests such as False Codling Moth (FCM). European and Australian markets have introduced increasingly stringent phytosanitary standards, requiring farms to intensify monitoring and inspection systems.

Paul explains that Baraka has adopted a highly proactive approach. “Everybody is now a scouter,” he says. “We have pictorials in every greenhouse and inspection points throughout the production chain.”

Workers inspect flowers at multiple stages, using individual lights and detailed quality checks to identify any potential pest presence before export.

Empowering Communities Beyond the farm

While Baraka Roses has grown into a major exporter, its true impact is felt most strongly within the surrounding community.

The farm currently employs about 1,200 workers, the majority drawn from neighbouring areas. According to Human Resource Manager Peninah Muthoni, the company has invested in making the community part of its growth journey.

The company supports two children’s homes — one caring for children with disabilities and another sheltering abandoned children. Baraka provides food supplies, and monthly financial support to help maintain living standards.

The farm has also taken an active role in improving local infrastructure. Roads leading to the farm are regularly maintained to ensure accessibility for both employees and local residents, especially during rainy seasons.

Beyond infrastructure, Baraka has invested in youth development through sports. The company football team currently competes in Division 2 within Nyandarua County and has helped several young players secure opportunities with larger clubs, including Gor Mahia F.C.

“We wanted to give young people something meaningful after work,” Peninah explains. “Some of them have discovered talents they never knew they had.”

Health and safety measures have also become increasingly important as the flower industry evolves. Employees working in potentially hazardous environments receive protective gear and undergo regular occupational health assessments.

Medical outreach programmes are also conducted several times a year, offering free health services to surrounding communities. The farm additionally supports local schools and police stations with fuel, equipment, field maintenance, and infrastructure improvements.

Breaking Gender Barriers

One of the most remarkable aspects of Baraka Roses’ workforce development has been its effort to challenge traditional gender roles within the agricultural sector.

Peninah proudly notes that several women now operate heavy machinery, excavators, and flower transport trucks — roles historically dominated by men.

“These jobs are perceived to be for men only,” she says. “But we decided to bring women in and see how they can do it, and they are doing quite well.”

The recent transport disruptions caused by strike forced many businesses across the country to stop, but Paul proudly states that, “Even during the strike, all the trucks went to the roads with the ladies, ensuring that our flowers reached the airport without interruption”. “We did not stop,” he adds.

The company also invests in employee training and career development, offering workers opportunities to learn new technical skills such as driving which enables them to operate specialised equipments.

In another unusual initiative, Baraka regularly takes top-performing general workers to industry exhibitions such as the International Flower Trade Expo (IFTEX), exposing them to global trends and innovations within floriculture.

“You barely see general workers from other farms in IFTEX,” Peninah says. “But for us we take them so that they can see what happens outside the farm and understand the bigger industry.”

A changing flower Industry

Having spent more than three decades in floriculture, Paul has witnessed immense transformation within Kenya’s flower industry. He believes the sector has evolved from a loosely regulated industry into a highly technical and globally competitive business.

“There has been a lot of transition from poor practices to very technical and technological advancements,” he says.

Consumer preferences have also shifted dramatically over time. Flowers are no longer viewed solely as decorative products. Roses are now used in perfumes, cosmetics, sweets, and luxury products, creating new opportunities for value addition.

At the same time, Kenya faces growing competition from countries such as Ethiopia, Ecuador and China. According to Paul, China’s technological advancement and logistical advantages have intensified pressure on traditional flower-exporting nations.

Still, he remains optimistic about Kenya’s future in floriculture.

“Kenya is able to produce throughout the year,” he says. “And the workforce here is very strong.”

Looking Ahead

As Baraka Roses celebrates 15 years, the company’s ambitions continue to expand. The farm hopes to strengthen its position as a premium global flower supplier while deepening its investment in sustainability, employee welfare, and community development.

For the employees who have helped shape the company’s journey, Baraka is more than a workplace.

“Here in Baraka, we say life is beautiful because it has made our lives beautiful,” Joram says. “We really try to work as a family so that this is a home away from home.”

For Peninah, the vision is equally clear. “We look forward to a brighter future and more growth and having people who are satisfied at their workplace and happy doing what they are doing every single day.”

Baraka Roses; (From R) Paul Salim – General Manager, Joram Kanyua – Sales andMarketing Manager, Peninah Muthoni -Human Resource Manager at their vaselife room, in their farm at Ngorika, Nyandarua County. The farm produce large-headed roses with exceptional vase life.