Panda Flower Farm: Navigates the Changing World of Flower Exports

Panda Flower Farm has undergone significant changes since its inception in the early 2000s as a vegetable and fruit farm. The farm in Naivasha transitioned to flower farming, specializing in roses, as part of its strategy to adapt to the evolving agricultural landscape. Today, Panda Flowers exports 100% of its produce to international markets, particularly Holland and Europe.

Over the years, the farm has reinvented itself to maintain a steady supply in the face of fluctuating market prices. For example, while a 40cm rose once sold for 10 euro cents and a 50cm rose for 15 euro cents, prices have now dropped to 8-10 euro cent respectively. According to Mr. Paul Wanderi, Chief Operations Officer, these changes are largely driven by shifting generational values, with younger consumers placing less importance on flowers than their predecessors.

“The flower business has changed dramatically. It’s no longer what it used to be in the early 2000s, and this shift has significantly impacted on us as growers,” said Mr. Wanderi.

Panda Flowers prioritizes the welfare of its farmers and employees, with growth coming responsibly. One of the farm’s proudest achievements is its early adoption of Fairtrade, a global platform that champions workers’ rights. However, Mr. Wanderi also highlights several challenges facing the flower industry, including the absence of national cargo freights. This forces growers to rely on international carriers, limiting their ability to reach markets swiftly and at affordable prices.

In his opinion the choice of sea freight is viable but it has its challenges, considering that flowers take more than 30 days to reach customers. “If flowers spend 30 or more days in transit, customers may complain about issues like botrytis, but feedback after such a long time is less impactful than if the flowers had arrived by plane in two days,” he explained.

Secondly, when it takes more than a month for the flowers to reach the customer, the payment duration is widened. The payment is normally fifteen days after reception of the produce hence the delay will deter consistent operations for the growers.

Just like other farms, Panda Flowers are faced with rising operational costs, particularly due to increasing power prices, high government levies, and high farm inputs cost. Additionally, pests and diseases have become more resistant thus causing significant losses for growers.

According to Mr. Morris Adipo, Sales and Marketing Manager at Panda Flowers, of late False Codling Moth has become a major threat to Kenyan-grown roses. As a quarantined pest in international markets, its presence in exported roses can result in bans on exports by KEPHIS for up to two weeks or indefinite.

The acreage of flower farming in the country has over time expanded while the market is still the same and at times even shrinking. In response to the shrinking market for roses and increased competition from other flower farms, Panda Flowers has embraced diversification. The farm is growing summer flowers such as Carnations, Gypsophila, Lipidium, and Chrysanthemum to supplement rose production.

Flower marketing is shifting from auction and direct selling to contract growing, which involves cultivating flowers in greenhouse space specifically for a client. Customer contracts the grower beforehand to grow specific flowers purposely for them. 

Corporate Social Responsibility

Panda Flowers is deeply committed to the welfare of its workers. In Naivasha’s Kayole area, the farm has launched a housing project that allows farmers to own homes through affordable installment payments. The company also supports the education of its employees’ children by offering bursaries covering 60-80% of school fees, depending on flower sales through Fairtrade.

Additionally, Panda Flowers has collaborated with other flower farms to fund the development of a modern maternity wing at Naivasha District Hospital. The farm has also contributed to building boreholes in local communities, constructing classrooms at Milimani Primary School, and renovating the Chief’s camp in Kinamba.

Despite these efforts, Mr. Adipo laments the public perception that flower farms mistreat their workers. He stresses that such stereotyping is outdated and urges the public to understand the important role flower farms play in supporting local livelihoods.

“We need to stop demonizing flower farms based on isolated incidents from the past. Flower farms are workplace like any other, and the welfare of employees is paramount, we have workers who are able to educate their children to university levels through their work thus we should recognize flower farms’ contribution to the community rather than demeaning them,” Adipo concluded.