We Need to Fly Smarter, Not Less, to Solve the Climate Crisis

In the debate over climate change, aviation has become an easy target. From airfreighted produce to holiday flights, advocates have been quick to call for fewer flights to cut carbon emissions. But there’s a deeper, more nuanced reality: if we’re serious about addressing climate change, we actually need to fly smarter—and perhaps even more—to tackle the challenges ahead.

Addressing climate change is full of action paradoxes. While reducing carbon emissions is vital, many global solutions rely on air travel to bring people together. Efforts to curb air travel overlook how essential it is for connecting regions, sharing knowledge, and driving innovation. Meanwhile, issues like poorly insulated buildings in temperate countries also add to the climate challenge. Tackling these contradictions requires a fresh perspective on what’s truly sustainable.

Some in the UK see flying fresh fruits and vegetables from Africa as a contributor to carbon emissions. However, airfreighted African produce accounts for less than 10% of goods flown between the UK and Africa. Surprisingly, the driver behind these flights is not primarily fruit and vegetables; rather, the synergy created by tourism and business travel enables this trade. This “spare hold” capacity offers African farmers a lifeline—providing a market for fresh produce that, in turn, fosters higher incomes, standards, and opportunities for these communities.

Despite the small share of airfreighted produce in overall emissions, it often receives a level of scrutiny that high-emission goods do not. Consider the millions of phones, fast fashion items, and electronics flown from countries like China—goods with longer shelf lives and no requirement for fast delivery. Yet these items are rarely questioned in the same way as fresh produce from low-income countries, where fruits and vegetables grown in optimal climates must be airfreighted to reach distant markets before spoiling. This “last loaded” produce, often a tiny fraction of cargo weight, represents not just food but a critical income for farmers. It’s a sad irony that while the world enjoys the convenience of airfreighted consumer goods, it is the essential produce from low-income countries that faces calls for reduction.

Beyond the benefits to trade, aviation connects people, ideas, and resources across borders, making global cooperation possible. The technology exchanges, partnerships, and innovations needed to address climate change require gathering the brightest minds from around the world. Simply put, aviation is an enabler of progress, not an enemy of the environment. Reducing flights overlooks aviation’s essential role in driving not only economies but also the solutions to the very crisis it’s blamed for contributing to.

Yes, aviation contributes to carbon emissions. But the solution is not to simply “fly less”; it’s to “fly smarter.” This means investing in cleaner, greener aviation technologies—electric planes, sustainable aviation fuels, and more efficient air traffic management. With higher incomes, a growing population, and improved accessibility to air travel, particularly in developing countries, this approach could benefit millions without compromising sustainability goals.

The truth is, we need aviation to solve the climate crisis. Grounding planes isn’t the answer; equipping aviation with sustainable tools is. By supporting the development of greener aviation technology, we can ensure that air travel remains an engine of progress while aligning with our climate ambitions.

Instead of simply saying “fly less,” let’s embrace the reality that we need to approach aviation as part of the solution. Let’s shift the conversation to making air travel smarter, helping both aviation and our climate ambitions soar.

Download the November edition of Fairmiles Pulse

Thee second edition of Fairmiles Pulse is out now,

In this issue, you’ll find highlights from our recent appearance at Floriforum, a case study from Tambuzi Roses in Kenya, and a preview of upcoming events. If you’d like to contribute content for the next edition, please feel free to reach out—I’d love to include your insights.

You can download it from here

Floriculture for Livelihoods: Fairmiles at Floriforum Highlights Positive Impact of Airfreighted Flowers

Thank you to Union Fleurs, the International Flower Trade Association, for inviting James MacGregor and Simon Derrick to represent Fairmiles at Floriforum, kicking off the IFTF Expo in Amsterdam on November 4th.

The event provided a valuable platform to discuss the positive impact of floriculture and showcase Fairmiles’ research, which estimates that airfreighting fresh produce, including flowers, into Europe supports the livelihoods of at least 18 million people in the Global South—nearly equivalent to the entire population of the Netherlands!

With over 200 attendees, the event began with a keynote address by Jan van Dam, CEO of Dutch Flower Group, who highlighted both the strides made and the challenges ahead for the industry. This was followed by an engaging panel discussion on enhancing public narratives around the industry’s positive contributions to sustainability. Panelists included Sibbe Krol, Director of Sustainability at Bloom & Wild; Yvonne Watzdorf, CEO of the Flower Council of Holland; Ian McNair, Manager of Sustainability at Fleurop Interflora Global Flower Services SA; Simon Derrick, Global Head of Sustainability at Blue Skies; and James MacGregor, Development Economist and author of Fair Miles: Re-charting the Food Miles Map.

Special thanks to Sylvie Mamias for organizing the event, Simone van Trier for moderating, and our fellow panelists and speakers, Jan van Dam, Yvonne Watzdorf, Ian McNair, Sibbe Krol, and Arnold Wittkamp.

Case Study: Tambuzi’s Impact on Livelihoods in Africa through Sustainable Rose Production and Airfreight

Introduction to Tambuzi. Tambuzi is a specialist supplier of traditional scented garden roses, located on the foothills of Mount Kenya. Founded in the mid-1990s by Tim and Maggie Hobbs, the company has transformed a derelict farm into a leading producer of sustainable flowers, recognised for balancing commercial success with a commitment to community development and sustainability. The farm operates on 25 hectares of rose and summer flower farms, with expansions into sustainable forestry, beekeeping, and livestock. Tambuzi is renowned not just for its high-quality flowers but also for its dedication to social and environmental impact.

Employment and Social Impact. Tambuzi is the largest employer within a 20-mile radius, with over 500 full-time employees in a region dominated by small-scale farming. The company prioritizes hiring from the local community, with 80% of employees living close enough to walk to work. Each worker supports six to ten dependents, meaning Tambuzi’s employment positively impacts more than 3,000 people.

The company champions fair labor practices with written contracts and career development programs, supported by its Health and Safety, Equality, and Welfare Committees. Over half of its workforce has been with the company for more than five years, reflecting strong employee retention.

 Sustainability and Environmental Practices. Sustainability is at the core of Tambuzi’s operations. The farm uses eco-friendly methods such as solar-powered irrigation, covering 60% of its water needs, and collects rainwater runoff to avoid depleting local rivers. Tambuzi has been a carbon-neutral farm since 2019 through its participation in the UN Climate Neutral Now campaign, in partnership with One Carbon World. For five years, the company measured its carbon output, reduced emissions where possible, and purchased subsidised legacy offsets for approximately 5,980 tonnes of carbon annually. This allowed Tambuzi to account for Scope 1, 2, and 3 emissions, despite the financial challenges often associated with comprehensive carbon neutrality.

However, with the UN campaign being phased out, Tambuzi is now exploring new strategies. It is collaborating with the Kenya Flower Council (KFC), which is developing a sector-specific measurement tool for carbon emissions. While Tambuzi remains committed to offsetting its carbon footprint, it recognises that continuing to address full Scope 3 emissions may require additional support from its customers.

The company is also shifting its focus to local insets—projects that enhance biodiversity and natural capital, such as soil enrichment and tree planting. Tambuzi aspires to become carbon positive, exploring land transformation and biochar initiatives. The farm has made increased soil carbon counts one of its key performance indicators (KPIs) for all employees, fostering collective responsibility for environmental stewardship.

Airfreighted Flowers and the Challenge of Sustainability. One key factor in Tambuzi’s success is its ability to access global markets through airfreight, delivering fresh, highly perishable roses within 24-48 hours to destinations like Europe. This enables Tambuzi to maintain the premium quality and scent of its roses, which would not survive the longer transit times required for sea freight.

While airfreighting poses environmental challenges, it remains essential for Tambuzi’s business model. The farm continues to explore ways to balance this need with its commitment to sustainability. Tambuzi has long operated at heightened social and environmental standards, having been a KFC Gold farm for many years, a certification that highlights its adherence to rigorous best practices.

New Certification and Future Goals. In addition to its longstanding sustainability efforts, Tambuzi recently became the first flower farm in Kenya to achieve B-Corp certification, joining a global movement of businesses that meet high standards of social and environmental performance. This distinction underscores the company’s ongoing dedication to doing business responsibly and its leadership within the floriculture industry.

As Tambuzi looks to the future, it is committed to finding new ways to enhance its sustainability efforts. The company aims to integrate biodiversity conservation, carbon-positive initiatives, and continued social impact into its strategy. With the right support from customers and industry partners, Tambuzi hopes to continue transforming lives and protecting the environment while growing some of the world’s most beautiful and fragrant roses.

Conclusion. Tambuzi’s impact on rural livelihoods and its dedication to sustainability sets a powerful example for businesses in Africa and beyond. Through its commitment to local employment, fair labor practices, and environmental conservation, Tambuzi demonstrates how agribusiness can create lasting social and economic benefits. Its reliance on airfreight to reach international markets presents a unique challenge, but the farm continues to explore innovative solutions that support both its commercial success and its sustainability goals. As Tambuzi transitions from carbon neutrality toward carbon positivity, it remains a leader in responsible flower production, ensuring a brighter, greener future for both people and the planet.

Register to join our COP29 Broadcast by Beanstalk.Global

Join us on the 13th of November at 2pm GMT for another online broadcast from Max MacGillivray and Beanstalk.Global. Catch up on the latest developments from Fairmiles including highlights from the last 18 months, our hopes for COP29 and what we plan to do next.

Click here to find out more and to register

Fairmiles to speak at Floriforum in Amsterdam

Union Fleurs – International Flower Trade Association and FSI – Floriculture Sustainability Initiative are pleased to announce the confirmed lineup of panellists who have all accepted the invitation to contribute to a stimulating conversation at Floriforum on Monday 4 November afternoon (4pm-6pm) in the auditorium of IFTF on the eve of the opening of the trade show:

  • Sibbe Krol, Director of Sustainability, Bloom & Wild Group
  • Yvonne Watzdorf, Managing Director of the Flower Council of Holland
  • Dominic Weston, Director Product and Supply Interflora British Unit (National Unit covering UK & Ireland) and Sustainability Manager Interflora-Fleurop Global Flower Services
  • On behalf of the Fairmiles initiative: Simon Derrick, Global Head of Sustainability Blue Skies and James MacGregor, Development Economist and author of the ‘Fair Miles: recharting the food miles map’

They will join on stage Jan van Dam, CEO of Dutch Flower Group, following his opening keynote speech and will share their views and insights with the audience through a mix of short presentations and moderated panel discussions. The conversation will focus on the important steps we collectively need to take for both B2B and B2C communication, aiming to share knowledge and best practices in order to create a unified, positive message. This approach will help sustain the future of the flowers and plants market and keep attracting the consumers of tomorrow.

Professional moderator Simone van Trier will conduct the overall programme and facilitate interaction and co-creation with the audience to ensure a dynamic and stimulating afternoon.

Registration to Floriforum is free of charge and still open to qualified participants directly involved in the international floriculture industry. But seats are almost sold out. If you are not yet registered, don’t miss out and sign up now using the conference registration form to join the conversation.

Floriforum is organised by Union Fleurs – International Flower Trade Association in partnership with FSI – Floriculture Sustainability Initiative and sponsored by HPP Worldwide and Kuehne + Nagel. It will take place on Monday 4 November 2024 from 4pm to 6pm in the auditorium of IFTF, EXPO Greater Amsterdam in Vijfhuizen, the Netherlands and will be followed by a networking cocktail at 6pm. A welcome coffee will be offered to attendees from 3pm.

Download the latest edition of PULSE

The first edition of ‘PULSE!’, the new newsletter from Fairmiles is out now.

You can download it from here.

There are just a few updates this month as it’s been a relatively quiet period over the summer, but there are lots of activities planned in the coming months so watch out for more content in future editions.

If you have anything you would like to the next edition, please let me know and we will gladly consider it for publication.

Case Study: Flamingo Group’s Impact on Livelihoods in Africa through Airfreighted Produce

Introduction to Flamingo Group. Flamingo Group International is a global agribusiness leader in the cultivation, processing, and export of flowers and fresh vegetables. With a significant presence in Kenya and Ethiopia, the company is a key player in the African agricultural sector. It employs around 23,000 people globally, with 10,000 employees working in Kenya alone. The company’s operations cover 1,300 hectares of farmland in these regions, where they produce a range of flowers and premium vegetables for markets across Europe and beyond.

Employment and Economic Empowerment. Flamingo’s operations in Africa have created thousands of jobs, with a strong focus on employing women, who make up a large portion of their workforce. In Kenya, the company employs C10,000 people, directly supporting around 30,000 dependents through wages, food, and other benefits. These jobs provide financial stability for many families in rural areas, helping reduce poverty and improve standards of living.

Beyond direct employment, Flamingo also works with 900 partner growers across 19 countries, many of whom are smallholder farmers. By integrating these farmers into their supply chain, Flamingo helps them access lucrative global markets, providing technical support and training to improve productivity and income. This collaborative approach significantly strengthens local economies in these regions.

Sustainability and Social Responsibility .Sustainability is a core principle of Flamingo’s operations. The company adheres to 14 of the UN’s 17 Sustainable Development Goals, placing a strong emphasis on reducing environmental impact. Their efforts include significant investments in water conservation, renewable energy, and the development of Integrated Pest Management (IPM) , which focuses on natural, non-chemical alternatives to pest control.

Flamingo is also carbon-neutral in its operations from Kenya and Ethiopia, having achieved this status in 2021 for all flowers and produce grown and distributed from these regions. This commitment to sustainability not only preserves vital natural resources but also ensures long-term agricultural productivity.

In addition to environmental efforts, Flamingo invests heavily in local community development. The company spends c£4m annually on education and healthcare initiatives across Kenya and Ethiopia. These include building schools, providing 1.2 million school meals annually, and operating healthcare programs that serve both employees and surrounding communities.

Airfreighted Produce and Market Reach. A key component of Flamingo’s business model is airfreighting, allowing them to transport perishable products like flowers and vegetables to international markets within 24 hours of harvesting. This swift supply chain is essential to maintaining the quality and freshness of their products, which reach retailers like Marks & Spencer, Tesco, and Waitrose across Europe.

Flamingo exports over 30,000 tons of fresh produce annually, which supports African farmers by providing higher prices and greater market access. Their reputation for high-quality goods helps raise the profile of African produce in global markets, ensuring long-term demand for these exports.

Conclusion. Flamingo Group’s operations in Africa demonstrate how a global agribusiness can create value for both the company and local communities. By providing employment, fostering gender equality, investing in sustainable practices, and facilitating access to global markets, Flamingo helps strengthen livelihoods across Kenya and Ethiopia. Their model serves as an example of how corporate social responsibility and profitable business practices can go hand-in-hand in developing regions.

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