Author: Fairmiles

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.

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

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.

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.

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.

Introduction to Blue Skies Blue Skies was founded in 1998 and operates in several African countries, with its main production hub in Ghana. The company specializes in fresh-cut fruit, processing products like pineapple, mango, and coconut, which are exported primarily to European markets. Blue Skies’ model is built on processing fruits at source, ensuring that local farmers benefit from value addition, creating more sustainable jobs and improving livelihoods​ (Stanford Graduate School of Business)

Employment and Economic Empowerment Blue Skies has a significant impact on local communities, employing over 5,000 people across its production sites in Ghana, Egypt, South Africa, and other locations. This employment not only supports the workers themselves but also their families, amplifying the economic benefits. The company’s operations are guided by the principle of “Fresh from Harvest,” which focuses on processing fruit as soon as it is picked, ensuring premium quality while maximizing local employment opportunities​ (Blue Skies)​(Stanford Graduate School of Business).

The Blue Skies Foundation, established in 2009, further amplifies this impact by funding projects in education, sanitation, and healthcare in local communities. To date, the Foundation has supported over 160 community projects, benefiting more than 100,000 people​ (Blue Skies).

Sustainability and Environmental Commitment Blue Skies has a comprehensive sustainability blueprint aimed at reducing its environmental footprint. The company has set ambitious targets, such as achieving zero food waste to landfill by 2030 and ensuring that 50% of its energy comes from renewable sources by the same year. Additionally, they are committed to eliminating plastics from their branded products by 2025 and recycling all factory wastewater​ (Blue Skies).

Biodiversity is also a key focus, with a target to plant 50,000 trees by 2030. These efforts align with Blue Skies’ goal to operate in harmony with nature, ensuring that its operations do not harm the natural environment​(Blue Skies).

The Role of Airfreight Airfreight is essential to Blue Skies’ business model. By using airfreight, the company ensures that its freshly cut fruit reaches European retailers within 48 hours of harvesting. This rapid turnaround is crucial for maintaining the freshness and quality of perishable products, especially in the competitive fresh-cut fruit market​(Stanford Graduate School of Business).

While airfreighting is often criticized for its environmental impact, Blue Skies has taken steps to mitigate its carbon footprint by promoting more efficient logistics and committing to net zero emissions by 2050. The company advocates for fair trade practices and emphasizes that airfreighting from developing countries provides critical access to global markets, helping lift many farmers out of poverty​ (Blue Skies)​(Stanford Graduate School of Business).

Conclusion Blue Skies exemplifies how a global business can contribute to sustainable development in Africa. Through its emphasis on local processing, employment, community investment, and environmental sustainability, the company creates significant value for both local communities and international consumers. Airfreight, while logistically necessary, is balanced by Blue Skies’ efforts to reduce its environmental impact and improve the livelihoods of African farmers​ (Stanford Graduate School of Business)​(Blue Skies).

Over 200 stakeholders from 34 countries, representing fresh produce suppliers and retailers, academia, policy officers, and the international trade and development sector gathered at a Roundtable discussion on the 30th April in Brussels to debate whether airfreighted fresh produce should be banned in order to achieve Net Zero emissions targets.

The Roundtable was organised in response to recent airfreight bans introduced by several European retailers.

Moderated by Simone van Trier, attendees heard interventions from a range of speakers including Martijn Boelen, Head of Sector Trade at the Directorate-General for International Partnerships at the European Commission, Dr Ebenezer Laryea, Associate Professor in International Sustainable Development Law at the University of Northampton, Clement Tulezi, chair of the Kenyan National Horticulture Taskforce and CEO of Kenya Flower Council, James MacGregor, Development Economist and author of ‘Fair Miles: recharting the food miles map’ published by IIED and Oxfam,  Jeremy Knops, General Delegate at COLEAD,  and Steven Kerignard, Director Supply Chain LECOFRUIT in Madagascar.

During the Roundtable, James MacGregor and Dr Ebenezer Laryea revealed the results of the latest research by Fairmiles which suggests that at least 18 million livelihoods in developing countries are supported by airfreighted horticultural exports into Europe. This includes 1.25 million agricultural jobs and a further 2.4 million jobs in supply chains. The revenue and foreign exchange generated by this sector is needed to allow for domestic investments (including measures to reach Net Zero).

Additional points were heard including:

• Farmers and vulnerable populations in in developing countries, despite being the least responsible for climate change, are already bearing the brunt of its consequences.
• This raises the question as to whether it is fair to introduce a policy that will disproportionately affect the livelihoods of these same people, rather than looking at reducing CO2 emissions in other parts of the supply chain.
• Transport of all food accounts for 1.56% of total global CO2e emissions. Of this, only 0.16% travels by air
• The majority of airfreighted fresh produce is transported in the bellyhold of passenger planes. Without fresh-produce, these planes would still fly and bellyholds would be filled with other cargo.
• In light of increasing restrictions, exporters in developing countries may be forced to investigate alternative markets to Europe who may be less demanding and potentially less lucrative for the livelihoods depending on it.

A poll conducted during this Roundtable found an overwhelming majority (96%) voted ‘no’ to the question of whether blanket bans on airfreighted fresh produce are a useful tool to achieve Europe’s climate ambitions.

Participants were also asked to contribute ideas for next steps. Some of the ideas that were put forward included:

• More published research and data to better understand the key environmental, social and economic impacts so we can inform responsible decision making.
• Science-Based Climate Justice Net Zero guidelines for policy makers and buyers – ensuring we can make a just transition and limit unintended consequences.
• More dialogue and engagement with key stakeholders, including retailers, NGOs, consumers.

Jeremy Knops, General Delegate at COLEAD said “Agricultural export value chains are fundamental for low-income countries. Banning airfreight would have devastating consequences, leading to significant job losses and loss of income for some of the most vulnerable people in global supply chains”.

When speaking about measures being taken by the European Union to flight climate change, Martijn Boelen, Head of Sector Trade at the Directorate-General for International Partnerships (INTPA) at the European Commission, said “What you do not hear is that we (the European Commission), forbid to forbid stuff. We make things more expensive, we make sure there is a level playing field…. but what we will not do, I’ve not seen any proposals ever, is to say ‘ok you cannot fly in fresh produce anymore’”.

Following the Roundtable, Fairmiles will continue to research and raise awareness of the impacts of airfreighted fresh produce, and engage more with key stakeholders to seek how a fair approach to Net Zero emissions can be achieved without unintended consequences on livelihoods.