The Ethiopian Agriculture Authority(EAA) and Ethiopian Horticulture Producer Exporters Association( EHPEA) hosted a validation workshop today at Capital Hotel on draft SYSTEMS APPROACH to contain False Codling Moth(FCM), a priority and quarantine pest of the European Union(EU).
EAA, EHPEA and growers have been deploying utmost efforts by working in unison to build capacity with regard to identification and management of FCM in the last two years, according to Ambassador Deriba Kuma, Director General of EAA.
Ambassador Deriba underscored the need to comply with the requirements of EU with regard to phytosanitary issues as floriculture industry is the second largest strategic export commodity of Ethiopia.
The director general stated that the concerted efforts have resulted in maximum self- policing at farms level which significantly led to declining trend of interceptions at EU borders.
Mr. Wondale Habtamu, Deputy Director General of EAA and Ethiopia’s NPPO on his part reiterated the readiness of his authority to take bold measures on non -complaint farms as far as the implementation of Systems Approach for FCM is concerned.
Participants drawn from cut flower farms from all clusters, research and academia and development partners were in attendance at the validation workshop.
The Ethiopian Horticulture Producer Exporters Association (EHPEA) made a strong presence at the International Floriculture Trade Fair (IFTF) this year in the Netherlands. With a record-breaking number of participants from around the world, IFTF 2024 solidified its position as the premier global platform for the floriculture industry.
EHPEA member farms, including Tinaw Flowers, Tana Flora, Ethio Agriceft, Roshrana, Friendship Flowers, Rainbow Colors, and Adam Horticulture, participated in the Ethiopian Pavilion showcasing their sustainable floriculture production. This provided a valuable opportunity for these farms to connect with international buyers, suppliers, and existing customers.
In addition to showcasing products, EHPEA used the platform to promote the upcoming 9th edition of HortiFlora Expo, scheduled for March 25-27, 2025, in Addis Ababa. This event is a key highlight of the Ethiopian floriculture calendar.
This year’s IFTF witnessed increased participation from African and South American countries. Uganda, for instance, made its debut with six growers in its national pavilion. Ethiopia and Kenya, key players in the global floriculture market, expanded their presence with multiple pavilions and individual exhibitors. South America, particularly Colombia and Ecuador, was well-represented, highlighting the region’s significant role in the international floral trade.
The Ethiopian Embassy in Doha recognized Ethiopian Horticulture Producer Exporters Association (EHPEA) for its outstanding contribution to the Doha International Horticultural Expo 2023.
EHPEA showcased the best of Ethiopia’s Horticulture industry and connected with key players in the Qatari market.
The Ethiopia Pavilion offered a captivating blend of culture, heritage, and innovation, highlighting the diversity of the country’s 80 ethnic groups.
Let’s celebrate the beauty and diversity of Ethiopia!
The Ethiopian Horticulture Producer Exporters Association (EHPEA) successfully conducted capacity-building training sessions in two rounds, held from September 19-20 and November 23-24, 2024, in Holeta and Bishoftu. The training focused on Collective Bargaining Agreements (CBAs) and social dialogue, with a strong emphasis on mainstreaming Occupational Safety and Health (OSH) and gender equality.
The two-day workshop aimed to equip participants with a comprehensive understanding of labor and fundamental human rights. By fostering dialogue and promoting a cohesive workplace culture, the training aimed to create an environment conducive to enhanced productivity and employee well-being.
Representatives from various member farms, OSH officers, gender focal points, and trade unions from horticulture farms in Holeta, Sebeta, Bishoftu, Koka, and Batu actively participated in the training.
Key Training Objectives:
Strengthen participants’ understanding of labor and fundamental human rights.
Promote effective collective bargaining and social dialogue processes.
Mainstream OSH and gender equality considerations in workplace practices.
Foster a positive and inclusive workplace culture.
The capacity-building training was a valuable initiative by EHPEA in promoting responsible and sustainable practices within the Ethiopian horticulture sector. By investing in the development of its workforce, EHPEA is contributing to a more equitable and productive industry.
An informative experience-sharing visit took place on October 18, 2024, at Dummen Orange Farm in Koka. The event, centered around the theme “Inclusive Workplace for Better and Sustainable Business,” focused on critical workplace issues such as gender equality, health (including occupational Health & reproductive health), complaint handling mechanisms, and empowering the gender committee.
Over fourteen horticulture farms from the Holeta, Bishoftu, Koka, and Ziway clusters participated in the event. The visit provided a valuable platform for sharing best practices, learning from experiences, and fostering a more inclusive and supportive work environment for all employees.
Key Highlights of the Visit:
Gender Equality: Discussions on promoting gender equality in the workplace, including equal opportunities for women in leadership roles and addressing gender-based discrimination.
Health and Well-being: Emphasis on employee health, with a focus on reproductive health issues and creating a healthy work environment.
Complaint Handling: Exploring effective mechanisms for handling complaints and ensuring a fair and transparent process for all employees.
Empowering the Gender Committee: Strategies for strengthening gender committees to advocate for the rights and well-being of female employees.
The experience-sharing visit was a significant step towards creating more inclusive workplaces in the horticulture sector. By addressing these critical issues, businesses can improve employee satisfaction, productivity, and overall sustainability.
Frank Ammerlaan, aged 42, is a second-generation rose grower from the Netherlands. In 2006, he and his brother Wim, backed by the invaluable support of their parents, began growing roses in what was back then touted as the new hotbed for cut flower growing. Where does his Ethiopian- based company stand now?.
The family-owned AQ Roses cut rose nursery has grown by leaps and bounds over the past eighteen years with the latest addition being an 18ha nursery in Bishoftu/Debre Zeit. Nestled at an altitude of nearly 2,000 metres, this former Dümmen Orange rose cut rose nursery serves as a perfect location to grow large-headed roses for the higher end of the market and 2ha of Alstroemeria as a side crop. On the outskirts of the Ethiopian town Ziway/Batu, the brothers continue to grow roses for supermarkets and traditional wholesale. The two growing locations combined span an area of 50ha and employ more than 1,000 people.
FCI Magazine: Frank, it’s now 18 years since you first set up your farm in Ethiopia. What is the biggest commercial success of venturing into an emerging market? Frank Ammerlaan: “Our sales and distribution channels continue to be in Europe and, as such, in Western countries. However, in Ethiopia, we found a very suitable environment to grow our roses, that is, a colour palette of roses in a variety of sizes. Such an achievement would never have been possible in the Netherlands. I also dare to say that the blooms we currently grow in Ethiopia are of better quality than we ever produced in our home country. Improved rose breeding and growing techniques have been important factors that have contributed to this success.”
How did the Ethiopian adventure enrich your life as a person? “Living and working abroad, being exposed to a culture that is different and a diverse range of people, is an enriching experience that has helped me to grow as a person. As incredible as it sometimes is, living abroad is not without struggles and challenges, and it’s that mix that helped me to develop a clearer sense of self and become someone who is less likely to let himself off the hook. The adventures in a country like Ethiopia will stay with me forever.”
If you were to write a new business plan for growing roses in Ethiopia, which paragraphs would be added, adjusted, or omitted? “Ethiopia 20 years ago was completely different than it is today. Back then, the nation had just begun to clock growth rates and transform itself. The country was quiet and safe, and, as a flower farm, we were a relative newcomer in a country keen to attract professionally run businesses, which were scarce at the time. This situation has changed dramatically over the past 20 years. In the first two decades of the new millennium, the country’s economy grew by seven per cent annually per capita but also turned out to be less ‘innocent’. Today, safety and societal factors weigh in much more when assessing the business climate. When setting up camp 20 years ago, we primarily focused on the production nursery, while today, we would dedicate a much bigger paragraph to risk assessment.”
When you planted your first roses in 2006, thegovernment’s incentives were impressive. Do you feel thatthe country’s investment climate in floriculture is still as conducive as it was 18 years ago, and could you cite the reasons? “At the time, our decision to move our production to Ethiopia was certainly not driven by the government’s investment incentives. Many of them, including tax reliefs, remained unused. More importantly, the government had created a business environment in which we felt welcome. Next to providing a stable and secure investment climate, the public authorities did their best to address side issues. Things are different now. Floriculture is no longer one of the few success factors behind the country’s economic growth as many other sectors of the economy gain momentum. So, the approach towards the floriculture sector is under much more scrutiny. Many incentives are still in place, but the investment climate has become much more unpredictable.”
Under the brand name RosaPlaza, you grow and sell approximately 100 million roses, of which 50 per cent are sold through Royal FloraHolland’s auction clock. In January 2023, you joined the auction’s Supervisory Board to help the cooperative navigate its transition process. How do you perceive the future role of the auction clock? “I am convinced that Royal FloraHolland’s future role in the global flower and plant trading arena will become even more important and impactful. Transitioning into the world’s largest floral trade hub will enable Royal FloraHolland to address the needs of supplying growers and purchasing customers much better, providing them ease in floral trading. In such a situation, many new opportunities will arise with Royal FloraHolland providing an extended set of services to both growers and customers, particularly in the realm of day-to-day trade.”
Industry experts predict that trade will become increasingly direct, marked by bypassing the Dutch flower auction and the Netherlands’ logistical hub. What’s your stand on this? “As stated before, Royal FloraHolland’s can predominantly add value to day-to-day trading; I expect many growers eventually to realise that this value addition will help them in selling their products, simply because the co-op’s trading platform is easily accessible and therefore more efficient than having to arrange everything on your own account. This also applies to customers.”
In an era of vertical business integration, cutting out middlemen, environmental concerns, and political and societal pressure (with the president of the Dutch Central Bank’s plea to put the horticultural sector on hold), would you put all your money on the flower auction?
“You should never put your eggs in one basket. Yet, I am convinced that horticulture will continue to exist and flourish worldwide, with Royal FloraHolland continuing to play a primordial role. After all, Royal FloraHolland is a growers’ cooperative, and that’s exactly its biggest strength. Producers that jointly develop businesses will be able to withstand the challenges. I don’t know of any other joint association of growers which is so strong.”
When it comes to societal pressure, what is your message to the growing number of millennials and Generation Z individuals who view the practice of cultivating cut flowers for export on a continent where a third of the population is malnourished as a modern and environmentally unfriendly form of horticultural imperialism?
“The answer, in essence, is very simple. Africa’s population will continue to increase, and all these people, quite rightly, seek higher living standards. This situation will put greater strain on natural resources such as land and water. In this context, the single best solution is tech that can change the way the world grows, produces, distributes and supplies food. To realise this, you need a thriving economy, and that is what we, as a flower farm, contribute to. Next to our impact on the economy and employment, we witness how some of our employees and people in the farm’s surrounding area are inspired by how we take production to a higher level. What they have learned production-wise is taken back to their own vegetable farms. It’s a prime example of knowledge exchange with people seeing how things can be done better in daily practice. For a country such as Ethiopia, this is an important step forward to more technically advanced and smart food production. Ultimately, this will lead to less pressure on natural resources than when using traditional farming techniques.”
From a fledgling industry in the early years of the millennium to a cut flower powerhouse, Ethiopia has come a long way. Superlative epithets, such as Africa’s second largest and the world’s fourth largest flower exporter, are used to describe Ethiopia’s flower industry. How justified is the use of such superlatives in today’s real-life business environment? “Ethiopia’s floriculture business has gone through much progress over the course of 20 years, despite the challenges that growers in Ethiopia have faced. Nevertheless, I believe that, for some reason, there is still much untapped potential. So, I would say that the superlatives are justified and fact-based, while there are certainly also many missed opportunities.”
Today, Ethiopia’s ornamental horticulture sector represents a dynamic industry with more than 100 flower farms covering a total production area of around 1,700 ha. With a value of 300 million USD (floriculture and fruits/ vegetables/herbs account for 80 per cent and 20 per centof the export income), the horticulture sector is Ethiopia’sfourth foreign revenue earner, employing around 200,000 people. Within Ethiopia’s borders, what changes do you see in the geographical concentration of farms, crops and land areas dedicated to floriculture?
“In the end, only a few spots in the world are truly suited for floriculture, a given that at least applies to most ornamentals. Weather and climate play a decisive role, and in that, East Africa is unique. Yet, logistics and connectivity are also at stake. If more areas in the country become unlocked, more flower-growing areas will be available and added. But even then, new production areas will always emerge close to already existing horticultural heartlands. Climate-wise, growing roses is not ideal, even impossible in many places.”
More recently you have added Alstroemeria to your product range. Was that decision driven by concerns of an oversupply of roses in the world market or do you think there’s a correct market equilibrium in the global marketplace for roses? “Alstroemerias make great cut flowers, boost an excellent shelf life, and perfectly match our business model. Our Alstroemerias are there to complement our product offer and definitely not because an oversupply of roses forced us to look for alternatives. Ultimately, when the weather holds out well and growing conditions are conducive, there’s an overproduction of roses. In turn, what we have seen over the past 20 years is that when there are lower production volumes in specific areas, market demand for roses can be stellar high.”
With a new year lying ahead, there’s always the temptation to ask you about the predictions for 2025 Valentine’s Day rose sales. What would be your answer? “Thankfully, I cannot look into a crystal ball. Today, as in the past, climate is clearly one of the most important factors in the success of all agricultural systems, and cut roses are no different. Market equilibrium between supply and demand is highly weather-dependent. We are fortunate that we are not only growing Valentine’s roses but also striving to offer our customers quality blooms year-round. So, whether Valentine’s Day sales will be good or bad is not something that keeps me awake at night.”
Understanding your heritage is an important part of carving out your future. AQ Roses has been founded on many years of expertise in Dutch rose growing. The glasshouse area down to roses in the Netherlands has fallen from 800ha to less than 130ha over the last 22 years. In 2023, the volume of Dutch production passing through Royal FloraHolland fell to below 496 million stems, approximately 16 per cent of total sales volume. What would be your message to the remaining Dutch diehards who still keep an unshakeable belief in Dutch-grown roses? “Dutch-grown roses are unique, and as long as growing
them is profitable and growers have the right tools to produce top quality, demand for Dutch roses is here to stay. The success of Dutch roses is also our success. The reality is that nowhere in the world is there a retailer that sells flowers produced by one single grower or sourced from one production area only. And no flower trader sticks to one single flower type. It all boils down to product diversity. And the cream of rose production – represented by Dutch growers – will continue to play a very important role, and there will always be a place in the market.”
What’s next for AQ Roses?
“We will continue to build on the expertise gained over the past 20 years. Our aim is to take production to an even higher level, giving way to further business expansion and a lower carbon footprint.”
The Ethiopian Horticulture Producer Exporters Association (EHPEA) has officially submitted its Code of Practice for Sustainable Flower Production for Sustainable Supply Chain Initiative SSCI Benchmarking!
This marks a key milestone as EHPEA strives for SSCI Recognition, joins five schemes in progress for SSCI Benchmarking, adding to the five already SSCI Recognized.
EHPEA’s Code of Practice introduces a voluntary system to promote sustainable social and environmental practices, ensuring continuous development, self-regulation, and certification.
As Mr. Tewodros Zewdie, Executive Director of EHPEA, shared, “By adhering to these global standards, EHPEA seeks to enhance the international credibility of Ethiopian horticultural products while promoting sustainable practices across the industry.”
We applaud EHPEA for its dedication to Sustainability and Transparency and can’t wait to see the results for this benchmark process.
Dummen Orange extended special award trophy and recognition certificate to EHPEA for its ‘unwavering support and commitment to excellence in the field’.
The certificate further states that EHPEA’s dedication to the horticulture industry has not only fostered innovation but also significantly contributed to the success of business community.
The special award was given during the annual workers days program which was celebrated yesterday colorfully in the presence of Aba Gedas, all management members and workers, representatives of various institutions and partners.
Yordanos Jemal, General Manager of the farm, stated that the farm has scored gliterring achievements irrespective of the various challenges encountered. She expressed her gratitude for all the workers and the management for the results achieved.
Benjamin Geopferich, Regional Director of Dummen Orange for Africa, attributed the success for the team spirit and committment of the management and the workers of the farm. He also attributed the success for the prudent leadership of the general manager.
The farm has also awarded its employees with outstanding performance.
Dummen is a pioneer in Ethiopia in the cutting industry. It currently employes more than 2,000 workers. Dummen is also proactive in Corporate Social Responsibility(CSR) activities including, among others, construction of elementary and high schools, kindergarten, roads, local administration offices, sponsorship of orphans, and the like for the last 20 years.
The farm produce and export Pelargonium and Poinsettias cuttings to Europe, USA and other international market destinations.
Recently, rose production around the equator has been relatively low. This was the case for both East African and Latin-American rose producers. For various reasons, available volumes were limited everywhere.
When main rose production areas around the world are facing lower production, shortages occur in the market and prices rise. It is a classic case of supply and demand, according to Aart Buizer of Fresco Flowers.
Kenyan winter “In July and August, at Royal FloraHolland, we saw that the supply of roses from East Africa via the auction was about 10% lower than last year. Kenya in particular was affected by a prolonged cold period with little sunlight. Although the total rainfall seemed average, it fell in a shorter period. However, the biggest impact on low production came from a combination of cold nights and lack of sunshine. This weather pattern is normally characteristic of the Kenyan winter, but this year it lasted a bit longer than usual.”
Aart continues, “The prolonged low production, combined with a sustained demand for flowers, has led to hefty price increases. Fortunately, we are now seeing production slowly increasing again. I expect us to be back to normal production levels within two to three weeks. This will change the relationship between supply and demand, and I also suspect that prices will fall again.”
False Codling Moth Besides the production problems, both Kenya and Ethiopia are also facing the False Codling Moth (FCM). Ten percent of all roses entering Europe have to be inspected for the presence of the FCM. As the Netherlands is by far the largest importer of Kenyan roses, the Dutch trade is directly affected. Something that also needs a lot of attention at the moment, according to Aart. “In Kenya, some nurseries have had to deal with this, which prevented them from exporting for a certain period. This didn’t have a positive impact on the already existing shortages.” Source floradaily
Ethiopia’s lucrative horticulture trade could stumble as exporters transfer rising production and research and development costs to their products, potentially discouraging international buyers, warn experts at the Ministry of Agriculture.
“The cost of horticulture research and production arising from the global energy crisis is making horticulture products expensive. Exporters are transferring these additional prices to end consumers. As a result, international horticulture consumers are being discouraged,” reads the Ministry’s horticulture development and marketing strategy.
Officials plan to expand the use of GMOs in horticulture farms as part of their plans to boost exports and productivity.
Ethiopia has thus far relied on foreign support, such as importing improved avocado seeds from Israel, in a bid to cut down on the extra costs.
The strategy notes that demand for Ethiopian horticultural products such as avocado and strawberry is growing substantially. However, officials see room for improvement.
The Ministry’s strategy includes plans to grow the number of dedicated horticulture export corridors to six in the coming eight years, with ambitions to see horticulture farms and exporters covered by comprehensive insurance policies.
Experts indicate the Bahir Dar, Abay Gorge, and South Gonder corridors can support up to 10,000 hectares of commercial horticulture farmland, with an additional 40,000 hectares for outgrowers. No less than 4,000 hectares have been designated for commercial farms in the Mekelle, Raya, and Alamata corridors to 4,000 hectares of commercial farms, with another 40,000 hectares for outgrowers.
Larger corridors in Awash, Dire Dawa, Harar, and Somali, as well as in Addis Ababa, Sidama and Oromia will raise the amount of land dedicated to commercial horticulture farming to more than 60,000 hectares, with much of it being dedicated to growing flowers.
Although fresh cut flowers generated close to USD 570 million of USD 630 million in horticultural exports last year, space for flower farms remains limited at around 1,200 hectares.
Ministry experts say the regional horticulture corridors were selected based on production suitability, proximity to airports, and the availability of processing facilities. Distance from ports in Djibouti, Sudan, and elsewhere was also considered.
The processing facilities are housed in the Yirgalem, Bure, Baker, and Bulbula agro-industrial parks.
The strategy also mandates the National Bank of Ethiopia (NBE) with adjusting horticulture export retention rates, and providing daily international price updates to farmers. The Ethiopian Electric Utility (EEU) is charged with providing power infrastructure and supply to horticulture investment sites.
The federal government is looking to establish a domestic quality assurance system to maintain horticulture export standards, as well as a new set of laws to enable and regulate the registration, transaction, treatment, usage and disposal of pesticides.
The Ministry will establish a dozen horticulture quarantine facilities across the country in a bid to eliminate or reduce pest infestations.
Officials hope these measures will cut post-harvest losses by half.
The changes are also hoped to raise the number of commercial flower farms in the country, of which there are only 120 which cater to the export trade. On the other hand, there are 2.3 million farmers engaged in small-scale horticulture production, according to Ministry data.
Three-quarters of Ethiopia’s fresh cut flower exports go to markets in Europe. African markets, such as Djibouti, Somalia, South Africa, and Nigeria, account for 95 and 97 percent of fruit and vegetable exports, respectively.
This marks a key milestone as EHPEA strives for SSCI Recognition, joins five schemes in progress for SSCI Benchmarking, adding to the five already SSCI Recognized.
EHPEA’s Code of Practice introduces a voluntary system to promote sustainable social and environmental 
We applaud EHPEA for its dedication to Sustainability and Transparency and can’t wait to see the results for this benchmark process.
Learn more about EHPEA’s efforts and the SSCI Benchmarking process
