Featured Past Articles

You’ve probably heard the widely-quoted factoid that the majority of food waste happens in the home. From grocery over-purchasing to over-zealous expiration dates to just plain forgetting to cook that cabbage you bought, it’s not exactly a surprise that the kitchen is where a lot of needless wastage takes place.

So where does the rest of our food waste occur? According to the Food and Agriculture Organization, when it comes to fresh produce (the most wasted foods, at least in industrialized countries), almost 1/3 happens along the supply chain. From lack of coordination and communication to inconsistent quality standardization, there are plenty of things that need to go right to get fresh food from A to B without it spoiling — and that doesn’t always happen.

However, there are a few tools and strategies that companies are using to try and reduce food waste at various points along the supply chain. Here are three to watch:

While the ideal of integrated pest management has been pursued and adopted in a variety of settings since the mid-20th century, recent trends point to perhaps too great a focus on killing pests rather than managing host stress. In a new paper in American Entomologist, three experts suggest a modified focus that better accounts for evolution and tolerance to pest injury and shifts from control toward management.

By Robert K.D. Peterson

Whatever happened to integrated pest management? If you’re a regular reader of Entomology Today, you might think “Why, I didn’t know anything had happened to it.” So, why is anyone even asking this question?

It’s true that integrated pest management (IPM) is a term well known. It is used liberally by scientists and other practitioners without the need for definition, and it is a major success story for society. But it can also be argued that IPM has, in fact, lost its way.

There has been little formal discussion of IPM theory and its status over at least the past 10 years, even though in that time we have seen both the overwhelmingly successful adoption of prophylactic pest control tactics in the form of transgenic crops and seed treatments and the increasing application of evolutionary biology in environmental and public health management.

Bridges the Gap Between Supplier and Grower

What is your personal back ground?
I am an agronomist and marketer with diverse experience in the agriculture sector. Originating from the cotton and sugar belts of Nyanza and raised up in the green highlands of Kericho, I graduated with BSc. Agriculture from the University of Nairobi in 1998 and a holder of MBA (strategy and marketing majors) from the same university as well. Professionally I am member of the British Professional register-BASIS and a holder of internal Diploma in Ground Application technology (KAHA field and Research station, Egypt).

After undergraduate training I joined Brooke Bond as a tea propagator and later as a Team leader in their field operations in Jamji and Kimari respectively. In the year 2001 I joined Finlay flowers where I worked till joining Syngenta in 2007.

On the family front I am happily married and a proud father of two daughters.

Why did you choose to be an agronomist?
It’s a long story. I used to admire how Brooke Bond Tea Company was professionally managing the tea bushes and cinchona trees plantation. One day in 1994 I found myself in Upper Kabete campus studying Bachelor of Science in Agriculture and from then I developed interest in plant physiology. In fact, my favourite read to date has been Plant Physiology by Salisburry and Ross.


 

How long have you been working with flower growers?
I have been in the agriculture sector for the last 19 years basically working with multinationals: Brooke Bond (now Unilever Tea Kenya Ltd), James Finlays Kenya and now Syngenta Kenya as a Key Accounts Manager for Lawn and Garden business unit. Out of the 19 years only three years were outside the floriculture sector.

Briefly discuss the challenges you go through daily? What would you point out as your strongest attribute that has made you succeed?
Challenges are unique with every job. Clients’ needs vary from region to region and from farm to farm. My job is to add value and see my clients being successful in their businesses and therefore it’s upon me to be up to date with current information and technology that offers the best solutions to the grower not only in the field of pests management but to the business process as a whole. Knowledge and clients engagement are paramount for success in this field. The urge to get things done, the desire to learn and the push to leave a positive memorable legacy not only in the professional life but as well as in my social life keep me going. Having done everything else I call upon the Supreme God for guidance and help. Philippians 4:13, “I can do all things through Christ who gives me Strength” is a special encouragement to me.

In your experience, discuss some of the challenges flower growers are facing?
The business environment is dynamic. From the first cut flower export in the early ‘80s to the current dispensation, flower firms are faced with business cycles which are very dynamic. Emerging and new markets with stringent regulations, Forex fluctuations leading to forex loses and higher input cost, flower auction price unpredictability, multiple taxations at county and central government levels, new emerging pests and adverse weather conditions are a challenges facing growers in the face of increased competition mainly from South America countries. To sum it up the business environment and rising production costs is a concern for many growers. Going forward flower firms need to embrace efficiency, lean operations, waste and waste reduction to operate profitably. An all-inclusive approach, like the KAIZEN can create a positive attitude amongst the employees and in the long-term lead to business sustainability.

How do you rise up to the greatest challenge that your job presents?
Motivation to serve and offer growers sustainable solutions keeps me going. I would like to leave a positive impact to the industry and to the people I interact with. I do read and consult a lot to equip myself with solutions for the client. Like in any other job there is pressure and one need to be resilient and patient to succeed.

Point out the solutions Syngenta EA Ltd has for the flower sector?
Syngenta is a R&D company and a brand with the growers. Sustainability is core with all Syngenta solutions and with well trained and competent staff, Syngenta is out to assist growers bring crop potential to life. Syngenta offers solutions for all pests and diseases affecting the flower industry in particular and farming in general. Nematicides, Miticides, Insecticides and Fungicides that have passed the test of time are all in our portfolio. Ridomil, Folio gold and Revus are household names when it comes to downy mildew management. New products introductions of Tervigo, Hicure, Arima and more recently Solvit offer growers value for money and greater returns on investment. It also has to be noted that Syngenta has taken a leading role in shaping the biostimulant segment by educating growers on different types of biostimulants and their role in crop stress management and yield improvement.

Every professional grower should watch out for the upcoming new products from Syngenta.

A part from pests’ solutions, Syngenta through its competent staff offers growers tailor made technical trainings on pest and disease management as well as on safe, efficient and effective use of pesticide to ensure worker safety and production sustainability.

What is the role of the agrochemical sector to the development of the flower Sector?
Agrochemical firms and the ornamental growers complement each other in business. The growth of either has a positive impact on the other and vice versa. For example, as R&D agrochemical firms invest in new sustainable solutions for the benefit of the cut-flower firms to improve their productivity and income. The agrochemical sector play important role in providing solutions for flower growing, trainings to the farm workers to better understand usage of production inputs and how to use them safely and sustainably. The sector is also involved in CSRs activities geared towards conservation of the environment and water catchment areas. Rhino Charge is one such completion geared towards protecting the Aberdare water tower.

How do you see Syngenta EA Ltd contributing to the future of the flower sector?
Continuous investment in Research and Development of new, noble and sustainable solutions that encompass a wholesome approach to cut-flowers production. Staff empowerment through trainings is also an area Syngenta has heavily invested in.

Growing up, who was your inspiration?
My parents. They worked hard to ensure we had the best in life.

What decisions have you made in your career that looking back you feel were mistakes and you learned from them?
I know people make decisions which may at times not lead to the best of outcomes and its part of learning and growth. My philosophy is to do my best in the execution of my duties anchoring on the available resources and knowledge of the time. Having said this I don’t remember any one outstanding decision that I may regret.

Describe your ordinary day? Do you have enough personal time?
We all have 24 hours a day. The employer legally takes 8 hours and the remaining 16 hours is “personal time”. Safe for Sunday and Saturdays, my day usually begins at 4am and I surrender to bed at around midnight most of the times. I start with having quiet time with God in the morning and also the last thing in the night. In between there is strategizing, planning, reviewing and executing the daily objectives. My job involves lot of travelling meeting clients and therefore I also set some time just to rest.

What legacy do you want to leave behind in the flower sector?
I would like to be remembered a long side the veterans who did wonderful job in developing the sector in early years. I want to be a role model to the upcoming agronomists. A brand that growers can identify with and consult at any time, in any situation.

Give your final comments
The flower industry plays a noble role in creating productive employment and private sector development which at the end of the day generates income and improve lives. There is need therefore for the sector and industry players to match available resources with the dynamism in the environment to overcome the constraints of production and marketing. With world population projected to reach 9.8 billion people and the changing lifestyle amongst the younger generations, I strongly believe there is a brighter future in this sector. What is needed is to be diligent and focused on our roles.

Thank you.

Flowers are the perfect gift for someone close to the heart but geographically distant, i.e. theoretically an ideal e-commerce market.

However, they are also a delicate and perishable commodity, typically requiring hydration during transportation and lasting only four or five days in conventional packaging.

Flexible packaging specialist Uflex gained much attention with the recent release of its Flexfresh solution, which promises waterless transportation with significantly extended product life. Siva Shankaran (VP, Flexfresh) discusses the contexts .

“Internationally, all flowers are transported using expensive air freight from growing region to the markets,” observes Mr Shankaran. “The typical supply chain is grower – auction house – wholesaler – retailer / florist – and finally the consumer. Thanks to e-commerce platforms it’s now possible to connect the growers directly to the consumers. Our concept was to to ship flowers in post parcels without any water. This eliminated the possibility of cross contamination with other courier goods.”

“ADAMA is a part of the second green revolution in Kenya,” says Mr Ido Rahat Product Strategy Manager. The world leader in crop protection solutions, founded over 70 years ago with roots in Israel has partnered with Amiran Kenya Ltd in Kenya and has successfully improved the lives of many farmers with its innovative, farmer-centric products.

What sets ADAMA apart?
Mr Ido Rahat Product Strategy Manager says “ADAMA is the unique and successful partnership of Kenya and Israel. We bring the superior agriculture technology of Israel and adapt it to the Kenyan market using local expertise. Our goal is to help farmers with modern technologies that enable them to reap the most benefits from their fields and crops. All our products are created by first identifying the farmer need, finding a solution for it using the R&D expertise, and finally delivering a product that is tailor-made for the local market.”

Launch of Bigo
Mr Ido Rahat said this while addressing flower growers in Naivasha during the launch of Bigo, one product with two modes of action on both downy mildew and botrytis. Mr. Ido said Bigo is a combination of two different molecules Fluazinam and Dimethomorph which have translaminar and contact activity against Downy Mildew and Botrytis. Combining these two molecules with two different modes of action enables Bigo to target two diseases at once. Thus, the uniqueness of Bigo is that addition to its high efficacy on Downy mildew, it is a good choice to control Botrytis as it kills any botrytis spores o the rose stems or heads simultaneously

Syngenta EA Ltd has continued to deliver successful new product launches, this time Solvit, a new innovative fungicide against powdery mildew and rust diseases in ornamental crops. Five Successful launch activities were held in Nairobi, Naivasha, Nakuru, Eldoret and Nanyuki. During the Solvit launch in Nairobi, Professor Eunice Mutitu, a well renowned plant pathologist from the University of Nairobi, Department of Plant Science and Crop Protection, took the opportunity to congratulate Syngenta on this important milestone of providing an innovative solution against powdery mildew and rust diseases in ornamentals that will significantly improve both quality and quantity of production.

Similar sentiments were also expressed by the Chairman of the Kenya Flower council, Mr. Clement Tulezi, who graced the occasion in Naivasha as the chief guest. Mr Tulezi thanked Syngenta for closely collaborating with various stakeholders in the flower industry to bring to market solutions that meet the needs of growers and the European export markets.

Delays at Port Spark Fears of Price Increase and Fertiliser Shortage

The government has directed that fertiliser imports be expeditiously inspected at the port of Mombasa to alleviate shortage that has seen an increase in prices of the crucial farm input.

Public Service Deputy Head and Multi- Agency Taskforce on Enforcement of Standards Chairman Wanyama Musiambo, said every tested consignment that meets Kenya Bureau of Standards (KEBS) requirements be released forthwith. Mr. Musiambo also directed the Kenya Flower Council (KFC) to immediately inform his office of any unnecessary delays to facilitate decisive action against officials frustrating the government’s efforts to rid Kenya of counterfeit and substandard goods.

In an interview, KFC chief executive Mr. Clement Tulezi decried continued delay in releasing approved consignments that were incurring hefty storage charges. “We are the third highest foreign earner after tea and tourism as well as employs the highest number of Kenyans at over 300,000. Denying us access to imported fertiliser is akin to stifling our continued growth,” he said.