Q: Logistics challenges in floriculture are often described as temporary disruptions. Why do you argue that the pressure is structural?
Sylvie Mamias: What we are experiencing today goes beyond congestion, delays, or seasonal peaks, those have always existed. What has fundamentally changed is the policy environment. As highlighted at the AIPH Congress in Ghent, logistics pressure now stems from a shift in how the European Union regulates trade. Sustainability requirements have moved from voluntary frameworks to legally binding rules, placing logistics at the centre of compliance.
For exporting countries like Kenya, this means logistics challenges are no longer cyclical issues that will ease over time they are embedded in the system.
Q: How does the EU Green Deal specifically affect flower exporters from Kenya?
Sylvie Mamias: Launched in 2019, the EU Green Deal is Europe’s response to the Paris Climate Agreement. Importantly, sustainability under the Green Deal goes beyond carbon emissions. It is built on three pillars: people, planet, and prosperity.
For Kenyan exporters, this means logistics is now assessed across multiple dimensions; environmental performance, labour conditions, social responsibility, and economic resilience. Transport, cold-chain management, and packaging are no longer judged solely on speed, cost, and quality, but also on how well they meet these broader sustainability criteria.
Q: What changed when the EU moved from voluntary standards to binding legislation?
Sylvie Mamias: This marked a major turning point. Sustainability is no longer optional; it is mandatory and standardised. For a sector that has long relied on market-led certification and best practices, this represents a profound shift.
For Kenyan growers and exporters, logistics decisions now directly influence compliance status, market access, and long-term competitiveness. These are no longer purely technical choices they are strategic business decisions.
Q: Why is logistics under such intense scrutiny compared to other parts of the flower value chain?
Sylvie Mamias: Because logistics is inseparable from the product. Flowers are highly perishable and depend on air freight, packaging, and cold chains to maintain quality from farm to consumer. Under EU policy, these same elements are also seen as major contributors to the sector’s environmental footprint.
A key example is the Packaging and Packaging Waste Regulation (PPWR), set to enter into force in August 2026. This has direct implications for Kenyan exports, as cut flowers and plants rely heavily on packaging. The PPWR introduces strict requirements on recyclability, reuse, and plastic reduction.
In addition, due diligence legislation extends responsibility across the entire supply chain, including sourcing outside the EU. Sustainability reporting rules now require formal disclosure of logistics-related data, making logistics a central pillar of regulatory compliance.
Q: Some exporters hope that current pressures will ease once global disruptions stabilise. Is that realistic?
Sylvie Mamias: Recent shocks such as the pandemic, geopolitical instability, and inflation have delayed some implementation timelines, but they have not altered the direction of policy. The regulatory environment may evolve, but its objectives remain consistent.
The EU is actively using regulation to shape markets and redirect capital. In that context, logistics pressure is not incidental it is by design.
Q: What does this mean for costs and margins in Kenya’s flower sector?
Sylvie Mamias: Costs are undeniably rising. Kenyan producers and exporters are investing in energy systems, labour standards, certification, traceability, and reporting. Logistics operators are also facing higher fuel prices, capacity constraints, and new compliance obligations.
However, it is important to maintain perspective. Every challenge also presents an opportunity. Harmonised rules can reduce fragmentation, while innovation in packaging, transport, and cold-chain management can improve efficiency, reduce losses, and protect quality. Over time, better logistics can strengthen both environmental performance and commercial outcomes.
Q: How should Kenyan flower businesses respond strategically?
Sylvie Mamias: The most critical shift is one of mindset. Sustainability should not be treated as a regulatory burden or a box-ticking exercise, it must be embraced as a core business driver.
This means integrating life-cycle thinking into logistics decisions, investing in robust data systems, and engaging the entire value chain, from farms and freight handlers to retailers. Transparency is increasingly vital, especially as European consumers become more conscious of carbon footprints, working conditions, and sustainability claims. Stronger data collection will not only support compliance but also enable continuous improvement.
Q: Is cooperation essential for managing this transition?
Sylvie Mamias: Absolutely. This is not a challenge that Kenyan producers, exporters, or logistics providers can solve in isolation. It requires coordinated action across the entire value chain.
The floriculture sector has already demonstrated its ability to anticipate change through initiatives such as the Floriculture Sustainability Initiative and EU endorsed environmental footprint methodologies. These collaborative efforts help position the sector ahead of regulation rather than reacting to it.
Q: What is your final message to Kenya’s flower industry?
Sylvie Mamias: Logistics pressure is not temporary it reflects a structural transformation in global trade. For Kenya, as a key supplier to the European market, understanding this shift is essential.
Those who treat logistics and sustainability as strategic priorities rather than short-term challenges will be best positioned to compete, comply, and grow in the years ahead.