Behind every rose,there is a person who matters

SOCIAL RESPONSIBILITY | PART II

For years, NEOFARMS has built a well-being model that goes far beyond salary. Doctors, psychologists, dentists, and social workers work under the same roof as the flower growers. This is the system that sustains it — and the numbers that prove it.

In Ecuadorian floriculture, the conversation around sustainability has evolved. It is no longer limited to water, soil, or carbon. At NEOFARMS, sustainability has a face, a name, and even a medical history. Because here, people’s well-being is not simply an HR department: it is a comprehensive framework, with dedicated professionals, its own metrics, and follow-up measured session by session, family by family.

Quality of life in numbers…

A quality-of-life model in action…

In the past, NEOFARMS employees had to manage appointments, time, and costs on their own to access dental care. Today, a dental clinic equipped with new technology operates right on the farm, helping ensure employees’ oral health.

The numbers are not just about appointments: they represent work hours without tooth pain, afternoons that no longer have to be spent looking for an appointment at a health center, and people who, for the first time in years, have come in for a dental cleaning. In concrete terms, the investment in the clinic means giving back time and peace of mind.

Physical and Mental Health Monitoring: Daily Presence

NEOFARMS’ health monitoring area operates with a multidisciplinary team committed to caring for employees’ health. During regular seasons, the area records between 170 and 200 visits per month. During peak seasons — Valentine’s Day, Mother’s Day, and All Saints’ Day — that number rises to 250.

In addition to on-demand care, the team carries out annual preventive campaigns, including Pap smear screenings, vaccinations, preventive checkups, medical campaigns, and self-care workshops. The difference between treating and preventing can be summed up in a simple idea: treating means responding when a problem appears; preventing means creating the conditions and providing the tools needed to reduce the likelihood of it occurring.

This approach helps strengthen employees’ physical, personal, emotional, and social resources, fostering higher levels of motivation, commitment, and sense of belonging. Therefore, investing in people’s well-being not only reflects a human and social commitment, but also contributes to strengthening an organizational culture based on care, development, and shared responsibility.

In November 2025, the Psychological Well-Being area was launched, and 102 individual cases have been attended to. Sessions address emotional management, family conflicts, healthy relationships, stress, self-esteem, anxiety, life planning, and other topics. Having a psychologist available in the workplace is not a minor detail: it means recognizing that behind every carefully cultivated stem, there is also a person who needs to be heard, supported, and cared for. Because just as every flower is given the best possible conditions to grow, it is equally important to create the conditions that allow the people who make this work possible to flourish.

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A System, Not a Gesture…

What distinguishes the NEOFARMS approach is not the existence of isolated benefits — a vaccination day here, a workshop there — but the integration of a comprehensive support system that connects different areas and resources according to the real needs of its employees. This system is built through Organizational Development and Human Talent, in coordination with Social Work, Psychology, Dentistry, Nursing, Medicine, Management, Corporate Management, and supervisors from the different areas.

When a need requires resources that go beyond the organization’s internal capabilities, NEOFARMS also establishes links with external institutions and services, expanding its ability to respond. In this way, well-being ceases to be a collection of independent actions and becomes an integrated strategy of care, prevention, and development, in which each area contributes its expertise to provide comprehensive support to people.

Every intervention is designed to address a real need, and each area knows what the others are doing. When the psychologist identifies a high level of financial stress in an employee, a social work team is ready to coordinate a solution. When the nurse detects a pattern of absenteeism caused by dental pain, the dental clinic already has the capacity in place to provide care.

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The tools are designed to help each person develop to their full potential. Their personal development comes before the company’s commercial objectives. This includes supporting them in their education, helping them complete high school and obtain a university-level degree. It also means providing financial tools to help them manage their resources more effectively and creating a culture of medical prevention to avoid serious health issues.

For every challenge identified, there is a professional responsible for following up and supporting the employee through a process of growth, motivation, and self-esteem development, with the sole objective of improving employees’ quality of life. And that can be felt throughout every work area, where employees come to work happy, day after day.

“This entire commitment is supported by international certifications such as Fairtrade International, Fair Trade USA, FlorEcuador, Rainforest Alliance, FlorVerde, and BASC, which NEOFARMS is proud to be part of.”

In this sense, employee well-being and organizational objectives are not opposing interests, but complementary ones. By investing in people’s development, the company also strengthens its workplace environment, trust, commitment, and the sustainability of its processes. At the same time, employees gain tools to improve their quality of life, strengthen their autonomy, and face their challenges with greater personal resources.