Capacities

Growing many flowers is only part of the scale. Real capacity begins when the whole complex can work with a large volume every day as one system.

In peak periods Camellia's daily cut can reach up to 65,000 roses.
But being able to grow and cut that volume, on its own, does not yet mean powerful production.

On the same day this flow of flowers has to move further. It has to be received after the greenhouses, distributed between the next production zones, processed in the packing hall, formed into batches, and prepared for the next movement.

So on a peak day it is not one section that is tested — the throughput of the whole complex is tested.

What matters here is not the output of a single stage, but the ability of every part of production to work at the same time with one and the same large volume of flowers.

That is why Camellia's capacity is the ability of different parts of production to work at one pace.

Greenhouse area is easy to measure in hectares.

But hectares do not show what happens next to a large volume of flowers.

Behind the greenhouse complex are cooling infrastructure, a packing hall, internal logistics, technical services, and the production zones the cut flower passes through.

And here scale has another dimension: how much product this whole chain can take in and process at the same time.

This matters especially for work with large batches.

For a wholesale buyer or a flower business, what matters is not simply how many
hectares a grower has. What matters is whether those hectares are backed by a system able to
work with the required volume, different varieties, and peak loads.

This is where production area turns into real production capacity.

Camellia's annual production volume today is about 15 million roses.

But flower production does not work like a factory of identical parts.

Single-headed and spray roses have different productivity. Varieties, planting structure, stem lengths, and the ratio of different groups of roses all change.

So the same production area can yield a different number of flowers in different periods.

For us this is an important part of capacity: the complex has to work not with one unchanging product, but with an assortment that changes together with demand and production plans.

Scale here does not simply mean producing more.

It means having a system large and flexible enough to work with different production scenarios through the year.

The area of the glass greenhouses is 7.35 ha, or 73,500 m².

In peak periods the daily cut can reach up to 65,000 roses. This is a peak figure, not a daily average.

Today it is about 15 million roses a year. The actual volume depends, among other things, on the planting structure and the ratio of single-headed and spray varieties.

The production complex works with industrial volumes of roses. At the same time, a flower is a living product, so the actual availability of a particular variety, stem length, and required quantity depends on the current cut. Large volumes are agreed with the current production situation in mind.

Because hectares show how much area is used for growing, but they do not show the capacity of the whole chain that follows. Working with large volumes requires the right infrastructure beyond the greenhouses themselves — from moving the flower inside the complex to forming finished batches.

Capacity does not end with hectares

Big numbers draw attention.
But for a client it is not how impressive they look on the page that matters.
What matters is what stands behind them.
7.35 ha of greenhouses matter because this is a working production complex.
A peak cut of up to 65,000 roses matters because the whole system that follows has to be able to receive that volume.
Millions of roses a year matter because production works with different varieties, different planting structures, and different volumes through the year.
That is why we look at capacity more broadly than area.
For Camellia it is the ability of the whole complex to work with a large volume, to change together with the assortment, and to remain one coordinated system.