The office reminds you of an old-time money lender's lair. A three-foot- high table, a square cotton mat to squat and a pillow against the wall to rest the back. But life is not as easy as it appears, for Feroze and his farmer wife don't even have a Sunday to relax.

The farmer couple takes turns in managing business and farming is no joke warns, Hema to new comers. The introduction to farming was a mere accident for the accountant from UK. Feroze married into a farming family and decided to stay back in Nashik along with his wife, Hema.

Feroze, the Rose People, is what the enterprise is named. It has progressed with hi-tech farming and also won the Krishi Bushan award from the Maharashtra state government for excellence in the field of green houses andexports.

A visit to Israel and Europe equipped the farmer couple with international knowhow at a time when floriculture was never on the government's priority list. From a turnover of Rs 10 lakh, the Masanis' turnover swelled to Rs 2 crore. Feroze shares his experiences with The Financial Express. Excerpts:On how farming came to the mind of a chartered accountant

I got into agriculture accidentally through marriage. My wife came from a family of traditional farmers and so I thought of giving up my job in the UK and get into full-time floriculture.

On why floriculture and not horticulture, foodgrains or general farming?As per my observations, at that time (in 1983) floriculture, and more so roses, compared well with other major agro crops like grapes. I was here to make profits and roses were in at that time.

On the technical knowhow.

In 1984, I was fortunate to have a visit by an Israeli, David Gilad. Gilad, a consulting rosarian at Ganot Hadar in Israel, saw how outdated we were and invitedme over to his country and learn how flowers should really be grown to match international standards. I went to Israel in 1985 and also visited Europe to learn more about floriculture. I also realised that government support was negligible. In fact the government never recognised this sector as its thrust was more on foodgrains, which was a major problem.

On the government support then.

In 1985, when I returned from my tour, I presented a paper to the then prime minister, Rajiv Gandhi. The paper highlighted the need to promote this sector at a time when even horticulture was not recognised by the government. Horticulture got recognition only in the eighth Five-year Plan and in the ninth plan this sector took off.

I and Manmohan Attawar, the present chairman of Indo-American Hybrid Seeds, were crusaders to bring about the recognition deserved for floriculture. We needed the government to permit imports of raw materials like seeds, cuttings, saplings, bud wood for grafting, etc.

And in 1988, RajivGandhi issued a new policy on seed development and his contribution was phenomenal because this was the first time an Indian farmer could get access to seed inputs of international standards, barring fruit crops and a few types of cereals.

Customs duties, which were 135 per cent, were slashed to 15 per cent in October 1988 and six months down the line reduced to zero. This was the founding block for Indian floriculture.

On the government support now.

Unfortunately, nothing dynamic has come from the government despite a desperate need for it. The Indian agriculture policy is in a mess and lacks any direction.

On the type of flowers grown now.

I moved out of roses and got into greenhouses so there was a need for product differentiation and market demand too. I am now onto Gladioli and Carnation. While Carnation is grown strictly under greenhouses, Gladioli is grown in the open land. About 35 acres are under Gladioli and five acres for Carnation flowers. Roses are not as profitable.

On thehurdles faced by this sector.

In the last five years, freight rates have shot up by 60 per cent. Due to this exports suffer. The subsidy on air freight has remained constant at Rs 10 per kg. In 1992, the freight rate was Rs 45-Rs 50 a kg and now its Rs 90, while government subsidy remains steady at Rs 10 a kg.

Besides, we don't get subsidised loans. The National Bank for Agriculture and Rural Development (Nabard) does not give any refinance facilities.

On hurdles on the export front.

As I told you earlier, the viability of exports depend upon two major factors: the rate of interest and freight rates. Though floriculture comes under the priority sector we don't get enough loans.

When we began to export in 1990, I got funds upto Rs 2 lakh at 14 per cent interest and above that I am charged at commercial rates. In the last eight years I have paid as high as 20-22 per cent. Where is the viability and who is the watchdog?

On the current export scene.

When compared with the past fewyears there has been a quantum jump in overall exports (in the floriculture sector) from India. But when compared with the quantum of investments, the returns are just not worth it.

Our bottomline was eroded last year.

In 1997-98 our profits were merely Rs 30,000. This was because we could not pass on the freight hike to the importing European countries. They did not accept the hike in our prices.

But the issue is not of individual failures because as a nation have proved we can export. Last year exports of roses to Japan were higher than Netherlands, a leading exporting country. Though individual units are in trouble, from the nation's point of view the outlook is positive. So the government should pull out those units out of the red through subsidies.

Secondly, we have overcapacity in roses and a total blindness to other types of flowers. This is another area of concern today.

On the kind of flowers growers should focus on.

Farmers should hedge in the market and grow flowersaccording to demand in the overseas market and not over-produce. As said earlier, there is already a glut in roses. There should be product differentiation or diversification.

On the role of government bodies

The Agricultural Produce Exports Development Authority (Apeda) is the only government agency where exporters can go with their woes. This is the only government body free from bureaucracy and red tapism. The organisation is sensitive to the needs of exporters. Unfortunately, this is a toothless organisation and cannot play a significant role in policy changes related to agriculture or aviation (freight rate policy). It sticks to its role within the commerce ministry where, to some extent, the agency can influence policy decisions. The government has a National Horticulture Board, but this board has a different role of promoting horticulture whereas Apeda is for promotion of exports.

On the steps needed to improve this exporter-friendly body.

Apeda should be strengthened to a levelwhere it becomes a decision-making authority and not a decision-influencing one. The body should be given autonomy so that the hurdles faced by exporters are removed. For example, agro-exports can grow if imports of pesticides are permitted freely and without restrictions. While, Apeda is for removal of such restrictions, the agriculture ministry is opposed to any such move. Apeda understands this block that is detrimental to export growth. By giving the body more power, through autonomy, the role of Apeda changes to that of a direct facilitator.

On the lessons from past experience.

Link your production to your market first. Success of any perishable commodity rests on getting a viable consistent rate for the product. Demand for flowers will change any moment and this is where the risk lies. If there is an oversupply in the international market you can't get your price. We are already burdened with heavy financial costs including power and water.