Three decades ago, Ferns N Petals was merely a modest flower boutique. Today, the company (now known as FNP) operates across five countries and delivers to 74 nations. Behind this remarkable transformation lies not only business acumen but also a distinctive approach to workplace culture—one that places employees squarely at the centre of its growth strategy.
In an industry where competitors often treat staff as interchangeable parts in a retail machine, FNP has taken a markedly different approach. The company has systematically reimagined its human resources policies to prioritise flexibility, development and well-being, creating what it believes is a sustainable competitive advantage in a tight labour market.
“In an industry where retail and e-commerce demand agility and customer centricity, we have successfully integrated flexibility, career growth and well-being into the organisational DNA,” says Gautam Saraf, FNP’s chief human resources officer.
“In an industry where retail and e-commerce demand agility and customer centricity, we have successfully integrated flexibility, career growth and well-being into the organisational DNA.”
Gautam Saraf, chief human resources officer, FNP
One significant innovation has been the introduction of flexible working arrangements. Corporate employees now have the option to work remotely for several days each month—a policy that might seem unremarkable in many sectors but represents a genuine departure in retail. “This initiative has been particularly beneficial for employees managing care-giving responsibilities or those living in locations far from the office,” Saraf explains.
More striking still is FNP’s determination to extend flexible working principles to customer-facing roles, where the conventional wisdom holds that rigid scheduling is essential. The company has developed bespoke arrangements for retail and call centre staff—traditionally among the most tightly controlled workforces in any business.
These initiatives appear to be paying dividends. “Over the past few years, we have observed a 25-30 per cent improvement in corporate employee retention and an impressive 50 per cent improvement in call centre staff retention,” Saraf reports. In an industry notorious for high turnover, these figures represent substantial savings in recruitment and training costs.
Behind these changes lies a recognition that workforce demographics are shifting. With Generation Z and millennials now forming the backbone of FNP’s staff, the company has had to respond to markedly different expectations around career development and autonomy.
Where previous generations might have been content with clearly defined roles and gradual progression, today’s employees increasingly seek opportunities to develop broader skill sets. “We offer employees the chance to work on projects outside their immediate job descriptions, allowing them to develop new skills and discover career paths that align with their long-term aspirations,” says Saraf.
The company’s approach to location has also evolved. Employees can request temporary or permanent transfers to different cities based on personal circumstances—a policy that helps retain talent when life events might otherwise force staff to resign. Even in the fast-paced environment of e-commerce and retail, FNP has found ways to introduce geographic flexibility for field employees.
As the company has expanded, developing a robust leadership pipeline has become increasingly important. Beyond formal training programmes, FNP has created a culture that explicitly values experimentation and calculated risk-taking. Its “Dare to Try” award celebrates employees who tackle challenging projects, regardless of whether they ultimately succeed. Similarly, the “Superhero Award” recognises individuals who overcome significant obstacles.
These initiatives aim to foster a mindset where innovation is encouraged without undue fear of failure—a delicate balance in a sector where execution errors can have immediate customer impact.
The complexity of FNP’s operations—spanning florists to technology professionals across multiple countries—has necessitated a comprehensive internal communications strategy. Town halls, newsletters and regional meetings keep employees informed of developments, while structured feedback mechanisms ensure front-line insights reach decision-makers.
Perhaps fittingly for a company in the gifting industry, FNP places particular emphasis on celebration. “We actively foster a culture of celebration—a natural extension of its business in the gifting and event industry,” says Saraf. “Festivals, birthdays and company milestones are celebrated with enthusiasm, strengthening workplace camaraderie.”
The company has also introduced participatory decision-making, involving employees in shaping policies that directly affect them. This approach has resulted in higher acceptance of new initiatives, as staff feel personally invested in their success.
Technology underpins many of these efforts. FNP has implemented comprehensive digital HR systems covering the entire employee lifecycle from recruitment to performance management. A particularly ambitious project involves digitally integrating seasonal and gig workers—a crucial cohort in an industry with pronounced peaks around holidays and festivals.
The company is developing a platform that will provide temporary workers with access to training and real-time updates, maintaining engagement even during short-term employment. This initiative acknowledges that in modern retail, the customer experience often depends on workers who may not be permanent employees.
Looking ahead, FNP plans to further personalise employee experiences by leveraging artificial intelligence to customise career paths and learning modules based on individual aspirations. The company is betting that as labour markets continue to tighten, firms that treat employees as valuable assets rather than dispensable resources will gain a lasting advantage.
By placing staff well-being at the heart of its business strategy, FNP is not merely enhancing its own workplace environment. It is offering a potential blueprint for how traditionally high-turnover retail businesses might reimagine their relationship with employees—finding that when a company genuinely cares for its people, the benefits flow to the bottom line as well.
