Chege Kirundi’s envisaged reforms at KTDA intention to ship improved returns for the nation’s 680,000 smallholder tea farmers. PHOTO/UGC.
By FRED SOME
newshub@eyewitness.africa
Kenya Tea Growth Company (KTDA) chairman, Chege Kirundi, has outlined an formidable strategic agenda aimed toward repositioning the nation’s tea trade as a globally aggressive, sustainable, and farmer-centric enterprise.
His reform plan is designed to handle systemic inefficiencies, improve operational transparency, and ship improved returns for the nation’s 680,000 smallholder tea farmers.
On the core of Mr Kirundi’s technique is a dedication to moral governance and monetary sustainability, with a tenet of “farmers first”. Below his management, KTDA is in search of to steadiness business viability with environmental and social duty, in alignment with world Environmental, Social, and Governance (ESG) requirements.
Kenya’s tea sector has lengthy grappled with risky worldwide pricing, manufacturing inefficiencies, governance shortcomings, and declining farmer satisfaction. KTDA itself has confronted scrutiny over alleged mismanagement and inadequate worth supply to its stakeholders. Mr Kirundi, nevertheless, views these longstanding points as alternatives for deep structural reform.
He’s spearheading a metamorphosis grounded in transparency, accountability, and innovation—specializing in strengthening inner governance, decreasing operational prices, and enhancing the company’s responsiveness to farmer wants.
Mr Kirundi’s reform agenda options a number of key pillars that features operational effectivity. Fashionable applied sciences and digital platforms might be adopted to streamline manufacturing, processing, and advertising and marketing actions. These embody superior farming strategies, automated manufacturing unit processes, and data-driven logistics techniques. Human capital improvement is a key pillar Mr Kirundi’s KTDA plans.
He needs to see KTDA make investments closely in coaching programmes for farmers and manufacturing unit employees, aimed toward bettering agricultural practices, boosting productiveness, and guaranteeing constant high quality requirements.
He’s additionally eager on market diversification. Right here he needs to see the company plans to broaden its footprint in each native and worldwide markets via strategic partnerships and product diversification. Worth-added companies equivalent to buying and selling entities, insurance coverage companies, and packaging companies will cut back reliance on bulk tea exports and enhance profitability.
The KTDA chairman is concentrated on sustainable practices that features environmental, social and governance (ESG) compliance. These initiatives will concentrate on accountable farming, waste discount, and sustainable power use, reinforcing Kenya’s repute as a frontrunner in moral tea manufacturing.
Kenya Tea Growth Company (KTDA) Chairman, cheage Kirundi with Agriculture Cupboard Secretary Mutahi Kagwe. Photograph / UGC.
On issues governance and transparency, Mr Kirundi needs the introduction of sturdy auditing mechanisms, clear monetary reporting, and efficiency metrics to reinforce accountability. A framework of clear efficiency indicators will observe profitability, operational effectiveness, and market development.
Farmer inclusion and empowerment are pivotal parts of the brand new management strategy. By way of structured session boards, farmers might be immediately concerned within the company’s decision-making processes. This participatory mannequin goals to revive stakeholder belief and be certain that reforms replicate the priorities of the farming neighborhood.
Moreover, KTDA is evaluating its value constructions to establish areas for effectivity features. By renegotiating market costs and bettering inner logistics, Kirundi goals to maximise internet returns to farmers.
Mr Kirundi’s technique aligns intently with the Tea Act of 2020, which launched wide-ranging reforms to enhance governance, equity, and accountability inside the sector. His management goals to operationalise these legislative aims by embedding reform inside the company’s company tradition and strategic planning.
Mr Kirundi envisions a future the place KTDA is just not solely a dominant participant by quantity however a worldwide benchmark for high quality, sustainability, and moral commerce. His long-term plan entails fostering collaboration amongst authorities our bodies, non-public traders, and producer cooperatives to create a resilient and inclusive provide chain ecosystem.
By enhancing the trade’s world repute, Mr Kirundi’s reforms are anticipated to draw overseas funding and drive long-term sectoral development. The envisioned transformation will allow KTDA to ship superior outcomes for farmers whereas securing Kenya’s place within the worldwide tea market.
Mr Kirundi’s management represents a decisive shift within the strategic route of KTDA. His complete reform plan—centred on innovation, governance, and inclusivity—has the potential to handle long-standing sectoral challenges and unlock new development alternatives.
If successfully applied, the transformation might herald a brand new period for Kenya’s tea trade, characterised by improved farmer livelihoods, stronger institutional integrity, and enhanced world competitiveness.
