Tea Board of Kenya Strategic Plan 2023-2027

Section 3 of the Tea Act No. 23, 2020 to develop, up Economic Transformation Agenda (BeTA) and promote and regulate the Tea Industry in Kenya. other National and International aspirations. Tea is Its functions are to: Coordinate the activities of one of the value-chains that has been prioritized in individuals and organisations within the tea industry; realization of food and nutrition security of Kenyans make recommendations to the Cabinet Secretary on and increasing the value of the country’s exports. The the formulation of policies, plans and strategies for the Board commits to the realization of this aspiration regulation of the tea sub-sector. Other functions of the by implementing strategies aimed at increasing the Board include registration of tea warehouse operators, incomes of tea farmers, enhancing tea value addition tea packers, tea buyers, exporters, importers, tea brokers, and product diversification, and providing technical management agents, tea auction organizers, commercial assistance and business development support. Effective tea nurseries, commercial green leaf transporters regulation, coupled with coordination and collaboration and licensing of tea manufacturers. The Board also with stakeholders is critical in the implementation of promotes best practices and standards in the production, strategies geared towards enhancing growth of the sub- processing, marketing, grading, storage, collection, transportation and warehousing of tea; conducts sector. surveillance and enforce compliance with tea standards; undertakes capacity building to the counties on matters This Plan envisions achievement of ‘A Globally related to tea and coordinates prioritization of research Competitive, Profitable and Sustainable Tea Industry’, in tea. The Board promotes demand and consumption which will be actualized through development, promotion of tea locally and internationally; collaborates with and regulation of the Kenya tea industry’. To realize the national and international trade bodies on tea related Plan aspirations, the Board is committed to upholding matters and regulates the sale, import and exports of the utmost degree of Professionalism, Integrity, tea. Collaboration, Customer Focus and Innovativeness. xx Tea 20/2/2025LL..indd 20 03/06/2025 15:12 Kenya Tea, a taste of excellence The Board will uphold the Whole-of-Government- The Implementation and Coordination Framework Approach by working in collaboration with other national has been developed and describes how the Board will and county governments’ Ministries, Departments implement this strategic plan. The Senior Management and Agencies to ensure smooth implementation of will provide overall leadership and oversight during government policies for a prosperous country. implementation of this Strategic Plan. The Board will be organized into seven (7) Directorates, fourteen Towards realization of the set targets in this strategic (14) Departments and a Tea Fund. The Board will plan, the Board has undertaken an environmental scan constitute four (4) Strategic Theme Teams for purposes and mapped out factors that may support or affect its of responsibility and accountability in leading and operations. Based on the situation analysis, the Board has coordinating the execution of strategic activities relevant identified four (4) Key Result Areas, namely: Farm Level to their assigned KRAs. These are: Farm Income, Value Income; Tea Value Addition and Market Development; Addition and Market Development, Compliance, and Tea Industry Regulation; and Institutional Capacity. the Institutional Capacity Strengthening. From these Key Result Areas, seven (7) Strategic Objectives have been identified to provide the scope To implement this strategic plan in the next five (5) for the planning period, and include: To enhance quality years, the Board will require Kshs. 7,899 million, a big of Kenya tea; to ensure guaranteed minimum return proportion of which (60%) will be spent on supporting to the tea growers; to mainstream climate action and Environmental Social Governance in tea production; to value addition initiatives in the tea value chain (Kshs. facilitate value addition in tea; to enhance market access 4,736 million). With an estimated resource envelope of and integration into global value chains; to strengthen Kshs. 4,779.8 million, the Board has a resource gap of the tea industry regulatory framework; and to strengthen Kshs. 3,119.2 million, and this calls for sound resource the institutional framework to effectively deliver on the mobilization strategies to bridge the gap. Board’s mandate. xxi Tea 20/2/2025LL..indd 21 03/06/2025 15:12 Kenya Tea, a taste of excellence The Plan has provided for Monitoring and Evaluation quarterly and annual basis, at the midterm as well as at which will help in identifying areas of improvement in the end-term of the Plan implementation. In so doing, terms of strategy and systems effectiveness. The Plan monitoring the implementation of the Plan will be a will be monitored and evaluated through the identified critical mirror of the progress realized by the Board over KRAs’ specific outcomes which will be reported on the next five (5) years. xxii Tea 20/2/2025LL..indd 22 03/06/2025 15:12 Kenya Tea, a taste of excellence Chapter One Introduction This Strategic Plan is a framework to guide the Tea Board of Kenya (TBK) in discharging its mandate in a rapidly changing and challenging operating environment. This chapter sets the context for strategic planning that Development of the plan was driven by the dynamic includes the national development priorities, regional operating environment and the Board’s need for an and international development frameworks. It also adaptive, forward-looking approach to the development provides the history of the Tea Board of Kenya (TBK) and promotion of the tea sub-sector. Through this plan, and methodology of developing the Strategic Plan. the TBK seeks to address key challenges in the Tea industry such as declining farm incomes, climate change 1.1 Strategy as an imperative of Tea Board impacts, low value addition, and evolving global market of Kenya Success demands. In the Kenyan Public Service, Strategic planning The Plan has a long-term view of ensuring that the tea is a significant component of the results-based industry prospers for Kenyans and for the benefit of all management framework aimed at ensuring that public value chain players. This plan is geared towards focusing sector institutions deliberately and effectively define on the Board’s strategic issues that need to be addressed their strategic directions, and make informed and and leverage on the existing opportunities in order to appropriate decisions regarding resource allocation in ensure sustainability in the tea industry. The plan provides the implementation of priority policies and programmes. assurance on the health of the organisation while The Public Service Commission Performance laying great emphasis on quality of outputs and taking Management Regulations, 2021, requires every public cognizance of the Board’s risk management framework. sector organisation to develop and implement a Strategic The plan also focuses on the need for mobilization Plan. 1 Tea 20/2/2025LL..indd 1 03/06/2025 15:12 Kenya Tea, a taste of excellence of enhanced resources including the human and 1.2.1 United Nations 2030 Agenda for financial resources to deliver the Key Result Areas. It Sustainable Development will ensure TBK focuses on achieving its long-term goals, and consequently the growth of the tea industry The United Nations Sustainable Development Goals and its contribution to the Kenyan economy through (SDGs) 1 on no poverty, 2 on zero hunger, 3 on good development, promotion and effective regulation of the health and well-being, 4 on quality education, 8 on decent industry. The TBK Strategic Plan is therefore meant to work and economic growth, 10 on reduced inequalities ensure competitiveness, sustainability and development require partner states to strive to end poverty in all its of the tea industry; alignment with the aspirations forms everywhere and take necessary action towards of national, regional and international development ending hunger, ensuring healthy lives and promoting frameworks; and legal and regulatory frameworks. well-being, inclusive and equitable quality education and lifelong learning opportunities, full and productive 1.2 Context of the Strategic Planning employment and decent work for all, and reduced inequalities for all by the year 2030. TBK Strategic This Strategic Plan has been developed in cognizance Plan has committed to achieve these goals by ensuring of the national, regional and international development licensing and registration of tea value chain players landscape. The Plan is aligned to the United Nations to facilitate processing and sale of tea for increased 2030 Agenda for Sustainable Development, international earnings amongst the tea growers and other stakeholders treaties and conventions, African Union Agenda along the tea value chain. This will guarantee improved 2063, East African Community (EAC) Vision 2050, livelihoods, increased incomes and job opportunities Kenya Vision 2030 and its MTP IV, the Government and reduce poverty and hunger, enhance good health, Bottom-Up Economic Transformation Agenda (BeTA), well-being and quality education. In recognition of the Constitution of Kenya and Sector Laws and Policies. role the tea industry plays in reducing hunger amongst consumers across the global market, the Strategic Plan has committed to ensure sustainable production by facilitating tea growers to access high yielding and 2 Tea 20/2/2025LL..indd 2 03/06/2025 15:12 Kenya Tea, a taste of excellence drought resistant clones and continuous licensing of tea health and nutrition; transformed economies through manufacturers as well as ensuring access to fertilizer, manufacturing, value addition and diversification; which is a key farmgate input, at subsidized costs. To modern agriculture for increased productivity; reduce gender inequalities and ensure representation of environmentally sustainable and climate resilient Youth and Women in tea cultivation and decision making economies; improved infrastructure; gender equality in production, environmental and social governance has and empowered youth and children. been mainstreamed in the Strategic Plan. This Strategic Plan contributes to AU Agenda 2063 SDGs 7 on affordable and clean energy and 13 on climate aspirations by providing strategies to increase the action requires commitments towards ensuring access to incomes of tea farmers. This will lead to improved affordable and clean energy and advocates for actions standards of living which will in turn guarantee their food aimed at reducing the effects of Climate Change. The and nutrition security, enable them access good health Strategic Plan has committed to implement strategies and education as well as contribute to the economic to ensure wood fuel sustainability by the tea factories growth of the nation. The Strategic Plan also provides and use of affordable renewable energy alternatives for strategies and initiatives geared towards transforming processing of tea. It has also committed to ensuring the economy through manufacturing, value addition environmental conservation initiatives in tea production and product diversification. Given that tea farming is to mitigate against the effects of climate change. majorly dependent on weather, the plan further provides strategies for promoting environmentally sustainable 1.2.2 African Union Agenda 2063 and climate resilient economies through capacity building and sensitization of stakeholders on adoption The African Union (AU) Agenda 2063 is a shared of best environmental practices, carbon credits and strategic framework for inclusive growth and sustainable renewable energy in the tea value chain. The plan development of Africa. The framework provides a provides strategies to empower the youth and women roadmap for realization of high standards of living through affirmative policies and advocacy to ensure and wellbeing; well-educated citizens; high levels of youth and women’s increased access to land, inputs and 3 Tea 20/2/2025LL..indd 3 03/06/2025 15:12 Kenya Tea, a taste of excellence agricultural financing. In order to actualize these efforts, integrate partner states into the global tea market. This TBK will implement relevant resolutions agreed upon as will be achieved by promoting value addition and product a member state agency and coordinate the tea industry diversification to grow export value; incentivizing value in implementation of the AU Agenda 2063 priority addition to increase investments in the tea industry; and programmes. improving income for tea farmers through promotion of sustainable production of tea and putting in place 1.2.3 East African Community Vision 2050 measures to reduce the cost of production. The East African Community (EAC) harmonised 1.2.4 Constitution of Kenya, 2010 Agricultural and Rural Development Strategy (2005- 2050) to address issues of food insecurity and poverty Article 43 of the Constitution of Kenya guarantees reduction in the region through improved agricultural social and economic rights which must be actualized production and farm incomes to ensure availability and through the concerted efforts of all stakeholders. In access to food for all households. The rationale of EAC particular, the bill of rights provides for economic, Vision 2050 is to provide a catalyst for the region to social and consumer rights, equality and freedom from enhance transformation for growth and development discrimination, access to information and a clean and and move the community to higher income levels. healthy environment. In this regard, this plan provides human rights-based strategies through formulation of This Strategic Plan has identified the goals and focus policies and implementation of initiatives in the tea outlined in the EAC Vision 2050, which are aimed at sub-sector that will facilitate stakeholders to access addressing attainment of food security through increased the fundamental rights. In addition, Article 73 of the agricultural productivity, promoting value addition constitution provides principles for leadership and through agro-processing and environmental safety integrity. This Strategic Plan espouses these principles leading to a transformed rural economy. The Strategic through provision of structures and regulations geared Plan seeks to ensure that there is adequate access to tea towards promotion of good governance among the markets within the EAC, develop sound tea policies and institutions along the tea value chain. 4 Tea 20/2/2025LL..indd 4 03/06/2025 15:12 Kenya Tea, a taste of excellence The Fourth Schedule of the Constitution provides for cost reduction programme and improving the value distribution of functions between the National and gained in production and supply chain through branding County Governments. Under the National Government Kenyan farm products. These projects are aimed at functions agriculture policy, capacity building and increasing the incomes in agriculture and increasing the technical assistance to the County, international trade, GDP. Product development, market access and export consumer protection including standards are key functions related to the mandate of TBK. This plan diversification have been identified as key priority areas provides for strategies for development of tea sub- under the finance and production sector in the Fourth sector policies, collaboration with the counties, capacity Medium Term Plan (MTP IV) 2023-2027. MTP IV has building and provision of technical assistance to the also identified tree growing and restoration campaigns as counties, promotion of Kenyan tea abroad, development a priority under the environment and natural resources and enforcement of standards in tea in consideration of sector. the collaborative and cooperative relationship between the National and County Governments. To facilitate achievement of Kenya Vision 2030 target in the fertiliser cost-reduction programme, the 1.2.5 Kenya Vision 2030 Fourth Medium-Term Plan and Bottom-Up Economic Transformation Strategic Plan envisages development of a database Agenda’ of all tea growers in Kenya to ensure that the growers are clustered along their respective tea factories for a) Kenya Vision 2030 and its Fourth Medium - traceability, management of Greenleaf delivery and ease Term Plan of access to government fertiliser subsidy. To enhance the returns to the tea growers, the TBK Strategic Plan Agriculture is one of the Key sectors under the commits to capacity building County Governments economic pillar of the Kenya Vision 2030. The key and other stakeholders on good agricultural practices flagship projects under the Agriculture Sector include with a view to enhance the quality of Greenleaf and development and implementation of a three-tier fertiliser productivity for higher returns. It has also committed 5 Tea 20/2/2025LL..indd 5 03/06/2025 15:12 Kenya Tea, a taste of excellence to capacity building the tea factories and SMEs on establishment of incubation centres for capacity building Export readiness, Branding and Value addition. The the cottage tea manufacturing factories on product Strategic Plan has committed to promote and advise on diversification and value addition. strategies for value addition and product diversification. It has also committed to promote access to markets for b) Bottom-Up Economic Transformation Agenda value added teas through the guided initiative under the African Continental free Trade Area (AfCFTA) and The Bottom-Up Economic Transformation Agenda other promotional initiatives to value added tea markets (BeTA) 2022 - 2027 is the government economic identified in the global marketing strategy (2023-2027). transformation blueprint aimed at promoting TBK Strategic plan will also facilitate establishment of economic growth and transforming the livelihoods of Common User Facilities to support tea value addition. Kenyans. The agenda is anchored on five key pillars: This will ensure progressive achievement of at least 40 Agricultural Transformation; Micro, Small and Medium percent of the annual Kenya tea exports in value added Sized Enterprises (MSMEs) Economy; Housing form within eight years. In line with the MTP IV tree and Settlement; Digital Superhighway and Creative growing and restoration campaign, the Strategic Plan Economy; and Health Care. Realisation of food and has committed to initiatives aimed at addressing the nutrition security, reduction of imports and increasing effects of climate change in tea growing catchments for the value of exports have been identified as critical sustainable production and marketing of tea. outcomes of the Agricultural Transformation Model. In this regard, tea is one of the value-chains that has been Creating “Centers of specialisation” for each of the prioritised in realisation of food and nutrition security economic growth sectors is one of the flagship projects for all Kenyans and increasing the value of the country’s under the social pillar of Kenya Vision 2030. To ensure exports. realisation of this project, TBK Strategic Plan envisages 6 Tea 20/2/2025LL..indd 6 03/06/2025 15:12 Kenya Tea, a taste of excellence This Strategic Plan contributes to this aspiration by a) Tea Act, 2020 providing strategies for increasing the incomes of tea farmers and the value of exports through value addition The Tea Act, 2020 provides for the development, and product diversification, enhancement of market promotion and regulation of the tea industry, and access for Kenyan tea and access to affordable start- for connected purposes. It also provides for the up capital, technical assistance & business development establishment of the Tea Board of Kenya and specifies support. In addition, the plan contains strategies for its mandate. In realization of the provisions of the increasing production and productivity of tea through Act, this Strategic Plan will focus on improving the provision of affordable farm inputs and adoption of management, governance and decision-making good agricultural practices. The plan also provides for processes of the tea industry institutions and address strategies for enhancement of the quality of Kenyan weaknesses that predispose them to conflict of interest, tea through establishment and enforcement of tea market concentration and abuse; enhancing transparency standards. and efficiency in price discovery and transmission mechanisms at the tea auction; address the emerging 1.2.6 Sector Policies and Laws challenges in the tea industry like declining quality of Kenyan tea, leaf diversion and insider trading; and The Strategic Plan is alive to the guiding sectoral empowering the industry to effectively respond to local laws and policies and aligns to the relevant regulatory and global dynamics affecting the tea sub-sector. provisions. The plan will ensure compliance with all b) Environmental Management and Coordination relevant prevailing laws, regulations and policies and Act, 2015 is flexible enough to accommodate any changes in the legal framework that guides the tea sub-sector. Some of This Act of Parliament provides for the establishment the prevailing laws and policies are described below: of an appropriate legal and institutional framework for the management of the environment and for matters connected therewith and incidental purposes. To 7 Tea 20/2/2025LL..indd 7 03/06/2025 15:12 Kenya Tea, a taste of excellence mitigate against the negative effects of climate change well as mechanisms and measures to achieve low carbon to the tea industry, the Tea Board of Kenya will capacity emissions and for connected purposes. TBK will promote build tea producers on Good Environmental Practices. best environmental practices by encouraging value chain In addition, TBK will also mainstream climate action and players to practise climate SMART agriculture and to Environmental Social Governance in tea production, tap into environmental management incentives such as promote Climate SMART Tea production and promote the carbon credit schemes. best environmental practices and standards. f) Agricultural Sector Transformation and Growth c) The Kenya Plant Health Inspectorate Service Strategy (ASTGS) 2019-2029 Act, No. 54 of 2012 The ASTGS prioritises three anchors to drive the ten- This Act provides for the protection of plants, seeds year transformation with specific targets set for the first and plant varieties and agricultural produce. TBK will 5 years as follows: collaborate with KEPHIS in ensuring that the tea industry in Kenya observes best practices and standards i) Anchor 1: Increase small - scale farmer, pastoralist and in phytosanitary requirements. fisher folk incomes d) Food, Drugs and Chemical Substances Act, 2012 ii) Anchor 2: Increase agricultural output and value This Act of Parliament provides for the prevention of addition adulteration of food, drugs and chemical substances and for matters incidental thereto and connected purposes. iii) Anchor 3: Increase household food resilience TBK will partner with the Ministry in charge of Health to ensure compliance with the safety and quality standards The Board will pursue strategies that will be geared in the handling of tea along the value chain. towards realisation of the three anchors. Some of the e) The Climate Change Act, 2023 strategies include: This Act of Parliament provides for a regulatory i) Capacity building of value chain players on framework for enhanced response to climate change as Good Agricultural Practices (GAPs); 8 Tea 20/2/2025LL..indd 8 03/06/2025 15:12 Kenya Tea, a taste of excellence ii) Scaling up adoption of innovations and Through the interventions proposed in this plan, TBK technologies in tea; will spearhead the development of sector regulations and standards which will support the development iii) Enhancing research for tea; of tea value chains as provided for in this policy. In addition, the Board will play a key role in promoting iv) Enhancing access to quality farm inputs; market access, production and productivity of tea through capacity building of value chain players. v) Promoting enterprise diversification into non- h) Land Policy, 2019 traditional areas; While not exclusively focused on agriculture, the vi) Promoting value addition for tea; Land Policy is essential for the agricultural sector, as it addresses issues related to land tenure, land use planning, vii) Promoting market research and intelligence; and and access to land for agricultural purposes. In line with the Tea Act, 2020, the Board will from time to time make viii) Streamlining climate adaptation and mitigation recommendations to the Cabinet Secretary responsible measures along tea value chains. for Agriculture on the formulation of policies, plans and g) Agricultural Policy, 2021 strategies for the regulation of the tea sector with regard to land use and its effects on production of tea. The policy is designed to support the implementation i) National Agricultural Marketing Strategy (2021- of the ASTGS. It focuses on providing an enabling 2030) environment for agricultural development, addressing challenges in the sector, and enhancing agricultural The strategy has identified several constraints along the productivity, profitability, and competitiveness. The marketing chain of agricultural produce and products policy also aims to promote private sector participation that can positively change the landscape of agricultural and investment in agriculture. marketing in the country. The constraints to be addressed include inadequate market infrastructure 9 Tea 20/2/2025LL..indd 9 03/06/2025 15:12 Kenya Tea, a taste of excellence and associated facilities, non-compliance with standards, k) National Phytosanitary Policy 2022 inadequate supply of produce and products, high post- harvest losses, limited value-addition, underdeveloped The National Phytosanitary Policy outlines the marketing channels and poor access roads to physical interventions to be implemented to create an enabling markets among others. To support market access, the environment for plant health in agricultural production Board will capacity build tea value chain players to and safe trade in plants and plant products. This will improve the quality of produce and products to meet provide mechanisms for prevention of introduction, different market segment requirements while at the spread and establishment of foreign injurious pests same time training them on value addition for product and noxious weeds as well as providing a phytosanitary and market diversification. assurance system for plants and plant products j Kenya Climate Smart Agriculture Strategy exported from Kenya thereby meeting international (2017-2026) market requirements. TBK in collaboration with relevant stakeholders will identify issues that hinder the The strategy aims to enhance food security, increase development of an efficient and effective plant health farmers’ income, and strengthen the capacity of system and provide guidance for the revision of the agricultural systems to adapt to and mitigate the impacts existing legal framework to enhance food safety. of climate change. The key components of Kenya’s l) The Kenya National Adaptation Plan 2015- Climate Smart Agriculture Strategy include; climate 2030 adaptation, mitigation of greenhouse gas emissions, sustainable land use, capacity building, research and The National Adaptation Plan (NAP) addresses the development, policy support and financial support. TBK country’s vulnerability and resilience to climate change. will spearhead adoption of practices and technologies The vision of NAP is “enhanced climate resilience that enable the tea sub-sector to adapt to changing towards the attainment of Kenya Vision 2030”. TBK will climate conditions, such as promotion of drought- promote climate change adaptation strategies through tolerant tea clones, farm management, and climate- sensitization of tea value chain players on climate resilient farming techniques. resilient crop varieties, new technologies, embracing 10 Tea 20/2/2025LL..indd 10 03/06/2025 15:12 Kenya Tea, a taste of excellence innovations and provision of capacity building to the market needs, trends and issues related to national and agricultural extension service providers to minimise international tea trade as provided for under the Tea negative climate change impact. Act, 2020. m) The National Export Development and n) County Integrated Development Plans (CIDPs) Promotion Strategy Tea cultivation is a rural based economic activity that The National Export Development and Promotion is spread across certain agro-ecological areas in 21 Strategy (NEDPS) provides for a stronger link that is tea Growing Counties within East and West of Rift required to efficiently exploit trade opportunities at the Valley (Kiambu; Muranga; Meru; Tharaka-Nithi; Nyeri; regional and global trade levels. The strategy links all Kirinyaga; Embu; Kericho; Bomet; Trans- Nzoia; target export products and services from their productive Kakamega; Vihiga; Nandi; Nyamira; Kisii; Nakuru; stage to their identified markets and provides a blueprint Narok; Elgeyo Marakwet). Other value chain activities for planning and budgeting for export development and undertaken within the counties include plucking, promotion with a view to reduce balance of trade deficits. transportation and aggregation of Greenleaf. Due to past performance and future potential, tea is one of the agricultural products targeted for export growth According to the Fourth Schedule of the Kenya under NEDPS. The markets expected to drive Kenya’s Constitution, in Agriculture, the County Government tea exports over the NEDPS period have been identified is expected to play a role in crop husbandry. On the as EU, USA, COMESA/ EAC, Pakistan, GCC, Japan, other hand, the role of the National Government on China, India, ECCAS, and Brazil. Additionally, priority Agriculture is Agricultural policy, capacity building and tea products expected to drive agricultural growth include value added and speciality teas. technical assistance to the counties. In this regard, TBK will provide capacity building to all the tea Growing TBK will work closely with the Ministry of Trade and Counties and Factory Tea Extension Service Assistants Industry to facilitate marketing and distribution of tea; (TESAS) on Good Agricultural Practices for tea to implement and coordinate marketing strategy; identify ensure the same is effectively disseminated to the tea 11 Tea 20/2/2025LL..indd 11 03/06/2025 15:12 Kenya Tea, a taste of excellence farmers through the County Ward and Sub-County Extension Offices. In line with Cooperation between the two levels of Government as envisaged in the constitution, TBK will also work closely with County Governments in promoting development of the tea value chain as prioritised within their County Integrated Development Plans (CIDP) and Annual Development Plans. o) Regional and International Obligations and Conventions TBK is cognizant of the regional and international obligations to which Kenya is committed. This Plan has thus taken into account the various regional and; international obligations and conventions which are embedded in its operations. These are summarised in Table 1.1. 12 Tea 20/2/2025LL..indd 12 03/06/2025 15:12 Kenya Tea, a taste of excellence Table 1.1: Regional and International Obligations and Conventions Convention Obligation Contribution of TBK • Organise stakeholders to lobby governments for tariff and taxes review • Advice the Government on the • Progressively eliminate tariffs and non-tariff impact of various tariffs and barriers to trade in goods and liberalise trade inform review in services Africa Continental Free Trade • Engage and capacity build Area and the Tripartite Free Trade • Cooperate on investment, intellectual property stakeholders to comply with non- Agreement rights and competition policy tariff barriers or/and seek review if they are unfair • Cooperate on custom matters and the implementation of trade facilitation measures • Identify recipes for trade disputes, resolve and settle • Disseminate trade blocs’ trading rules and regulations and investment regulations. 13 Tea 20/2/2025LL..indd 13 03/06/2025 15:12 Kenya Tea, a taste of excellence Convention Obligation Contribution of TBK • Promote acceptable trade Kenya – EU European Union; agreements and contracts among Kenya – United Kingdom value chain players in the tea. Economic Partnership • Ensure compliance to the Agreements; Kenya -UAE • Coordinate implementation of the conventions various agreements through the Comprehensive Economic and agreements. development of regulations Partnership Agreement; Kenya – USA Strategic Trade and • Utilise the market opportunities Investment Partnership created by the agreements and conventions • Increase market access General Agreement on Tariffs and Liberalisation of trade in goods through reduction of tariffs and other trade barriers and • Facilitate trade through Trade 1994 (GATT 1994) discrimination. harmonisation of trade tariffs. • Improve market access for goods (agricultural and industrial products) and services; improve • Develop regulations in the tea value trade in environmental goods and services. chains World Trade Organization Trade Facilitation Agreement (TFA) • Simplify and improve WTO rules on trade and • Adopt trading standards to comply ensure that the country has policy space to with international rules and address its developmental concerns including regulations on trade. Vision 2030 14 Tea 20/2/2025LL..indd 14 03/06/2025 15:12 Kenya Tea, a taste of excellence Convention Obligation Contribution of TBK World Trade Organization Technical Barriers to Trade • Promote acceptable trade Use international standards in trade of goods, and (WTO/ TBT); and WTO Sanitary agreements and contracts among avoid unnecessary barriers to trade. value chain players in the tea. and phytosanitary (WTO SPS) Agreement • Consultation and exchange on trends in production, consumption, trade and prices of tea, including regular appraisal of the global • Sharing of Kenya tea statistics market situation and short term outlook. • Assessment of changes in national policies • Participation in FAO-IGG on tea Food and Agriculture working Groups on tea and their international effects as they Organization (FAO) pertain to current and prospective markets. • Participation in FAO-IGG Intergovernmental Group on Tea consultative forums • Facilitating dialogue between FAO delegates, international policy makers, and the private • Participation IN FAO Committee sector. on Commodity Problems • Providing linkages with other international organizations and commodity bodies. 1.3 Historical Background of the Tea Board of rapidly adopted by other white settler farmers, who in Kenya most cases were former British military servicemen. By 1924, tea cultivation had grown to commercial The history of tea in Kenya dates back to 1903 when production levels in the settler-occupied highlands of a European settler introduced the first tea plants in the Kenya, particularly in Limuru and Kericho. Limuru area of Central Kenya (CPDA, 2008). This was 15 Tea 20/2/2025LL..indd 15 03/06/2025 15:12 Kenya Tea, a taste of excellence The first legal instrument to govern the production of The Tea Board of Kenya has undergone various tea in Kenya was enacted as the Tea Ordinance No. 46 transformations since inception, the most significant of 1934. This Ordinance mandated the Directorate being the enactment of the Agriculture and Food of Agriculture to be responsible for controlling the Authority (AFA) Act in 2013. This Act operationalized production of tea by issuing licences and permits. the Crops Act 2013 which repealed the Acts of parliament The Tea Ordinance was amended in 1948 (No. 52 of establishing the Tea Board of Kenya amongst other 1948) to provide for the control of the production of state corporations such as Kenya Coconut Development tea in the Kenyan Colony. The Tea Act Cap 343 was Authority; Kenya Sugar Board; Coffee Board of Kenya; later enacted in 1950, giving way to the establishment Horticultural Crops Development Authority; Pyrethrum Board of Kenya; Cotton Development Authority; and of the Tea Board of Kenya on 13th June 1950. The Kenya Sisal Board. The AFA Act led to the formation purpose of the Board was to regulate tea growing of the Agriculture and Food Authority under which the and manufacturing in Kenya. The Board also aforementioned state corporations became directorates. disseminated information relating to tea and advised TBK therefore became the Tea Directorate in AFA with the Government on all policy matters regarding the effect from 2014. tea industry. The journey towards the re-establishment of TBK Kenya’s attainment of independence in 1963 saw the began in 2015 during the multi-stakeholder taskforce passing of various Land Reform Bills which have had established by the Cabinet Secretary for Agriculture far reaching impacts on agriculture. Tea growing for which recommended strengthening the capacity and instance was made open to the local farmers. The crop profile of the Tea Directorate by re-establishing the has since spread across the country and is currently an TBK. In March 2018, the Senate Ad- Hoc committee important economic mainstay for many small-holder enquiring into challenges facing the Tea sub-sector also recommended various legislative and policy reforms farmers making tea industry a significant contributor which culminated into formulation of Tea Bill No. 36 to the socio-economic development of the Country. of 2018. 16 Tea 20/2/2025LL..indd 16 03/06/2025 15:12 Kenya Tea, a taste of excellence In November 2018, the Tea Bill, 2018 was tabled as a Tea cultivation is a rural-based economic activity private member’s bill in the Senate. The Bill was later that has contributed to the development of rural enacted into law as the Tea Act No. 23 of 2020 and infrastructure such as roads, schools, health centres and operationalized in 2021. The main objective of the Act other social amenities. The industry provides incomes was to provide for the development, promotion and and employment opportunities to about 834,129 tea regulation of the tea industry, and other connected farmers thus contributing to food security within the purposes. Section 3 of the Act establishes the Tea Board tea farming regions of the Country. It is a source of of Kenya. Executive order No. 1 of 2023 designates direct and indirect livelihood to over 6.5 Million people, TBK as one of the state corporations under the State who represent about 13 percent of Kenya’s Population. Department in the Ministry of Agriculture and Livestock Tea cultivation is spread across 21 counties comprising Development. the West and East blocks. The West Block consists of Nandi, Trans Nzoia, Elgeyo Marakwet, Kakamega, This has enhanced the performance of the tea industry Vihiga, Uasin Gishu, Kericho, Bomet, Kisii, Nyamira, nationally, regionally and globally. Globally, Kenya is Narok, Nakuru, Bungoma and West Pokot. The East the third leading producer of tea after China and India block consists of Kiambu, Murang’a, Nyeri, Kirinyaga, accounting for 8.3 percent of the world production in Embu, Tharaka Nithi and Meru. The East region is 2022. It is the largest exporter of tea accounting for predominantly mountainous consisting of Mt Kenya, about 24 percent of the global export quantity. Kenya the Aberdares ranges and the Nyambene hills while the tea is exported to over 85 market destinations globally West of the Rift is characterized by plains and undulating with key markets being Pakistan, Egypt, UK, UAE and hills which include Kericho, Kisii and the Nandi areas. Sudan. It contributes to about 2 percent of the GDP The location of the 21 counties is presented in Figure and is a key source of foreign exchange accounting for 1.1. 20 percent of the export earnings. 17 Tea 20/2/2025LL..indd 17 03/06/2025 15:12 Kenya Tea, a taste of excellence Counties East of the Counties West of The Rift Block Rift Block • Nakuru • Kakamega • Kiambu • Narok • Bungoma • Murang’a • Kericho • Vihiga • Nyeri • Bomet • Nandi • Kirinyaga • Elgeyo Marakwet • Nyamira • West Pokot • Embu • Uasin Gishu • Kisii • Trans-Nzoia • Tharaka-Nithi • Meru. Figure 1.1: Map of Tea Growing Counties 1.4 Methodology of Developing the Strategic Plan The process of developing the TBK Strategic Plan for 2023-2027 commenced with the approval of the Terms of Reference (ToRS) by the Board. The Board subsequently appointed a technical committee to spearhead the process including aligning the ToRs with the revised guidelines for preparation of the 5th Generation Strategic Plan (2023-2027) issued by the 18 Tea 20/2/2025LL..indd 18 03/06/2025 15:12 Kenya Tea, a taste of excellence National Treasury and Economic Planning in June 2023. previous strategic plan; development, validation and Amongst other requirements, the guidelines provided administration of data collection tools; developing a for the Strategic Plan to be aligned with national, regional draft Strategic plan; validation and public participation; and global frameworks. and launching the validated TBK Strategic Plan 2023- 2027. The strategic plan was developed through a consultative and participatory process involving the Board of Directors, management, staff and external stakeholders. A detailed performance evaluation on the implementation of the Agriculture and Food Authority Strategic Plan (2017-2022) was conducted since the Tea Directorate under AFA was precursor of the TBK. The review was to determine key achievements; challenges; lessons learnt and identified gaps that will be considered and addressed in the current plan period. The Strategic Plan development process involved a total of seven strategic sessions, which were conducted with the strategic planning champions, management and the Board. The Strategic Planning workshops were an important opportunity to bring the key stakeholders together and engage in dialogue that culminated into outcomes that constitute the 2023 -2027 Strategic Plan. Key milestones in the development of the strategic plan were: Performance Evaluation and Review of the 19 Tea 20/2/2025LL..indd 19 03/06/2025 15:12 Kenya Tea, a taste of excellence Chapter Two Strategic Direction c) facilitate equitable access to the resources, facilities and benefits of the tea industry by all interested parties; TBK recognizes the necessity of providing a strategic direction that will enable it to fulfil its mandate in order d) make recommendations to the Cabinet Secretary on to achieve its vision and mission, guided by a set of the formulation of policies, plans and strategies for the principles. This chapter therefore, provides the mandate, regulation of the tea sector; vision, mission, core values and quality policy statement of the organisation. e) register tea factories, small scale tea growers, medium scale tea growers, large scale tea growers, warehouse 2.1 Mandate operators, tea packers, tea buyers, exporters, importers, tea brokers, management agents, tea auction organisers, The Tea Board of Kenya (TBK) is established under commercial tea nurseries, commercial green leaf

Section 3 of the Tea Act No. 23, 2020 to develop, transporters; promote and regulate the Tea Industry in Kenya. Section 5(1) of the Act provides that the Board shall undertake f) licence manufacturers; the following functions: g) promote best practices and standards in the a) develop, promote and regulate the development of production, processing, marketing, grading, storage, the tea industry; collection, transportation and warehousing of tea; b) coordinate the activities of individuals and organisations within the tea industry; 20 Tea 20/2/2025LL..indd 20 03/06/2025 15:12 Kenya Tea, a taste of excellence h) facilitate marketing and distribution of tea through q) monitor, conduct surveillance and enforce compliance gathering and dissemination of market information with tea standards, this Act and any regulations made under and monitoring of the local and global supply-demand it; situation; r) advise the national government on levies, fees and i) coordinate prioritisation of research in tea; import or export duties on tea; j) regulate the sale, import and exports of tea; s) advise the county governments on agricultural cess and fees; k) develop, implement and coordinate a national tea marketing strategy; t) oversee the efficient utilisation of available Board’s funds; l) prescribe the maximum period and minimum amount for payment of green leaf; u) undertake capacity building, technology transfer and technical assistance to the counties on matters related to m) promote and advise on strategies for value addition tea; and and product diversification; v) carry out such other functions as may be assigned to n) promote demand and consumption of tea locally and it by this Act, and any written law while respecting the internationally; roles of the two levels of governments. o) identify market needs and trends and advise the 2.2 Vision Statement Cabinet Secretary on issues related to national and international tea trade; A globally competitive, profitable and sustainable tea industry p) collaborate with national and international trade bodies on tea related matters; 21 Tea 20/2/2025LL..indd 21 03/06/2025 15:12 Kenya Tea, a taste of excellence 2.3 Mission Statement a) Collaboration – the Board will adopt a consultative and participatory approach with all our stakeholders in To effectively develop, promote and regulate the Kenya delivering a competitive and sustainable tea industry tea industry for sustainable socio-economic growth and improved livelihoods. b) Customer focus – the Board will provide quality services and build strong customer relations 2.4 Strategic Goals c) Innovativeness – the Board will continuously infuse The implementation of this Strategic Plan is geared creativity and innovation in our business processes towards the achievement of the following goals: in order to enhance service delivery a) Improved growers’ income d) Integrity – the Board will uphold high moral and ethical standards, accountability and transparency b) Enhanced tea value addition and market expansion in our operations and in the tea industry c) Enhanced compliance with tea industry regulatory e) Professionalism – the Board will uphold high framework professional standards in discharging our mandate. d) Enhanced institutional operational efficiency 2.6 Quality Policy Statement 2.5 Core Values The Tea Board of Kenya is committed to maintaining the highest quality standards in development, promotion The Tea Board of Kenya core values are the shared and regulation of the tea industry in collaboration beliefs that will guide and define expected standards of with all stakeholders. Towards this, the Board has behaviour and culture. The pursuit of our vision and developed Standard Operating Procedures for all mission will be guided by the following core values: functional areas and Service Level Agreements (SLAs) 22 Tea 20/2/2025LL..indd 22 03/06/2025 15:12 Kenya Tea, a taste of excellence for all its services. The Board will ensure that Kenya tea is sustainably recognized worldwide for its quality attributes. The Board will strive to position Kenya tea as a premier choice in the global market, enhancing both its reputation and economic viability. Further, the Board will prioritize transparency and stakeholder engagement to build consumer trust and support the livelihoods of tea producers. The Board will implement a Quality Management System towards ISO 9001: 2015 certification in the fourth year of the plan. Additionally, the Board will align its operations and ensure the tea value chain practices are aligned with other relevant internationally acclaimed standards. 23 Tea 20/2/2025LL..indd 23 03/06/2025 15:12 Kenya Tea, a taste of excellence Chapter Three Situational and Stake holder 3.1.1 External Environment analyses An in-depth analysis of TBK’s external environment was undertaken to appreciate the implications of developments in the external environment as manifested This chapter documents the situational analysis in in opportunities and/ or threats. the context of external and internal environments by describing the opportunities and threats identifiable 3.1.2 Macro-environment within the PESTEL model. Further, analysis of the strengths and weaknesses, past performance using the An analysis of the major external factors which have AFA-Tea Directorate strategic plan and both internal both direct and indirect impacts on the development, promotion and regulation of the tea industry was and external stakeholders is documented. undertaken using a PESTEL analysis that included identifying strategic implications and strategic responses 3.1 Situational Analysis to the PESTEL factors: A situational analysis is imperative for the Political: The sub-sector continues to enjoy goodwill operationalization of this strategic plan. The situation from various players (at national and county levels), which analysis involved scanning both the internal and the is key in resource mobilization as well in the development external environment comprising the operations of of supportive policies and legal frameworks. Existing TBK. The analysis revealed various facts discussed in policy and legal frameworks (though not adequate) at all the next sections: these levels have a bearing on the performance of the 24 Tea 20/2/2025LL..indd 24 03/06/2025 15:12 Kenya Tea, a taste of excellence tea sub-sector, and subsequently the Board. However, barriers to growth include: Over regulation (multiple geopolitical dynamics, both within the region and globally, levies along the value chain), depressed prices at the tea in addition to changing government priorities, policies auction, overproduction (glut in the global tea market) and preferences, can impact TBK’s planned projects as a result of emerging producers of tea, high cost of and programmes. Further, the likelihood of duplication production and competition from substitutes. of roles and programmes among government agencies (at both levels) undermines the tenets of economic use Social: Kenya’s poverty rate has exhibited a fluctuating of resources. Whereas TBK exists to regulate the sub- trend in the recent past. In 2019, the national poverty sector, undue influence in the value chain as well as weak rate was recorded at 33.6%, followed by a surge to governance among some industry members is likely to 42.9% in 2020, before dropping to 38.6% in 2021. cause disorder, leading to unsatisfactory earnings due to However, the poverty rate increased slightly to 39.8% in overproduction of poor quality tea. 2022. It’s noteworthy that poverty was more widespread in rural areas, with a rate of 42.9% compared to Economic: This strategic plan is aligned to the country’s 33.2% in urban areas in 2022 (Continuous Household Bottom-up Economic Transformation Agenda (BeTA) Budget Survey, 2022). This discrepancy highlights the and other National and International aspirations. Kenya economic disparities between rural and urban regions is a global leader in tea exports, and is reputable for and is a call for the government to ensure equity in pesticide-free produce. The sub-sector has recorded distribution of resources. Coupled with this, Kenya’s growth in the recent past owing to increasing investors’ population structure is more youthful with low interest interest in the tea sub-sector as a result of a good in tea cultivation – hence ageing tea growers, further investment environment. However, despite the existence compounded by urbanization (leading to conversion of of potential regional and global markets to tap into (as a agricultural land into real estates) and sub-division of result of bilateral and multilateral trade agreements), the land under tea cultivation to uneconomic units. There country has continued to rely on few traditional markets. has also been low compliance with standards, legal and With inadequate funding (owing to constrained revenue policy frameworks evident in the increase of malpractices, generation), the existence of the PPPs framework mostly in the trading at farm level (such as greenleaf could enable the Board to close the resource gap. Other hawking and falsification of greenleaf weights). On a 25 Tea 20/2/2025LL..indd 25 03/06/2025 15:12 Kenya Tea, a taste of excellence positive note, with tea as a crop abound with vast health Legal: There exist supportive legal frameworks (though benefits, there is growing interest and demand from the not adequate). Owing to conflicts of interest in the increasingly health conscious population. sub-sector, there have been legal challenges to the Tea Act, 2020, affecting its full operationalization. This is Technology: The world is moving towards digitalization further amplified by the fact that the Board is also yet with the aim of enhancing efficiency in service delivery. to develop the Tea Regulations to implement the Tea To the Board, strong adoption of technology will Act, 2020. Overregulation and overlap of functions ensure timely delivery of services, enhance resource among Government Agencies (at both levels) are mobilization, and strengthen feedback mechanisms, some of the key barriers. However, timely enactment among others. Digitalization of key government of laws, regulations and guidelines is essential for the processes such as registration, licensing and export implementation of this strategic plan. The Board will processing requires apt linkage while the increase in also collaborate with other National Government use of social media platforms for communication and agencies and the County Governments to ensure its information dissemination is a key focus. In spite of mandate is effectively executed. this, rapid technological advancement therefore requires continuous adoption. 3.1.3 Micro Environment Environment: Kenya has suitable ecological zones In the functioning of TBK, some internal factors work for tea growing and has identified 21 counties to have as enablers. These include a well-designed organization regions fit to grow tea. Additionally, there exist various structure with relevant staff capacity, a supporting legal high yielding tea varieties suited for these different and regulatory framework and a client base cutting across ecological environments which have enhanced resilience. the value chain. The contribution of the tea industry to However, climate change (drought, floods, pest and the foreign income earnings and employment creation disease) remains a risk, poised to negatively affect the places it as one of the important economic activities in performance of the sub-sector. the country. 26 Tea 20/2/2025LL..indd 26 03/06/2025 15:12 Kenya Tea, a taste of excellence 3.1.4 Summary of opportunities and threats Based on the analysis of the external environment, a summary of the opportunities and threats is provided in Table 3.1. Table 3.1: Summary of Opportunities and Threats Environmental Opportunities Threats Factor Political • Political goodwill for the tea • Undue influence on licensing and registration of value industry chain players • Agriculture as a shared function • Political Instability in export markets between the two levels of • Change of government priorities, policies and preferences Government 27 Tea 20/2/2025LL..indd 27 03/06/2025 15:12 Kenya Tea, a taste of excellence Economic • Stability of the Mombasa tea • Over regulation and Multiple levies along the value chain auction trading currency (USD) • Depressed prices at the tea auction • Unexploited Global markets for • Glut in the global tea market tea • Over Reliance on few traditional markets • Existence of Public Private • High cost of Production (plucking labour, energy, Partnerships (PPPs) frameworks fertiliser, compliance with voluntary and private standards, • Increasing investors interest in marketing) the tea sub-sector • Competition from substitute beverages • Good investment environment • Competing interests between national priorities and • Diversified tea markets corporate strategy especially of multinational corporations • Existence of bilateral and multilateral trade agreements(such as EAC, CFTA) • Global reputation for Kenya tea • Geographical Indications and other origin branding • Global export leadership • Pesticide free tea Social • Increased global population • Low consumption of tea amongst the youthful population. • Adoption of Tea as part of • Malpractices in trading at farm level such as greenleaf cultural lifestyle hawking and falsification of greenleaf weights. • Growing health consciousness • Low interest in tea cultivation amongst the youth and among the population ageing tea growers • Urbanization leading to conversion of agricultural land into real estates • Sub-division of land under tea cultivation to uneconomic units 28 Tea 20/2/2025LL..indd 28 03/06/2025 15:12 Kenya Tea, a taste of excellence Technological • Rapid technological • Technological advancement advancement • Cybercrimes • Increased funding for tea • Information security research and development • Digital divide • Digitization and digitalization of government services Ecological • Existence of suitable ecological • Reduction in farm production and productivity due to zones for tea growing effects of climate change • Existence of green climate financing • Availability of high yielding tea varieties suitable for different ecological environments Legal • The Tea (Amendment) Bill, 2023 • Legal challenges on the Tea Act, 2020 • Devolution of agriculture in • Lack of regulations to implement the Tea Act, 2020 Schedule 4 of the Kenya • Enactment of legislation that affect TBK’s mandate Constitution • Weak governance within the smallholder producers • Existence of supportive Food institutions safety Laws • Low compliance among licensed tea stakeholders • Traceability standards • Overregulation • International Standards and • Overlap of functions among government agencies (at both certifications levels). 3.1.5 Internal Environment of governance and administrative structures, internal business processes and resources capabilities. The inherent internal environmental factors that may impact the Board’s success were examined in the context 29 Tea 20/2/2025LL..indd 29 03/06/2025 15:12 Kenya Tea, a taste of excellence 3.1.6 Governance and Administrative Structures 3.1.6 Internal Business Processes The Tea Board of Kenya Governance and The Board has leveraged on the availability of modern Administrative Structure is well defined under Section 7 technology to automate some of its key business of the Tea Act, 2020 with clearly defined membership, processes. The Board is also in the process of digitalizing constitution, qualifications and experience. In addition, others with a view to enhance efficiency. TBK has there is diversity of skills in the membership of the Identified and prioritized citizen-facing services to be Board of Directors. This implies that the Board is digitalized and put in place an Integrated Management able to clearly execute its mandate of giving policy Information System (IMIS) on licensing and registration direction to the industry. TBK operates under a positive of the stakeholders, export/import processes and corporate culture and its organizational structure is well submission of statistical returns. The IMIS has also been defined in the approved Human Resource instruments on-boarded onto the E-Citizen platform and integrated and this ensures effective policy implementation and with the Trade Facilitation Platform (TFP) for purposes service delivery to the stakeholders. However, to fully of assisting traders to access services from other operationalize the Tea Act, 2020, the regulations require Government Agencies. TBK has also re-engineered some finalization and gazettement. There is also a need to put of the business processes and put in place an Enterprise in place key policy frameworks to support some of the Resources System (ERP) to support execution of its development mandates such as tea value addition. There internal business processes. With constrained resources, is also a need for enhanced stakeholder engagement, strong adoption of technology will facilitate enhanced exploration of alternative dispute resolution mechanisms delivery of services. In this regard, ICT infrastructure and gazettement and implementation of the regulations. will be harnessed and deployed to augment efficacy in Even though the Board has developed various internal back-office operations to support Board processes and policies to ensure smooth operations, their review is key operations. However, low visibility and low awareness of to ensure alignment. its roles among stakeholders, are some of the constraints to delivering on the Board’s aspirations. 30 Tea 20/2/2025LL..indd 30 03/06/2025 15:12 Kenya Tea, a taste of excellence 3.1.7 Resources and Capabilities to provision of a work environment that is safe and conducive. The Board has integrated staff performance The Board has a well-established collaboration network and productivity in all its operations, and inculcated with key public and private sector players in the tea good governance tenets to enhance efficiency and industry both locally and internationally, has a skilled effectiveness in service delivery. It has also strengthened and competent workforce (even though not adequate), the communication function for improved institutional and has tangible assets (in the form of land, buildings visibility. Even though budgetary allocation has been and motor vehicles). The Board has developed inadequate, Own Source Revenue (levies) is expected to encompassing human resource instruments in a way increase with full implementation of the Tea Act, 2020. that, once implemented, it will operate optimally. It has also established skills gaps and recognizes the need to 3.1.8 Summary of Strengths and Weaknesses ensure continued growth and enhanced capacity of its human capital in line with its workload and emerging A summary of strengths and weaknesses is shown in trends in the sub-sector. It will continue to implement Table 3.2 programs to accentuate staff motivation in addition Table 3.2: Summary of Strengths and Weaknesses Factor Strengths Weaknesses Governance and a) Established through an Act of Parliament g) Draft tea regulations (at public participation stage) Administrative (Tea Act, 2020) with distinct mandate. h) Inadequate supporting policy framework for structures b) Fully constituted Board with diverse skills industry development including value addition c) Supportive regulatory framework i) Lack of a unified approach to key issues between d) A positive corporate culture the Board and some stakeholder categories e) Well defined governance structure for TBK f) Approved Human Resource Instruments 31 Tea 20/2/2025LL..indd 31 03/06/2025 15:12 Kenya Tea, a taste of excellence Internal Business j) Automation of some key business processes m) Inadequate ICT facilities and equipment Processes k) Strong internal controls and procedures n) Low public awareness of TBK roles l) Defined internal communication Resources and o) Well established networks with key public s) Inadequate staff capacity capabilities and private sector players in the tea industry t) Inadequate funding both locally and internationally u) Weak succession management p) Highly skilled and competent workforce q) Tangible assets (land, buildings and motor vehicles) r) Conducive work environment 3.1.9 Analysis of Past Performance the emerging markets such as the USA, Hongkong, Germany, France, Iran, and Russia; and formulated a 3.1.9.1 Key Achievements comprehensive stakeholder engagement strategy. A review of the implementation of the AFA strategic On Transformational Regulation, AFA Tea Directorate plan (2017-2022) shows that 70.4% of the planned developed and implemented a tea value chain upgrading outputs were realized under the three strategic themes strategy; enhanced compliance with standards and other of Stakeholder Focus; Transformational Regulation; market access requirements; developed new product and Operational Excellence. On Stakeholder Focus, standards for purple and green tea; and reviewed black the Board: Strengthened extension services including tea national standard and the code of practice. establishing collaborations with county governments and private sector extension officers to facilitate capacity On Operational Excellence, the Integrated Management building; established the Purple and Specialty Tea Information System was implemented to ease Association of Kenya with the objective of enhancing registration and licensing functions and further linked to the Trade Facilitation Platform; under enhancement knowledge on specialty tea production and collective of self-regulation, tea industry code of practice was marketing; provided Trade Promotion Services in 32 Tea 20/2/2025LL..indd 32 03/06/2025 15:12 Kenya Tea, a taste of excellence reviewed and adopted across the industry; promoted 3.1.9.3 Lessons Learnt an effective and innovative value chain; and adopted prudent financial management practices. The following lessons learnt during implementation of the 2017-2022 Strategic plan are deemed critical in the 3.1.9.2 Challenges effective implementation of the Strategic Plan: The following were the challenges faced during the a) Aligning performance contracting with the implementation of the Strategic Plan 2017-2022: strategic plan aids full implementation, hence the 1) Inadequate financial and human resources need to ensure alignment and development of 2) Weak governance of small holder institutions annual work plans. 3) Land fragmentation into uneconomical parcels coupled with conversion of land under tea farm- b) Monitoring, evaluation and reporting of the ing into real estate and other entreprises strategic plan enables implementation, tracking 4) Moribund/senile tea bushes and feedback for timely corrective action towards 5) Aging tea farmers - youth not enticed into agri- attainment of the strategic goals. TBK will culture establish a monitoring, evaluation and reporting 6) High cost of production at farm and factory framework to track progress. level 7) Competition from emerging tea producing c) Collaboration is important in ensuring that all countries 8) Negative effects of climate change staff work towards achievement of the desired 9) Low compliance with policy and legal frame- goals. TBK will enhance synergies towards works achievement of strategic goals, objectives among 10) Decline in the quality of tea directorates and departments while upholding 11) Overregulation of the value chain professionalism. 12) Lack of a national tea policy 33 Tea 20/2/2025LL..indd 33 03/06/2025 15:12 Kenya Tea, a taste of excellence d) Adequate stakeholder engagement, collaboration i) Annual and midterm review of the Strategic plan and consultations is essential in the successful is key in tracking its implementation. The TBK implementation of the strategic plan. will undertake review as required during the 2023 -2027 strategic planning period; e) Effective communication is essential for building trust and confidence within an institution. j) Adequate staff levels are crucial in ensuring the Board implements its mandate. There is therefore f) Inadequate budgetary allocation impedes a need to enhance staffing levels in line with the implementation of the planned activities, projects approved staff establishment. & programmes. There is need to strengthen resource mobilization and prudently manage k) Automation of systems and procedures improves resources; efficiency and effectiveness. TBK will thus continuously enhance automation of systems and g) An ideal organizational structure is key in procedures to improve service delivery. supporting implementation of the strategic plan objectives. There is therefore a need to align the l) Top management support is key in ensuring organization structure to the strategy to ensure successful execution of the strategic plan. effective implementation and coordination. 3.2 Stakeholder Analysis h) Adequate legal and regulatory framework in the Tea Industry is vital in the execution of TBK A stakeholder analysis was conducted to map out the mandate. The Board will strengthen the legal and key stakeholders and assess how their interests should regulatory framework during the plan period be addressed in the Strategy. A summary of the analysis is as shown in Table 3.3. 34 Tea 20/2/2025LL..indd 34 03/06/2025 15:12 Kenya Tea, a taste of excellence Table 3.3: Stakeholder analysis Name of Stakeholder Expec- No. Role TBK expectation Stakeholder tation 1. Ministry of Agriculture, • Policy formulation Implement and monitor • Formulation and approval of and Livestock • Supervise sector’s agricultural legislations, agricultural legislations, regulations Development performance regulations and policies and policies • Linkages with • Implement government • Provide technical support donors circulars and executive • Provide budgetary support orders • Compliance with policy, legal and regulatory framework 2. Ministries, Departments Policy Guidelines a) Provide advisory and c) Formulation and Gazettement and Agencies recommendations on of guidelines, strategies, policies, guidelines, strategies, regulations Facilitate enactment of policies, regulations legislation on tea and legislation on tea d) Support promotion and market regulation, development development for tea and promotion e) Facilitate tea market access and trade b) Implement guidelines, f) Sharing of information and market strategies, administrative intelligence on tea measures, policies, regulations and legislation on tea 3. Parliament Legislation of Laws Prudence in utilization of Allocation of adequate of resources resources Timely enactment of supportive Compliance with policies, legal legislation and regulatory framework Timely response to parliamentary questions 35 Tea 20/2/2025LL..indd 35 03/06/2025 15:13 Kenya Tea, a taste of excellence 4. The National Treasury & Financing budgetary Submission of Budgets g) Adequate budgetary allocation Economic Planning requirements and Financial Statements h) Timely disbursement of budgetary Public finance in accordance the statutory allocation management guidelines 5. Public Review of Board’s Timely dissemination of accu- Objective feedback Services rate and reliable information Participation in formulation of poli- Impartiality, transparency and cies and programmes fairness Participate in the implementation of Implementation of CSR pro- TBK programmes grammes 6. International Association Generic promotion Timely payment of Provide market intelligence (such as FAO-IGG, UK, and market intelligence subscription Advocate for favourable global Canada Tea Councils) Collaboration and participation policies in tea of their programmes Undertake generic promotion of Kenyan tea 7. Voluntary Schemes (such Enforce compliance to Compliance to members Fairness as Fair Trade, RainForest market requirements requirements Consultation in development of Alliance) Adoption and Implementation standards of their standards Timely information on standards Timely payment of registration Timely and affordable certification fees process 8. Trade facilitation Facilitating tea trade Collaboration and i) Sharing of information on tea trade institutions (KRA, consultations in facilitating tea facilitation KEPHIS, KPA) trade j) Efficiency in tea trade facilitation 9. Financial institutions Provision of credit k) linkages with tea value chain m) Lending to the industry players at facilities to tea value players competitive interest rates chain players l) Provision of industry n) Capacity Build the MSMEs on performance data and Financial literacy information. 36 Tea 20/2/2025LL..indd 36 03/06/2025 15:13 Kenya Tea, a taste of excellence 10. Council of Governors Intergovernmental Collaboration and consultations on Represent matters of interest to tea relations matters of interest to tea growing growing counties on the Board counties 11. County Governments Crop husbandry Guidelines on Good Agricultural Provision of extension services to the Plant and disease Practices (GAPs) tea farmers control Capacity Building, technology Maintenance of tea access and county Issuance of business transfer and technical assistance to roads permits to the counties on matters related to tea Registration of tea nurseries stakeholders and Co- operative societies in the counties 12. Research Institutions Research and Collaboration in areas of research Prioritise areas for research in tea Development in tea Technology transfer and disseminate research findings to the stakeholders 13. Umbrella bodies (KTGA, Advocacy and Involvement in formulation and Sensitization to their members on the KTDA, EATTA, ITPAK) representation of their implementation of programmes role of TBK members Fair policies and regulations 14. Commercial Nursery Propagate tea seedlings Registration by the Board through Propagate tea seedlings of high quality for sale to factories, counties in collaboration with TRF Research institutions or export to other countries e.g. Rwanda, Burundi etc. 15. Tea Grower Grow and sell tea TBK to put in place mechanisms/ Produce and supply high quality green or supply green leaf regulations that will enable the leaf to manufacturer/ factories to the tea factories/ grower to be paid promptly and manufacturers Register with the specific tea factory good/high prices Comply with Tea Act and tea regulation 37 Tea 20/2/2025LL..indd 37 03/06/2025 15:13 Kenya Tea, a taste of excellence 16. Logistics service providers Transportation of Feedback mechanisms on the status GL collection from the factory Green Leaf (GL) of GL transportation permits registered tea growers Fair allocation and approval of GL Refrain from tea hawking malpractices route Efficiency in issuing of permits for Use of designated carriers for GL GL transportation transportation Compliance with the route assigned and factory allocated Warehousing of made Registration as warehousemen Compliance with the Tea Act and tea Regulations and other legislations Submission of data on warehoused tea 17. Tea Management Agents To manage factories Fair play – to be facilitated Good governance practices on behalf of factory appropriately owners Compliance with good management Progressive and development- oriented regulation practices Support in market development Timely meeting of financial obligations Statistics – performance in productivity and production markets etc 18. Tea Manufacturers Tea processing and To be issued with manufacturing Comply with the Tea Act, 2020 marketing licence Green leaf collection Transparency in the issuance of tea Comply with the green leaf allocated and processing manufacturing licence manufacturing tea capacity Value addition at the Efficiency in issuance of licences Pay growers on green leaf supplied to factory level the factories Promote and market the Manufacturing of good quality tea manufactured tea Conserve environment Operational efficiency 38 Tea 20/2/2025LL..indd 38 03/06/2025 15:13 Kenya Tea, a taste of excellence 19. Auction organiser Facilitate price Fair play Fair practice/play discovery Provide a trading/ Order in the trading of tea Compliance to the law by members auction platform Conflict resolution and Progressive and development- Transparency and Accountability in mediation oriented regulations the auction process Liberty for providing self- Efficient and effective price regulation – able to regulate discovery mechanism themselves and organisations 20. Warehouse Operator Store tea consigned for To be registered by the Board Adherence to the law to ensure sale and shipment of as warehouse operators order the tea Blending of tea Ensure fair oversight and Register with Tea Board of Kenya following instruction playing ground for all players from buyers and through good business exporters for shipment environment 21. Tea Broker Sale of made tea on Issued with a registration Adherence of tea laws in reference behalf of the producer certificate to their operations after valuation of the tea Fair regulations among the Register as tea brokers with TBK brokers 39 Tea 20/2/2025LL..indd 39 03/06/2025 15:13 Kenya Tea, a taste of excellence 22. Buyer/Exporter/ Off-take tea at the Exercise fair play Compliance with the laws and Importer auction regulations Offer fair price/ Support in market Support fair pricing discovery value for tea being development activities mechanisms auctioned Timely payment Participate in dispute Safeguard the reputation of Kenya of proceeds from resolutions with importers tea as they export the sale value Addition of Provide statistics and market Exercise of give fair reward for tea before export intelligence good practices and improvement for tea Provide efficient processing of Abide by the export market export and import permits requirements Share market information and intelligence 23. Tea Packer Packing of made Prompt issuance of licence or Comply with the Tea Act, 2020 and tea and selling to certificate by TBK Public Health Acts the consumers Package tea in hygiene environment Promotion of valued added teas by TBK Transparency on tea packers, Comply with the food safety inspection or licensing by TBK requirements officers 24. Media Information Update on tea industry matters Objective coverage and publications dissemination to on tea issues the public 25. Service Providers Auxiliary support Compliance with laws Quality good and services Fairness, transparency Compliance with the laws Timely payment 40 Tea 20/2/2025LL..indd 40 03/06/2025 15:13 Kenya Tea, a taste of excellence Chapter Four Strategic Issues, Goals and Key Most of the farmers have farm sizes that are below 0.5 acres under tea cultivation and therefore do not produce Result Areas enough quantities that will generate adequate incomes to support their livelihoods. They also bear the farm gate cost of production and the cost of processing and marketing of tea. To ensure improved livelihoods for This chapter outlines the strategic issues, key result areas the tea farmers, measures to guarantee higher prices for and goals that the Board needs to address during the tea and reduced cost of production shall be put in place. Plan period. 4.1 Strategic Issues b). Strategic Issue 2: Tea value addition and market expansion The strategic issues emanate from the identified opportunities or weaknesses from situational analysis Despite being the leading exporter of tea globally, the that the Board has to manage in order to achieve its country is not able to optimize the export earnings from mandate and mission. The identified strategic issues tea compared to other leading tea producers due to low include: levels of value addition and product diversification. To a) Strategic Issue 1: Improve Tea Growers’ increase the export earnings, strategies shall be put in Income place to enhance the level of value addition from 5% to about 50% by 2027 and support diversification from Tea growers whose number is about 834,129 supply CTC teas to Orthodox and specialty teas. Promotion green leaf to the tea factories/ manufacturers and form and market access strategies will also be put in place the highest number of value chain players in the industry. to enhance market expansion. 41 Tea 20/2/2025LL..indd 41 03/06/2025 15:13 Kenya Tea, a taste of excellence c) Strategic Issue 3: Compliance with the Tea Goal 1: Improved growers’ income industry regulatory framework Goal 2: Enhanced tea value addition and market Regulation, development and promotion is governed by expansion the Tea Act, 2020. To fully operationalize the Act, TBK shall develop tea regulations, ensure compliance with Goal 3: Enhanced compliance with tea industry the Tea Act and Regulations and approve the industry regulatory framework self-regulations. Goal 4: Enhanced institutional operational d). Strategic Issue 4: Institutional operational efficiency efficiency 4.3 Key Results Areas Continuous improvement of TBK’s systems, structures, processes and human capital plays an important role in The Key Results Areas are the broad areas in which not only improving performance and productivity but also enhancing organizational effectiveness, efficiency an organization is expected to deliver results. TBK has and sustainability. Cognizant of the need to adapt, identified four (4) key result areas that are linked to the develop and consistently improve over time, the TBK will attainment of the strategic goals. The KRAs are: continually invest in institutional capacity development by developing and strengthening its systems, structures, KRA1: Farm level income processes, financial and human resource capacities to support implementation of the strategic plan and KRA2: Tea value addition and market improve service delivery. development 4.2 Strategic Goals KRA3: Tea industry regulation KRA4: Institutional capacity The Board has identified various strategic goals that are derived from addressing the strategic issues. The identified strategic goals are: 42 Tea 20/2/2025LL..indd 42 03/06/2025 15:13 A summary of Strategic Issues, Goals and KRAs are provided in Table 4.1. Table 4.1: Strategic Issues, Goals and KRAs Kenya Tea, a taste of excellence Strategic Issues Strategic Goals Key Result Areas Tea growers’ income Improved growers’ income KRA1: Farm level income Tea value addition and market Enhanced tea value addition and market expansion KRA2: Tea value addition and market develop- expansion ment Compliance with the Tea industry Enhanced compliance with Tea industry regulatory regulatory framework framework KRA3: Tea industry regulation Institutional operational efficiency Enhanced institutional operational efficiency KRA4: Institutional capacity 43 Tea 20/2/2025LL..indd 43 03/06/2025 15:13 Kenya Tea, a taste of excellence ChapterFive Strategic Objectives and Strategies This chapter discusses the strategic choices arising out of the Key Result Areas and the Strategic choices that will achieve those objectives. 5.1 Strategic Objectives The strategic goals will be delivered in four key result areas. These are further broken down into seven strategic objectives. Table 5.1 shows the list of key result areas with associated strategic objectives, outcomes and outcome indicators. The table further shows the targeted annual projections on the outcomes over the implementation period. 44 Tea 20/2/2025LL..indd 44 03/06/2025 15:13 Kenya Tea, a taste of excellence Table 5.1: Outcomes Annual Projections KRA1: Farm level income Strategic Projections Outcome Outcome Indicator Objectives Year 1 Year 2 Year 3 Year 4 Year 5 Greenleaf Quality Index (%) 53 58 62 65 68 SO 1.1: To Absorption rate of Kenya tea sold against tea offered at the Enhanced quality 50 60 70 80 90 enhance quality of auction (%) of tea Kenya tea Quantity of outlots teas (Million Kgs) 100 70 60 50 30 Tea auction average prices USD /KG 2 2.5 3 3.5 4 Average payment to the smallholder farmer per kg greenleaf 50.18 64 69 82 100 (KES) SO 1.2: To ensure guaranteed Increased growers’ Number of factories adopting energy efficient technologies 10 15 20 25 30 minimum return to income the tea growers Reduced cost tea manufacturing in KES per kg of made tea 5 5 5 5 5 Number of factories adopting renewable energy 10 12 14 16 20 Number of factories certified on environmental SO 1.3: To 20 27 34 45 55 sustainability schemes mainstream Climate SMART climate action and Tea production and Average annual increase in tea production (%) 2 2 2 2 2 Environmental enhanced Social Social Governance Governance Proportion of no. of factories complying with the wood fuel 50 55 60 65 70 in tea production sustainability guidelines of ratio 4:1 (%) Representation of women and youth in factory leadership 11 17 23 29 35 (%) 45 Tea 20/2/2025LL..indd 45 03/06/2025 15:13 Kenya Tea, a taste of excellence KRA2: Tea value addition and market development Strategic Projections Outcome Outcome Indicator Objectives Year 1 Year 2 Year 3 Year 4 Year 5 Proportion of tea exported in value added form against the 5 10 20 35 50 total exports (%) Value of tea exported (Billion KES) 180.59 223.97 242.27 263.9 272.32 SO 2.1: To Number of Kenyan tea Brands in the Export market 12 15 30 45 60 Increased level of facilitate value value addition addition in tea Number of brands certified with the mark of origin 12 15 30 45 60 Number of Joint Ventures in Value addition 1 3 4 5 6 Number of Export warehousing hubs for value added teas 1 2 3 4 5 SO 2.2: To Number of export markets for Kenya tea 70 73 92 95 98 enhance market Enhanced global Share of Kenya tea exported against the world exports (%) 30 32 34 36 38 access and market share integration into Volume of tea consumed in the domestic market (Million global value chains 37 38 41 43 45 Kgs) KRA3: Tea Industry Regulation Strategic Projections Outcome Outcome Indicator Objectives Year 1 Year 2 Year 3 Year 4 Year 5 Average compliance audit score by tea factories (%) 60 70 80 85 90 SO 3.1: To Improved Average compliance audit score by tea dealers (%) 60 70 80 85 90 strengthen the tea compliance with tea Level of compliance to regulatory framework (%) 70 72 75 78 80 industry regulatory industry regulatory framework framework Level of compliance to code of conduct (%) 60 65 75 85 95 Industry Corporate governance score (%) 60 65 75 85 95 46 Tea 20/2/2025LL..indd 46 03/06/2025 15:13 Kenya Tea, a taste of excellence KRA4: Institutional Capacity Strategic Projections Outcome Outcome Indicator Objectives Year 1 Year 2 Year 3 Year 4 Year 5 Performance contract composite score 2.958 2.765 2.733 2.645 2.639 Board performance evaluation score (%) 87.25 90.45 95.23 97.15 98.16 Number of staff recruited and placed 4 12 8 8 13 Efficient and effective service Productivity index (%) 65 70 75 80 90 delivery Skills enhancement relative to the skills gap (%) 50 60 70 80 90 Stakeholder satisfaction index (%) 80 82 84 86 88 SO 4.1 To Proportion of complaints received against resolved (%) 74 78 82 86 90 strengthen the institutional Increased brand Brand visibility survey score (%) - - X X+2 X+4 framework to visibility Improved staff effectively deliver Staff satisfaction index score (%) 70 72 74 76 80 satisfaction on its mandate Prudence in financial Absorption rate of allocated funds (%) 97 98 99 100 100 management Enhanced Income Total Revenue in KShs. Million 429.60 329.7 1,262.44 1,340.39 1,417.65 for TBK operations Improved process Number of services Digitised relative to business processes 64 66 68 70 72 performance identified for digitalization (%) Effective Number of days for processing Request for Quotation 24 24 24 24 24 and efficient procurement process Number of days for processing Tenders 43 43 43 43 43 Proper management Compliance score on asset management by the National of organisations’ 50 60 75 90 100 Treasury (%) asset 47 Tea 20/2/2025LL..indd 47 03/06/2025 15:13 Kenya Tea, a taste of excellence 5.2 Strategic Choices The realisation of the identified strategic objectives will be achieved through the strategies shown in Table 5.2. Table 5.2: Strategic Objectives and Strategies KRA Strategic Objectives Strategies KRA 1: Farm level Income SO 1.1: To enhance quality of Kenya tea Tea quality assurance Promote cost reduction programs SO 1.2: To ensure guaranteed minimum return to the tea growers Promote production and productivity enhancement programs SO 1.3: To mainstream climate action and Promote Climate SMART Tea production Environmental Social Governance in tea Mainstream Environmental and Social Governance in production tea production KRA 2: Tea Promote incentives for value addition value addition SO 2.1: To facilitate value addition in tea and market Promote a global brand identity for Kenya tea development Promote Kenya tea SO 2.2: To enhance market access and integration into global value chains Improve market access KRA 3: Tea SO 3.1: To strengthen the tea industry regulatory Strengthen tea industry regulations Industry framework regulation Promote adherence to good corporate governance Enhance compliance to the Tea Act and Regulations 48 Tea 20/2/2025LL..indd 48 03/06/2025 15:13 Kenya Tea, a taste of excellence KRA 4: SO 4.1: To strengthen the institutional framework Institutionalise Performance Management Institutional to effectively deliver on its mandate capacity Enhance Staff capacity Enhance digitalization and digitization Enhance employee engagement Enhance financial sustainability Enhance fiscal prudence Strengthen Quality Management System (QMS) Strengthen Corporate brand Enhance efficiency in procurement process Prudent management of assets Improve service delivery to stakeholders Mitigate against risks Strengthen TBK Corporate Governance 49 Tea 20/2/2025LL..indd 49 03/06/2025 15:13 Kenya Tea, a taste of excellence Chapter Six Implementation and of the strategic plan is displayed in Appendix 1. This implementation Plan will help TBK to prioritise Coordination Framework activities, track progress, and remain on course towards the expected outcomes. It will also help in setting up Annual Performance Contract targets. 6.1.2 Annual Work Plan and Budget 6.1 Implementation Plan An annual work plan will be developed from the Action The strategic plan will be implemented during the 2023 Plan implementation matrix (Appendix I). This annual – 2027 period. In order to ensure its effectiveness, work plan shall provide guidance in development of the annual work plans will be prepared and implemented TBK Annual Performance Contracts and budget. considering the spread of annual targets envisaged. Annual reviews will be undertaken to establish progress 6.1.3 Performance Contracting during the implementation period. The Performance contract developed using the Annual 6.1.1 Action Plan work plans and the performance contracting guidelines issued on an annual basis by the Public Service Performance An action plan outlines specific activities, responsibilities, Management Unit. The Performance contract will timelines and resources needed to achieve the goals be negotiated with the parent ministry and thereafter and objectives. The action plan for the implementation vetted and signed to pave way for implementation. The 50 Tea 20/2/2025LL..indd 50 03/06/2025 15:13 Kenya Tea, a taste of excellence targets in the Performance contract will be cascaded to achievements to the Board on a quarterly basis for the Directorates, Departments and Functional areas. approval before submission to the State Department for Monitoring and Reporting will be an integral part of Performance and Delivery Management. The Strategy the TBK’s performance management system and will be and Planning Department will also co-ordinate the a continuous process. Every quarter, the Management setting of Performance Contract targets and evaluation will report implementation using the Quarterly Progress of the Performance Contract and Mid-term review and Reporting Template (Table 8.2 and Table 8.3) and the evaluation of the Strategic Plan. Quarterly Performance Contract Reporting template as provided for by the Annual Performance Contract 6.2.1 Institutional Framework guidelines issued by the Public Service Performance Management Unit. The Reports will be submitted to the The Tea Board of Kenya has put in place an Board for approval on a quarterly basis and an approved organisational structure to enable it to deliver on the copy shared with the State Department for Performance strategic plan. The Organisational Structure comprises and Delivery Management through the Government the technical and support functions with adequate Performance Contracting Information System (GPCIS). numbers required to enable implementation of the strategic initiatives. Various functional policies aligned to 6.2 Coordination Framework prevailing legislative provisions will also be necessary to facilitate a coordinated approach towards achievement The Tea Board of Kenya has put in place appropriate of the plan. Some of these policies will include: Human implementation and coordination frameworks to be Resource Policy and Procedures Manual; Performance able to implement this strategic plan. The Strategy Contracting guidelines; Finance Policy and Procedures and Planning Department will be in charge of Manual; Rewards and recognition policy; Training Policy; monitoring implementation of the Strategic Plan by Coaching and Mentoring Policy; Employee Wellness tracking achievements on the Performance Contract Policy; and the Staff Code of Conduct. and reporting to the Management Committee on a monthly basis. The CEO will also report the same 51 Tea 20/2/2025LL..indd 51 03/06/2025 15:13 Kenya Tea, a taste of excellence 6.2.2 Staff Establishment, Skill Set and Competence Development The Tea Board of Kenya has a total in-post of 56 members of staff against an authorised establishment of 100. During the planning period 2023 - 2027, the Tea Board of Kenya shall fill all the critical vacant positions to ensure there is optimal human resource capacity to implement the Strategic Plan as provided in Table 6.1. The requisite Skills Set and skills gaps will be addressed through Competence Development programs such as Coaching, Mentorship and Training. 52 Tea 20/2/2025LL..indd 52 03/06/2025 15:13 Kenya Tea, a taste of excellence Table 6.1 Staff Establishment Approved Optimal Staffing Variance Cadre In-post (C) Establishment (A) Level (B) (D=B-C) Management (Chief Executive Officer/Directors/ 22 22 12 -10 Deputy Directors) Tea Development Officers 31 31 9 -22 Planning & Strategy 2 2 2 0 Finance & Accounts 5 5 3 -2 Human Resource 2 2 2 0 Administration 1 1 1 0 Supply Chain Management 1 1 1 0 Information, Communication & Technology 2 2 2 0 Legal Services 1 1 0 -1 Audit 2 2 1 -1 Records management 1 1 0 -1 Corporate Communications 2 2 2 0 Office Administrators 11 11 7 -4 Drivers 11 11 10 -1 Office Assistants 5 5 4 -1 Security 1 1 0 -1 Total 100 56 44 53 Tea 20/2/2025LL..indd 53 03/06/2025 15:13 Kenya Tea, a taste of excellence An analysis of the skill set and skill gaps for cadres in the TBK structure is shown in Table 6.2. Table 6.2: Skill Set and Competence Development Cadre Skill Set Skills Gap Competence Development Management i. Leadership skills; i. Leadership & i. Supervisory course (CEO, Directors & ii. Strategic and innovative thinking; Governance ii. Coaching & Mentorship Deputy Directors) iii. Interpersonal relationship skills; ii. Resource iii. Governance training iv. Strong analytical skills; mobilisation iv. Report writing, project proposals v. Negotiation skills; iii. Supervisory skills & preparation of cabinet memos vi. Report writing skills; Resource mobilisation vii. Problem solving skills; viii. Communication skills; ix. Ability to work under pressure; x. Ability to work independently and in a team; and xi. Excellent administrative capabilities. xii. Emotional intelligence Tea Development i. Leadership skills; i. Leadership & i. Supervisory Course Officers ii. Strategic and innovative thinking; Governance ii. Coaching & Mentorship iii. Interpersonal relationship skills; ii. Resource ii. Data metrics and analytics iv. Strong analytical skills; mobilisation iii. Report writing v. Negotiation skills; iii. Supervisory skills vi. Report writing skills; vii. Problem solving skills; viii. Communication skills; ix. Ability to work under pressure; x. Ability to work independently and in a team; and xi. Excellent administrative capabilities. 54 Tea 20/2/2025LL..indd 54 03/06/2025 15:13 Kenya Tea, a taste of excellence Planning & Strategy i. Supervisory skills; i. Research skills; i. Project management course ii. Management skills; ii. Project Monitoring & Evaluation training iii. Data analysis skills; Management; ii. Strategic planning & management iv.. Analytical skills iii. M&E skills; course v. Communication skills; iv. Data metrics & iii. Leadership and Governance vi. Strategic and innovative analytics training thinking; iv. Policy formulation and vii. Interpersonal skills; implementation vii. Ability to mobilize resources; v. Resource & grants mobilisation ix. Negotiation skills course vi. Report writing, project proposals & preparation of cabinet memos Finance & i. Supervisory skills; i. Financial analysis i. Continuous professional training Accounts ii. Management skills; and planning in accounting and financial iii. Data analysis skills; skills management iv. Strong Analytical skills ii. Management and ii. Management and leadership v. Strategic & Innovative thinking leadership skills training vi. Ability to mobilize resources iii. Report writing Human Resource i. Strategic & Innovative skills i. Dispute Resolution i. Counselling and Guidance ii. Analytical skills Skills ii. Emotional intelligence, and iii. Emotional Intelligence ii. HR Metrics and performance management iv. Negotiation skills Analytics iii. Management and leadership v. Problem solving skills iii. Management and development program vi. People, change and performance management leadership skills iv. Productivity management training skills iv. Productivity v. Report writing Administration i. Computing skills i. Supervisory skills i. Coaching & mentorship training ii. Problem solving skills ii. Management & ii. Supervisory management iii. Supervisory skills leadership training iii. Fleet management iv. Communication skills iv. Asset management v. Report writing 55 Tea 20/2/2025LL..indd 55 03/06/2025 15:13 Kenya Tea, a taste of excellence Supply Chain i. Communication skills i. Supervisory skills i. Public procurement and management ii. Analytical skills ii. Management & contractmanagement iii. Computing skills leadership training ii. Asset management course iv. Problem solving skills iii. Continuous professional v. Negotiation skills development in supply chain management iv. Report writing Information, i. Supervisory skills i. Cyber Security Skills i. Cyber security training Communication & ii. Strategic & Innovative skills Business Process ii. Data protection computer security Technology iii. Cyber security skills ii. Re-engineeringskills and maintenance iv. Data management and analytics skills Applications Development and coding training v. Network and cloud computing skills iii. Development and iii. Report writing vi. Programming and coding skills Coding Skills Legal Services i. Analytical skills i. Alternative i. Alternative Dispute Resolution ii. Negotiation skills Dispute (ADR) iii. Strategic & Innovative skills Resolution (ADR) Research and analytical course iv. Interpersonal skills Skills Leadership & Governance training v. Leadership skills ii. Research, ii. Report writing analytical and reporting skills Audit i. Analytical skills i. Supervisory Skills i. Supervisory course ii. Strategic & Innovative thinking ii. Management skills ii. Management course iii. Interpersonal skills iii. Research, analytical iii. Training and reporting iv. Coaching and mentorship training skills and programs Research, analytical and reporting course v. Report writing 56 Tea 20/2/2025LL..indd 56 03/06/2025 15:13 Kenya Tea, a taste of excellence Records i. Communication skills i. Supervisory i. Supervisory skills management ii. Analytical skills management ii. Coaching and Mentorship training iii. Problem solving skills ii. Record management and programs iv. skills Records management course iii. Report writing Corporate i. Communication skills i. Graphic design i. Supervisory course Communications ii. Analytical skills ii. Speech, report and Speech, report and articles writing iii. Strategic & Innovative skills articles writing course iv. Strong interpersonal skills iii. communication skills Customer care course iv. interpersonal skills ii. Coaching and Mentorship training and programs Office i. Communication skills i. Supervisory skills i. Supervisory Course Administrators ii. Customer care skills ii. Communication skills Customer care course iii. Interpersonal skills iii. Office Communication skills training iv. Problem solving skills Administration ii. Coaching & Mentorship programme v. Proficiency in IT skills Skills iii. Report writing Drivers i. Defensive driving i. Communication skills i. Mentorship training and programs ii. Customer care skills ii. Interpersonal skills ii. Defensive Driving iii. Interpersonal skills iii. Technique on iii. Mechanical training iv. Proficiency in IT skills problem solving Office Assistants i. Communication skills i. Communication skills i. Hospitality skills development course ii. Interpersonal skills ii. Interpersonal skills ii Customer care training iii. Customer care skills iv. Proficiency in IT skills Security i. Written and Verbal Communication skills; i. Supervisory, i. Supervisory and Leadership course ii. Surveillance Skills; managerial and iii. Integrity; leadership skills for ii. Communication course iv. Professionalism; Proficiency in Computer different levels of staff applications skills; Reporting Skills. ii. Written and Verbal iii. Report Writing course Communication iv. Surveillance Skills 57 Tea 20/2/2025LL..indd 57 03/06/2025 15:13 Kenya Tea, a taste of excellence 6.3.2 Leadership quality standards thus enable the Board champion quality and excellence. The Board will make deliberate efforts The Board of Directors shall be responsible for to improve its systems and procedures to ensure optimal overseeing implementation of the Strategic Plan. provision of its services. This will involve digitization Implementation of the Strategic Plan Shall be the and digitalization of the Board’s processes and standard responsibility of the Chief Executive Officer supported operating procedures focusing on key tasks. The by the Management staff. The respective departments Board will continue to leverage on the availability of responsible for Planning and Strategy and Finance modern technology to automate the remaining business will ensure planned activities are budgeted for and processes to enhance efficiency. The Board has put in implemented. They will also ensure the activities are place an Integrated Management Information System mainstreamed in the Annual Performance Contracts (IMIS) on licensing and registration of the stakeholders, and Procurement Plans for effective implementation. and on-boarded onto the E-Citizen platform and The two functions will work closely with the Strategic integrated with the Trade Facilitation Platform (TFP) Plan implementation committee that has representation for purposes of assisting traders to access services from from across all the functional areas of operations. They other Government Agencies. will also work in collaboration with sub-committees in charge of implementation of various programs/projects 6.3 Risk Management Framework envisaged in the Strategic Plan. The purpose of the risk management framework is 6.2.4 Systems and Procedures to identify risks that may hinder implementation of the Strategic Plan. During the plan period there are During this plan period, the Board envisages potential risks that may hinder the operation of TBK refinement of Standard Operating Procedures as and achievement of its Strategic Objectives. TBK will well as development of encompassing Service Level therefore institutionalise a Risk Management Policy Agreements. This will facilitate adoption of internal which provides a risk management framework based on 58 Tea 20/2/2025LL..indd 58 03/06/2025 15:13 Kenya Tea, a taste of excellence ISO 31000 principles, governance structure, monitoring measures will be analysed and reviewed on a quarterly and reporting framework and tools. Risks related to the basis. The management of the risk framework will be strategy have been determined and will be managed undertaken by the office of the Chief Executive Officer as per the risk management framework in Table 6.3. through an internal risk management committee. The inherent risks, residual risks, and risk mitigation Table 6.3: Risk Management Framework Risks Risk and Risk Likelihood Impact Overall Risk Mitigation No Risk owner Category description L/M/H L/M/H level L/M/H Measure(s) 1. Strategic risks Customer retention/ Medium High Medium • Widen the CEO/ demand shortfall customer/ Directors catchment • Create strategic reserves • Implement survey recommendations Competition and High High High • Price stabilization CEO/ pricing pressure mechanisms Directors • Enforce regulations on unfair competitive practices Stakeholder losses High High High • Corporate Technical insurance covers Directors • Sensitization on risks Low crop Medium High Medium • Promote GAP & Technical productivity use of modern Directors technologies 59 Tea 20/2/2025LL..indd 59 03/06/2025 15:13 Kenya Tea, a taste of excellence Risks Risk and Risk Likelihood Impact Overall Risk Mitigation No Risk owner Category description L/M/H L/M/H level L/M/H Measure(s) 2. Compliance Non - compliance Medium High High • Undertake C&S risks with statutory compliance and and regulatory surveillance audits requirements • Institute legal measures against non-compliances • Delicense and deregister players • Undertake legal compliance audits Non - compliance High High High • Undertake C&S with standards, compliance and guidelines, and codes surveillance audits of practice • Institute legal measures against non-compliances • Delicense and deregister players • Training for compliance 3. Licensing and Licensing and Medium High High • Due diligence of R,L&S registration Registration of the applicants risks unqualified applicants • Automation of the registration process • Licensing and registration Committee • Separation of licensing and registration with compliance and Surveillance roles 60 Tea 20/2/2025LL..indd 60 03/06/2025 15:13 Kenya Tea, a taste of excellence Risks Risk and Risk Likelihood Impact Overall Risk Mitigation No Risk owner Category description L/M/H L/M/H level L/M/H Measure(s) 4. Financial risks Inadequate financial High High High • Enhance Finance resources internal and external resource mobilization • Enhance efficiency in collection of levies Utilisation of High High High • Adopt activity- Finance funds in unplanned based planning and activities budgeting • Compliance with implementation plans Budget overruns High High High • Adopt activity- Finance based planning and budgeting • Compliance with implementation plans • Prepare monthly management figure accounts Operational risk Medium High High • Institute strong Audit internal control systems Demands by the Medium High High • Constitution of a LS Counties for Industry Levy Management Development funds Committee • Audit and M&E of the funds utilized on county development projects 61 Tea 20/2/2025LL..indd 61 03/06/2025 15:13 Kenya Tea, a taste of excellence Risks Risk and Risk Likelihood Impact Overall Risk Mitigation No Risk owner Category description L/M/H L/M/H level L/M/H Measure(s) 5. Reputational Misinformation in Medium High High • Implement CC risk media Corporate Communication Policy • Media monitoring • Monitor customer feedback • Carry out customer satisfaction survey 6. Macro- High inflation in the High High High • Monitoring of MD&TA economic export markets trends risks • Barter Trade negotiations Currency High High High • Barter Trade MD&TA depreciation in the negotiations export markets • Identification and linkages with Exim Banks to finance trading activities with the markets. Shifts in government High High High • Re-align MD&TA policies or regulations programmes, and internal conflicts activities and in the export markets projects to government manifesto 62 Tea 20/2/2025LL..indd 62 03/06/2025 15:13 Kenya Tea, a taste of excellence Risks Risk and Risk Likelihood Impact Overall Risk Mitigation No Risk owner Category description L/M/H L/M/H level L/M/H Measure(s) 7. Market risks Changes in tastes and Medium High High • Continuous market MD&TA preferences research and intelligence Competition from Low High Medium • Enhance MD&TA other producers competitiveness and product quality Increasing quantities Medium High High • Set standards for RR&S/C&S/ of outlots Greenleaf and CBR&I made tea • Surveillance to ensure adherence to Greenleaf Standards • Capacity building tea farmers on GAPs and Manufacturers on GMPs and quality requirements 63 Tea 20/2/2025LL..indd 63 03/06/2025 15:13 Kenya Tea, a taste of excellence Risks Risk and Risk Likelihood Impact Overall Risk Mitigation No Risk owner Category description L/M/H L/M/H level L/M/H Measure(s) 8. Information Data breaches, loss Medium High High • Establish regular ICT security and and corruption data backup data risks procedures and offsite storage • Implement strong access controls and encryption External and Medium High High • Continuous ICT internal threats training and to the technology awareness infrastructure programs to staff on information security best practices. • Conduct phishing simulation exercises and regular reminders • Develop the intrusion logs Lack of incident Medium High High • Develop and ICT response review an incident preparedness response plan with clear roles and responsibilities • Train staff on incident response procedures and conduct regular drills • Establish communication channels and relationships with external incident response resources 64 Tea 20/2/2025LL..indd 64 03/06/2025 15:13 Kenya Tea, a taste of excellence Risks Risk and Risk Likelihood Impact Overall Risk Mitigation No Risk owner Category description L/M/H L/M/H level L/M/H Measure(s) 9. Human Inadequate Medium High High • Undertake due HR&A Capital risks qualifications diligence on qualifications Inadequate Medium High High • Staff training and HR&A competencies development • Fit for purpose recruitment and selection • Clear job descriptions and specifications Succession planning Medium High High • Develop and implement succession planning 10. Social risks Human Rights Low High Medium • Strict adherence HR&A violations at the to Human Rights workplace guidelines Gender based Medium Medium Medium • Sensitization on HR&A sexual violence and GBSV harassment • Enforcement of GBV Laws 11. Legal, Litigation against Medium High High • Stakeholder S regulatory and the regulations by involvement and policy risks stakeholders participation in development and review of Regulations 65 Tea 20/2/2025LL..indd 65 03/06/2025 15:13 Kenya Tea, a taste of excellence Risks Risk and Risk Likelihood Impact Overall Risk Mitigation No Risk owner Category description L/M/H L/M/H level L/M/H Measure(s) 12. Governance Low compliance Low High Low • Promote good LS risks with governance corporate instruments governance practices • Continuous training • Governance Audit Clarity on separation Medium High High • Punitive LS of Board and punishment for Management role integrity breaches • Sensitization on Integrity 13. Business Failure to Medium High High • Develop, ICT Continuity institutionalise • institutionalise risks business continuity • and implement and disaster recovery • business plans • continuity • management 14. Political risks Interference by Medium High High Adherence to CEO politicians provisions of the Constitution, legal and regulatory frameworks 66 Tea 20/2/2025LL..indd 66 03/06/2025 15:13 Kenya Tea, a taste of excellence Risks Risk and Risk Likelihood Impact Overall Risk Mitigation No Risk owner Category description L/M/H L/M/H level L/M/H Measure(s) 15. Safety and Exposure to injurious Medium Medium Medium Insure Authority’s staff HR&A security risks substances or environment Terrorism Low High High • CCTV surveillance HR&A • Alarm Systems Fire and other threats • Annual training of HR&A fire marshals and staff • Install fire detectors and fire- fighting equipment • Insure Authority’s assets • Maintenance and servicing of fire- fighting equipment 67 Tea 20/2/2025LL..indd 67 03/06/2025 15:13 Kenya Tea, a taste of excellence Chapter Seven Resource Requirements and Mobilisation Strategies 7.1 Financial Requirements This chapter outlines the financial requirements for implementing this Strategic Plan, available financial resources, the funding gaps, resource mobilisation strategies to close the gaps and the general financial management of the Board. Implementing the programmes and activities outlined in this Strategic Plan is expected to cost approximately Kshs. 7, 899 million which is broken down annually as shown in Table 7.1. 68 Tea 20/2/2025LL..indd 68 03/06/2025 15:13 Kenya Tea, a taste of excellence Table 7.1: Financial Requirements for Implementing the Strategic Plan Projected Resource Requirements (KSh. Mn) Cost Item Year 1 Year 2 Year 3 Year 4 Year 5 Total KRA1: Farm level Income 37.00 60.00 127.00 90.00 93.00 407.00 KRA2: Tea value addition and 55.00 69.00 2,422.00 1,163.00 1,027.00 4,736.00 market development KRA3: Tea Industry regulation 71.00 138.00 104.00 74.00 76.00 463.00 KRA4: Institutional capacity 66.00 133.00 195.00 174.00 210.00 778.00 Sub-total 229.00 400.00 2,848.00 1,501.00 1,406.00 6,384.00 Administrative Cost 234.00 259.00 304.00 331.00 387.00 1,515.00 Total Cost 463.00 659.00 3,152.00 1,832.00 1,793.00 7,899.00 Notably, resource requirements for the third and fourth 7.2 Financing Gaps years are significant as compared to the first and second due to the outlays for establishment of the Common As shown in Table 7.1, the financial requirement for User Facility (CUF) for tea value addition. Civil- implementing the Strategic Plan is Kshs. 7,899 million structural work for the CUF is estimated to cost Kshs against available resources of Kshs.. 4,779 million. As 1,800 Million while equipment for value addition is a consequence, implementation of the Strategic Plan has estimated to cost Kshs 1,700 Million. a resource deficit of approximately Kshs. 3,119 million over the five-year period as summarised in Table 7.2. 69 Tea 20/2/2025LL..indd 69 03/06/2025 15:13 Kenya Tea, a taste of excellence Table 7.2: Resource Gaps Financial Estimated Financial Requirement Estimated Allocations (KSh. Mn) Variance (KSh. Mn) Year (KSh. Mn) Year 1 463.00 429.60 (33.4) Year 2 659.00 329.70 (329.3) Year 3 3,152.00 1,262.44 (1,889.5) Year 4 1,832.00 1,340.39 (491.6) Year 5 1,793.00 1,417.65 (375.3) Total 7,899.00 4,779.79 (3,119.2) Notably, there is a significant increase in estimated which will be shared between TBK and TRFK at the allocations from the third year onwards owing to the rate of 60% and 40% respectively. expected increase in revenue from collection of the tea levy. The Board will undertake public participation The Board will also institute other sources of income on the Tea levy Regulations in order to operationalise which includes licensing fees, interest and rental income.

Section 53 of the Tea Act, 2020 which provides for a These sources are projectecd to raise approximately tea levy at the rate of 1% of tea exports and a 100% Kshs. 602.83 Million in the five year period as shown in on tea imports. Once operationalised, the Board expects Table 7.3. to collect approximately Kshs. 1,890 million in year 3 70 Tea 20/2/2025LL..indd 70 03/06/2025 15:13 Kenya Tea, a taste of excellence Table 7.3: Sources of Revenue Source of Revenue Year 1 Year 2 Year 3 Year 4 Year 5 Government Grants-Recurrent 336.00 254.7 - - - Tea Levy @ 1% of Auction Value (Mn) - - 1,137.59 1,194.47 1,254.20 Other sources 93.60 75.00 124.85 145.92 163.46 Total 429.60 329.7 1,262.44 1,340.39 1,417.65 7.3 Resource Mobilization Strategies 3) such monies as may be payable to the Board pursuant to this Act or any other written law; 4) such gifts as may be donated to the Board; and

Section 57 of the Tea Act, 2020 provides for the general 5) monies from any other source granted, donated sources of the funds and assets of the Board which or lent to the Board. consists of the following: 1) such monies as may be appropriated by the National Assembly; In order to bridge the financing gaps shown in Table 7.2, the Board shall implement the resource mobilisation 2) such monies or assets as may accrue to or vest strategy in addition to undertaking the following key in the Board in the course of the exercise of its activities: powers or the performance of its functions under 1) Develop proposals for funding of projects and this Act; programs and seek funding from development partners; 71 Tea 20/2/2025LL..indd 71 03/06/2025 15:13 Kenya Tea, a taste of excellence 2) Review fees for the current licenses and registration 7) Seek industry goodwill in levying tea sales to certificates which were last reviewed in 2008. This facilitate funding of tea promotion programs and is expected annually generate approximately Kshs critical industry developments across the value 45 million additional revenue; chain. 3) Enhance current revenue base by creation of new 7.4 Resource Management revenue streams such as quality assurance and compliance standards and organizing conferences and exhibitions; Prudence and frugality in the management of resources are essential principles for ensuring long-term 4) Establish strategic collaborations with various sustainability. To optimize use of available resources national and international trade bodies in order and promote prudent management for financial to support implementation of some of the above sustainability, the Board will put in place the following programs and activities with key focus on green measures: energy and environmental and social governance programmes such as FairTrade, Ethical Tea 1) All resources shall be managed, monitored and Partnership and Rainforest Alliance; reported through a well-functioning integrated management system; 5) Negotiate for enhanced government funding 2) Strengthen planning, budgeting, and financial of approved projects during the sector working management systems for efficient, effective and groups MTEF budget cycle; economic utilization of resources; 3) Map out the Board’s value chains and prioritize 6) Establish joint venture programs with the private critical strategic activities that have significant sector; and impacts; 72 Tea 20/2/2025LL..indd 72 03/06/2025 15:13 Kenya Tea, a taste of excellence 4) Leverage on technology and data analytics to 7) Eliminate leakages and waste in the application monitor resource utilization in real-time; and utilization of the Board’s resources; 5) Institutionalize effective quality assurance, 8) Sustain an effective asset management policy; internal controls, risk management, oversight and 9) Put in place enhanced financial oversight and implement audit recommendations and advisory; accountability systems and structures that would 6) Ensure procurement processes are aligned secure the confidence of all stakeholders. with the constitutional principles of fairness, 10) Work towards improved reporting of internal equity, transparency, competitiveness, and and external resource flows. cost effectiveness and other financial laws, regulations, policies, circulars and government guidelines; 73 Tea 20/2/2025LL..indd 73 03/06/2025 15:13 Kenya Tea, a taste of excellence Chapter Eight Monitoring, Evaluation and 8.1 Monitoring Framework Reporting Framework TBK recognizes the importance of Monitoring, Evaluation and Reporting framework (ME&R) in providing a consistent approach in tracking realization of strategic goals and objectives as contained in the implementation matrix of the strategic plan. This chapter provides an overview of the Monitoring, Monitoring and Reporting will be an integral part of Evaluation and Reporting Framework to be the TBK’s performance management system and will employed by TBK in implementing this Strategic be a continuous process. To effectively track outputs Plan. The chapter begins with an introduction to the in the implementation matrix, TBK has considered the following steps: monitoring framework, which tracks the progress and implementation of initiatives using performance i. Determined Key Performance Indicators (KPIs): TBK has indicators. The appropriate performance standards that identified the KPIs from the implementation matrix will be used to assess the Board’s effectiveness are also that will be used to track outputs and outcomes; presented. The Chapter further discusses the evaluation ii. Established baseline data: TBK has collected and framework, including mid-term, end-term and ad-hoc established the baseline data for the identified indicators as of July 2023, creating a starting point evaluations, and it ends with the strategic plan reporting for tracking. The baseline data serves as a reference framework and feedback mechanism. point for comparison and measuring progress over the strategic plan implementation period; and 74 Tea 20/2/2025LL..indd 74 03/06/2025 15:13 Kenya Tea, a taste of excellence iii. Planned for continuous improvement: TBK has developed progress reports that provide a comprehensive strategies and mechanisms for continuous overview of the progress made, highlighting improvement in achieving the targeted outcomes. key findings, achievements and areas requiring improvement; and iv. Feedback and adaptation: TBK will provide feedback In the implementation of the strategic plan, the following on the monitoring results to relevant stakeholders. will form the basis for the monitoring framework: It will foster a culture of continuous learning and improvement by using monitoring findings to enhance future Planning and implementation i. Review of progress on implementation of the Strategic Plan: efforts. TBK has clearly defined the criteria and standards for reviewing the progress of Strategic Plan 8.2 Performance Standards implementation; ii. Data collection methodology: TBK has developed a TBK has defined the key performance indicators at systematic methodology for collecting data on the output and outcome level to facilitate tracking specific indicators to monitor progress using pre- performance for the Strategic Plan. In line with designed templates. Appropriate data sources, such internationally and nationally accepted M&E norms and as internal records, surveys, research studies and standards, TBK will develop and use a comprehensive external data will be accessed during the Strategic M&E framework that aligns with the Kenya National Plan implementation period; M&E Policy (2022) and Norms and Standards for the iii. Data analysis and reporting: TBK has put in place a Public Sector, 2020 as described below: structured process for analysing and interpreting the collected data. This will focus on ways of identifying i. Relevance: The framework will assess the extent to trends, patterns and areas of success or challenges which the Strategic Plan aligns with the objectives, based on the data analysis. TBK will prepare regular priorities and needs of the tea sub-sector in 75 Tea 20/2/2025LL..indd 75 03/06/2025 15:13 Kenya Tea, a taste of excellence Kenya. It will evaluate the Strategic Plan’s ability sustainability of the Strategic Plan’s outcomes and to address current and emerging challenges and impact. It will assess the Plan’s ability to create capitalize on opportunities for sub-sector growth lasting changes and contribute to the long-term and development; growth and development of the tea sub-sector. This ii. Efficiency: The framework will evaluate the efficient will consider factors such as policy coherence and use of resources, including financial, human and continuity, stakeholder engagement and capacity- technological, in implementing the Strategic Plan. building initiatives for tea value chain players. It will assess the cost-effectiveness of identified activities and initiatives, ensuring that resources are 8.3 Evaluation Framework optimally utilized to achieve desired outcomes; iii. Effectiveness: The framework will measure the extent Evaluation is a crucial component of the strategic to which the Strategic Plan achieves its intended planning process as it will enable the Board to assess outcomes and strategic objectives. It will assess the progress of the Strategic Plan’s implementation, the effectiveness of various targeted initiatives and measure the achievement of strategic objectives, and interventions in bringing about positive changes in evaluate program outcomes. TBK will conduct both the tea sub-sector; mid-term, end-term and ad-hoc evaluations. In the iv. Success: The framework will assess the overall success context of this Strategic Plan, Table 8.1 provides the of the Strategic Plan in meeting its intended strategic Outcome Performance Matrix. It indicates the KRAs, goals and objectives. It will assess the degree to expected outcomes, outcome indicators, baseline data, which the Plan has achieved its intended impact; and mid-term and end-term targets. v. Sustainability: The framework will evaluate the 76 Tea 20/2/2025LL..indd 76 03/06/2025 15:13 Kenya Tea, a taste of excellence Table 8.1: Outcome Performance Matrix Key Result Area Outcome Outcome Indicator (s) Baseline Target Value Year Mid-term End-term Period Period KRA1: Farm level Increased growers’ Tea auction average prices USD /KG 2 2022/23 2.75 4 income income Absorption rate of Kenya tea sold 50 2022/23 65 90 against tea offered at the auction (%) KRA2: Tea value Increased level of Proportion of tea exported in value 2 2022/23 15 50 addition and market value addition added form against the total exports development (%) KRA3: Tea Industry Improved Level of compliance to regulatory 67 2022/23 73.5 80 Regulation compliance with tea frameworks (%) industry regulatory framework KRA4: Institutional Efficient and Productivity index (%) 60 2022/23 72.5 90 Capacity effective service delivery 8.3.1 Mid-Term Evaluation phase of the Strategic Planning cycle in order to ensure the Plan remains aligned with organizational goals and A mid-term evaluation and review will be undertaken in objectives. The Mid-term evaluation process will utilize the Financial Year 2025/2026 to ascertain the Strategic various evaluation tools, including analysis tools such Plan implementation status. The review will also inform as Value Chain Analysis (VCA), Resource Based View the necessary adjustments in the strategic objectives, (RBV), Functional Analysis (FA), Comparative Analysis strategies, and activities to be incorporated in the second (CA) and PESTEL Analysis. 77 Tea 20/2/2025LL..indd 77 03/06/2025 15:13 Kenya Tea, a taste of excellence 8.3.2 End-Term Evaluation 8.3.3 Ad-Hoc Evaluation An end-term evaluation for the strategic plan shall be Besides the mid-term and end-term evaluations, TBK carried out at the end of the planning period externally will undertake ad-hoc evaluations on specific projects to enumerate achievements and document lessons learnt and programmes when need arises. as well as inform the next planning cycle. The evaluation will specifically be undertaken to: 8.4 Reporting Framework and Feedback Mechanism i. Measure actual performance against set targets and establish the gap or variance, if any; The reporting framework and feedback mechanism are ii. Document achievements realised, challenges faced essential components of TBK’s Strategic Plan. They and mitigation measures and lessons learnt; provide a structured approach to capture, analyse and iii. Identify factors responsible for the variance; and utilize feedback to drive continuous improvement and iv. Identify and recommend appropriate remedial mea- alignment of initiatives with the Organizational strategic sures for the subsequent plan. direction. Reporting, data collection and analysis will be coordinated by the Planning and Strategy Department. The types of reports to be prepared are shown in Table The end-term evaluation will allow for adaptive 8.2. management, evidence-based decision-making and continuous improvement in achieving long-term organizational goals and desired outcomes. 78 Tea 20/2/2025LL..indd 78 03/06/2025 15:13 Kenya Tea, a taste of excellence Table 8.2: Key Strategic Plan Progress Reports Type of Report Responsibility User(s) Quarterly Progress Report HODs Board and CEO Annual Progress Report CEO Board, Management and relevant Statutory Bodies Mid-term Evaluation Report CEO Board, Management and relevant Statutory Bodies End-term Evaluation Report CEO Board, Management, relevant Statutory Bodies and other stakeholders 79 Tea 20/2/2025LL..indd 79 03/06/2025 15:13 Kenya Tea, a taste of excellence APPENDICES

Appendix I: Action Plan/ Implementation Matrix Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Strategic Issue: Tea growers’ income Strategic Goal : Improved growers’ income KRA1: Farm level income Outcome: Enhanced quality of tea Strategic Objective 1.1: To enhance quality of Kenya tea Tea quality Develop Guidelines No. of 4 0 0 4 0 0 0 0 4 0 0 CBR&I LS assurance Greenleaf quality developed and consultative guidelines published forums. Greenleaf 1 0 0 1 0 0 0 0 1 0 0 quality guidelines Develop and Tea Growers No. of Tea 6 3 0 0 0 3 4 0 0 0 5 MD&TA review the TBK handbook Growers, Tea , CBR&I, Tea growers hand developed Manufacturing, P&S book on GAPs, Tea trading GMPs and GTPs practices handbooks Capacity TESAs and No. of capacity 40 8 8 8 8 8 4 4 4 4 4 CBR&I build the Tea WAOs capacity building Forums Extension built. Services Assistants (TESAs) and Kenya Tea, a taste of excellence 52 80 Tea 20/2/2025LL..indd 80 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Ward Agricultural Officers (WAOs) on Good Agricultural Practices (GAPs) Tea quality Capacity Technical No. of capacity 10 2 2 2 2 2 2 2 2 2 2 CBR&I assurance build technical managers building forums managers on capacity built in Good GMPs Manufacturing Practices (GMPs) Capacity Traders capacity No. of capacity 20 4 4 4 4 4 2 2 2 2 2 MD&TA build the traders built in GTPs building forums on Good Trading Practices (GTP) Conduct Inspections on No. of 36 0 0 12 12 12 0 0 2 2 2 C&S RL&S inspections on Greenleaf Greenleaf Greenleaf quality Quality quality conducted inspections conducted Conduct tea Tea quality No. of Tea 5 1 1 1 1 1 2 2 4 5 6 CBR&I LR&S quality analysis analysis (Tea quality analysis (Tea classes) classes) (Tea Classes) competition competitions Competition conducted Implement STQIMP No. of tea 75 15 15 15 15 15 3 3 3 3 3 CBR&I LR&S Strategic Tea implemented factories under Quality STQIMP Improvement Program Kenya Tea, a taste of excellence 53 81 Tea 20/2/2025LL..indd 81 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support (STQIMP) Tea quality Establish a Tea Quality % Completion 100 0 28 60 12 0 0 12 17 7 0 LR&S assurance Quality Assurance assurance lab rate Laboratory established Undertake quality Quality No. of samples 2010 0 210 300 – 500 1000 0 2 3 6 9 LR&S assessment of assessment of analysed for not made tea made tea quality necessa undertaken ry Sensitize Transporters No. of 20 0 0 8 6 6 0 0 6 3 3 LR&S transporters on sensitised on sensitizations Greenleaf best Greenleaf best practices and practices and standards standards Develop a Traceability % Completion 100 0 0 25 55 20 0 0 15 4 5 ICT MD & Traceability system rate TA system for tea developed from the factory to the warehouse Sub-total 17 27 63 38 41 Strategic Issue: Tea growers’ income Outcome: Increased growers’ income Strategic Objective 1.2: To ensure guaranteed minimum return to the tea growers Promote Conduct the Growers gross No. of 2 0 1 0 1 0 0 4 0 4 0 CBR& FIN cost growers gross margin analysis Surveys I reduction margin analysis conducted undertaken Kenya Tea, a taste of excellence 54 82 Tea 20/2/2025LL..indd 82 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support programs Conduct a A survey No. of 5 0 1 2 1 1 0 2 2 2 2 CBR& P&S survey on alternative surveys I on alternative sources of conducted sources of energy energy conducted Sensitise the Factories and No. of 9 1 2 2 2 2 2 4 4 4 4 CBR& factories and farmers sensitization I farmers on the sensitised forums adoption of alternative sources of energy Sensitise Factories and No. of 9 1 2 2 2 2 2 2 3 3 3 CBR& factories and farmers sensitization I farmers on the sensitised on forums adoption of the adoption of Mechanical Tea Mechanical Harvesting ( Tea harvesting MTH) Sensitise Factories No. of 10 2 2 2 2 2 2 2 2 2 2 CBR& factories on sensitised sensitisation I manufacturing forums operational efficiency Conduct market Survey No. of 3 0 0 1 1 1 0 0 1 1 2 CBR& survey on conducted surveys I manufacturing equipment and supplies Kenya Tea, a taste of excellence 55 83 Tea 20/2/2025LL..indd 83 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Promote Sensitise the Growers and No. of 4 0 0 0 2 2 0 0 0 2 2 CBR& production growers and WAOs Sensitization I and WAOs Sensitised forums productivit on infilling and y replanting enhanceme programs nt programs Cluster growers Growers National 1 0 1 1 1 1 0 1 1 1 1 CBR& ICT along the tea clustered Growers I factories database Growers farm 4 0 1 1 1 1 0 0 0 0 0 CBR& ICT inputs I requirement report Utilisation of Farm inputs 5 1 1 1 1 1 1 1 1 1 1 CBR& P&S farm inputs utilisation I monitored report Sensitize tea Sensitization No. of 10 2 2 2 2 2 1 1 1 1 1 CBR& P&S growers on the forums sensitization I implication of conducted forums land subdivision to uneconomical units Advocacy on Advocacy on No. of 10 2 2 2 2 2 1 1 1 1 1 CBR& P&S land use policy land uses advocacy I implementation conducted forums Advocacy Lobby for Forums No. of 20 4 4 4 4 4 1 2 2 3 4 CEO ALL at National, favorable attended Regional and Regional National, International and Regional and forums Kenya Tea, a taste of excellence 56 84 Tea 20/2/2025LL..indd 84 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Internation International attended al forums policies on tea on matters favorable policies affecting the tea value chain Sub-total 10 20 18 25 23 Strategic Issue: Tea growers’ income Outcome: Climate SMART Tea production and enhanced Social Governance Strategic Objective 1.3: To mainstream climate action and Environmental Social Governance in tea production Promote Conduct a Survey on the No. of 3 0 0 1 1 1 0 0 3 4 4 CBR& Climate survey on the industry surveys I SMART industry carbon carbon conducted Tea footprint footprint production conducted Link growers’ Growers’ Number of 12 0 0 4 4 4 0 0 1 1 1 CBR& with carbon linked to the linkages for I credit schemes carbon credit carbon credit schemes markets No. of factory 9 0 0 3 3 3 0 0 2 2 2 CBR& management I agents linked to the carbon credit markets Promote Capacity build Extension No. of 20 4 4 4 4 4 2 2 2 2 2 CBR& Climate tea extension officers and trainings on I Kenya Tea, a taste of excellence 57 85 Tea 20/2/2025LL..indd 85 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support SMART officers and technical climate action Tea technical managers production managers on trained climate action Capacity build Stakeholders No. of tea 20 4 4 4 4 4 2 2 2 2 2 CBR& MD&T tea stakeholders capacity built stakeholders I A on the adoption of eco- packaging. Sensitize Stakeholders No. of 20 4 4 4 4 4 2 2 2 2 2 CBR& stakeholders on sensitised on stakeholders I the use of the use of sensitization clean/green clean/green meetings energy energy Collaborate with Climate No. of climate 300 0 0 100 100 100 0 0 2 2 2 CBR& research resilient resilient I institutions and seedlings seedlings Counties to distributed distributed in distribute ‘000’ climate resilient seedlings Promote Develop an Environmental Approved 1 0 1 0 0 0 0 3 0 0 0 CBR& Climate environmental sustainability Environment I SMART sustainability policy al Tea policy developed Sustainability production Policy Implement Environmental No. of 8 0 0 0 4 4 0 0 0 4 4 CBR& environmental sustainability sensitization I sustainability policy meetings Kenya Tea, a taste of excellence 58 86 Tea 20/2/2025LL..indd 86 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support policy implemented No. of tree 10000 2000 2000 2000 2000 2000 2 2 2 2 2 CC seedlings distributed and planted No. of factory 80 16 16 16 16 16 2 2 2 2 2 C&S wood fuel sustainability inspections conducted Review Policy No. of 1 0 0 0 0 1 0 0 0 0 2 CBR& environmental Reviewed reviews I sustainability policy Mainstream Develop Public No. of public 15 0 0 15 0 0 0 0 14 0 0 P&S LS Environme Environmental participation participation ntal and Social on ESG forums Social Governance conducted Governanc (ESG) policy e in tea ESG policy ESG policy 1 0 0 1 0 0 0 0 5 0 0 P&S LS developed production Sensitize Sensitization No. of 15 0 0 15 0 0 0 0 5 0 0 CBR& LS stakeholders on conducted sensitization I ESG policy programs Undertake ESG ESG Audit No. of audits 16 0 4 4 4 4 0 4 4 4 4 P&S C&S Audit in undertaken factories and tea farms Kenya Tea, a taste of excellence 59 87 Tea 20/2/2025LL..indd 87 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Sub-Total 10 13 46 27 29 Strategic Issue: Tea value addition and market expansion Strategic Goal : Enhanced tea value addition and market expansion KRA2: Tea value addition and market development Outcome: Increased level of value addition Strategic Objective 2.1: To facilitate value addition in tea Promote Develop and Value addition No. of 2 0 2 0 0 0 0 3 0 0 0 MD& incentives review strategy strategy consultative TA for value for value developed and forums addition addition reviewed Value 1 0 1 0 0 0 0 1 0 0 0 MD& addition TA strategy Establish a Concept note Approved 1 1 0 0 0 0 3 0 0 0 0 MD& Common User developed concept note TA Facility CUF funding No. of 5 0 1 2 1 1 0 2 6 3 3 MD& proposals funding TA developed proposals Space allocated No. of Acres 10 0 0 10 0 0 0 0 5 0 0 MD& for leased TA establishment of CUF Promote Establish a Special No. of 2 0 0 2 0 0 0 0 5 0 0 MD& incentives Common User Economic Licences TA for value Facility Zones (SEZ) acquired addition developer Kenya Tea, a taste of excellence 60 88 Tea 20/2/2025LL..indd 88 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support licence acquired Layout for the No. of 1 0 0 1 0 0 0 0 50 0 0 MD& CUF designed Designs TA CUF % completion 100 0 0 10 50 30 0 0 900 300 300 MD& constructed rate TA Premises for No. of 20 0 0 5 10 5 0 0 100 200 100 MD& the CUF Premises for TA auxiliary auxiliary services services constructed Acquire Equipment No. of 40 0 0 20 10 10 0 0 1200 500 500 MD& equipment for acquired/lease equipment TA Value addition d acquired Promote Establish of Warehousing No. of 6 0 0 3 2 1 0 0 36 24 12 MD& incentives common user facilities warehousing TA for value warehousing established in hubs addition hub and key markets distribution logistics for value added Kenya tea Participate in Participated in No. of 15 3 3 3 3 3 9 9 9 9 9 MD& exhibitions to exhibitions to exhibitions to TA promote value promote value promote value added teas added teas added teas Capacity build MSMEs No. of 294 0 0 98 98 98 0 0 9 9 9 MD& CBR&I MSMEs on capacity built MSMEs Kenya Tea, a taste of excellence 61 89 Tea 20/2/2025LL..indd 89 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support value addition on value trained on TA addition value addition Capacity build MSMEs No. of 100 20 20 20 20 20 2 2 2 2 2 MD& CBR&I MSMEs on capacity built MSMEs TA product on product trained on development diversification product and diversification diversification Promote a Undertake Mark Branding No. of 110 10 13 20 37 30 1 2 3 4 3 MD& CBR&I global of Origin Kenya tea Audits TA brand Certification and using the identity for Recertification Kenya Tea Kenya tea Audits Mark of Origin Redesign the Mark of Origin No. of 5 0 0 5 0 0 0 0 3 0 0 MD& CBR&I Mark of Origin redesigned consultative TA meetings Redesigned 1 0 0 1 0 0 0 0 1 0 0 MD& CBR&I Mark of TA Origin Map tea Geographical No. of 5 1 1 1 1 1 2 2 2 2 2 MD& CBR&I Geographical Indications Geographical TA Indications (GI) mapped Indications Sensitise Stakeholders No. of 5 1 1 1 1 1 2 2 2 2 2 MD& CBR&I stakeholders on sensitised forums TA Geographical Indications requirements Kenya Tea, a taste of excellence 62 90 Tea 20/2/2025LL..indd 90 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Registration of Geographical Geographical 1 0 0 0 1 0 0 0 0 10 0 MD& CBR&I Geographical Indications Indications TA Indications in registered certificate the market Undertake Geographical No. of 10 0 2 4 3 1 0 4 10 8 5 MD& CBR&I promotional Indications Geographical TA activities on promoted Indications Geographical profiled and Indications promoted Sub-total 19 27 2343 1073 947 Outcome: Enhanced global market share Strategic Objective 2.2: To enhance market access and integration into global value chains Improve Develop tea Promotional No. of 15 3 3 3 3 3 6 4 12 12 12 MD& market promotional strategies tea market TA access strategies for markets intelligence targeted developed conducted international markets No. of 15 4 6 3 2 0 4 7 15 12 0 MD& promotional TA strategies developed Tea No. of 10 0 3 3 2 2 0 15 20 25 30 MD& promotional promotional TA activities activities implemented Undertake Trade missions No. of trade 50 10 10 10 10 10 4 4 5 8 10 MD& Scheduled trade undertaken missions TA Kenya Tea, a taste of excellence 63 91 Tea 20/2/2025LL..indd 91 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support missions Capacity build Stakeholders No. of 70 0 0 15 45 10 0 0 2 4 2 MD& stakeholders on capacity built stakeholders TA entry into new trained on tea markets promotion and export readiness No. of 70 0 0 15 45 10 0 0 3 3 2 MD& stakeholders TA sensitised on entry into new markets Improve Develop local Tea Promotion Local tea 1 0 0 1 0 0 0 0 3 0 0 MD& market tea promotion strategy promotion TA access strategy developed strategy Carry out Promotional No. of 15 3 3 3 3 3 3 4 6 9 12 MD& promotional activities in the promotional TA activities in the local market activities local market carried out Harmonise Market access Harmonised 1 0 0 0 1 0 0 0 0 6 0 C&S LR&S Market access standards market access standards harmonised Kenyan standard Participate in High-level No. of high- 50 10 10 10 10 10 3 2 4 5 6 MD& high-level trade trade missions level trade TA missions Participated in missions organised by other arms of Kenya Tea, a taste of excellence 64 92 Tea 20/2/2025LL..indd 92 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Government Organise Bilateral No. of 15 3 3 3 3 3 4 4 4 4 4 MD& bilateral engagements Bilateral TA engagements organised engagements Provide a Linkages No. of 20 4 4 4 4 4 1 1 1 1 1 MD& linkage between provided linkages TA buyers and between producers buyers and producers Develop Catalogue Catalogue 1 0 0 1 0 0 0 0 1 0 0 MD& catalogue of all developed TA producers, exporters and buyers Establish an Interactive Interactive 1 0 0 1 0 0 0 0 2 0 0 MD& interactive platform platform TA platform for established buying and selling tea Regular Engagement No. of 20 4 4 4 4 4 1 1 1 1 1 MD& engagement forums engagement TA with tea trade organised forums. logistics companies Sub-total 26 42 79 90 80 Strategic Issue: Compliance with the Tea industry regulatory framework Strategic Goal : Enhanced compliance with tea industry regulatory framework KRA3: Tea Industry Regulation Kenya Tea, a taste of excellence 65 93 Tea 20/2/2025LL..indd 93 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Outcome: Improved compliance with tea industry regulatory framework Strategic Objective 3.1: To strengthen the tea industry regulatory framework Strengthen Develop tea Public No. of public 22 4 6 4 4 4 3 9 8 8 8 LS tea industry participation participation industry regulations undertaken forums regulations including payment model on maximum period and Regulatory No. of 6 1 2 1 1 1 3 6 3 3 3 LS minimum impact Regulatory amount of statements Impact payment of prepared statements Greenleaf Tea industry No. of 6 1 2 1 1 1 4 5 4 4 4 LS regulations regulations developed developed and reviewed Strengthen Develop and Tea Standards No. of 25 5 5 5 5 5 3 3 3 3 3 LR&S tea Review the tea developed and consultative industry standards reviewed forums held regulations No. of tea 1 1 1 1 1 1 1 1 1 1 1 LR&S standards developed and reviewed Develop the Consultative No. of 19 0 9 8 2 0 0 9 8 2 0 LS National tea forums held consultative policy forums held Tea policy Tea Policy 1 0 0 1 0 0 0 0 2 0 0 LS Kenya Tea, a taste of excellence 66 94 Tea 20/2/2025LL..indd 94 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support developed Review and Industry No. of 6 2 3 1 0 0 3 5 2 0 0 LS approve the associations consultative industry self-regulations forums held associations’ instrument self-regulations reviewed Approved 12 2 2 4 4 0 1 1 1 1 0 LS instruments self-regulation instruments Strengthen Compile and Amendments No. of 11 3 4 4 0 0 4 7 7 0 0 LS tea Submit submitted to consultative industry proposed Parliament forums held regulations Amendments to the Tea Act, 2020 Management of Court No. of court 100 20 20 20 20 20 8 8 8 8 8 LS litigations and appearances appearances ADR ADR meetings No. of 5 1 2 1 1 0 1 1 1 1 0 LS consultative meetings held Promote Develop and Regulatory No. of 2 1 1 0 0 0 2 2 0 0 0 LS adherence review the impact Regulatory to good industry statements Impact corporate corporate prepared statements governance governance guidelines Corporate No. of 12 4 4 2 2 0 5 5 3 3 0 LS governance guidelines guidelines published and developed and gazetted reviewed Kenya Tea, a taste of excellence 67 95 Tea 20/2/2025LL..indd 95 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Develop the Public No. of public 12 4 4 2 2 0 2 3 3 3 0 LS Code of participation participation conduct for the undertaken forums held tea industry Regulatory No. of 2 0 0 1 0 1 0 0 3 0 3 LS impact Regulatory statements Impact prepared statements Corporate code Approved 1 1 0 0 0 0 1 0 0 0 0 LS of conduct code of developed conduct Oversee Election of No. of factory 216 0 54 54 54 54 0 34 7 7 8 LS elections of new directors elections smallholder conducted conducted factory directors Develop, review Factory No. of factory 32 8 16 4 0 4 5 9 3 0 3 LS and monitor management management factory agreements agreements management coordinated agreements for regulation Organise tea Tea forums No of forums 3 - - 1 1 1 - - 3 4 4 MD& CC forums organised TA Enhance Undertake Surveillance No. of 80 16 16 16 16 16 2 2 2 2 2 C&S compliance surveillance audits on green quarterly to the Tea Audits on green leaf diversions surveillance Act and leaf diversions undertaken audits on Regulations greenleaf transportation Kenya Tea, a taste of excellence 68 96 Tea 20/2/2025LL..indd 96 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Undertake Surveillance No. of 20 4 4 4 4 4 2 2 2 2 2 C&S surveillance audits on green quarterly Audits on green leaf weighing surveillance leaf weighing falsifications audits on falsifications undertaken green leaf weighing falsifications Undertake Governance No. of 2 0 0 1 0 1 0 0 1 0 1 LS Governance and and Legal Governance Legal Audits of Audits of tea and Legal Tea Factories factories Audits of Tea undertaken Factories Undertake Financial No of 8 0 2 2 2 2 0 1 1 1 1 F IA&R financial audits audits financial on the undertaken audits management agreements to establish compliance levels Undertake Compliance No. of 80 16 16 16 16 16 4 4 4 4 4 C&S compliance monitoring monitoring monitoring inspections in inspections to inspections in tea factories tea factories tea factories undertaken Undertake Compliance No. of 60 12 12 12 12 12 3 3 3 3 3 C&S compliance monitoring monitoring monitoring inspections for inspections inspections for tea traders on tea traders tea traders undertaken Kenya Tea, a taste of excellence 69 97 Tea 20/2/2025LL..indd 97 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Enhance Undertake Surveillance on No. of 20 4 4 4 4 4 1 1 1 1 1 C&S compliance surveillance on unregistered surveillance to the Tea unregistered operators Act and operators undertaken Regulations Sensitize other Sensitization of No. of 30 6 6 6 6 6 2 2 2 2 2 C&S Government enforcement sensitization enforcement agencies meetings with agencies along undertaken other the Border posts Government and ports of enforcement cargo entry/exit agencies Implement Greenleaf % completion 100% 0 100% 0 0 0 0 2 0 0 0 LR&S transporter transporter rate module in IMIS module in IMIS implemented Greenleaf 1 0 0 1 0 0 0 0 2 0 0 LR&S transporters database Establish an Integrated % completion 100 0 50 50 0 0 0 2 2 0 0 LR&S integrated database of tea rate database of tea growers growers established Capacity build Capacity No. of 20 4 4 4 4 4 4 4 4 4 4 CBR& stakeholder building of stakeholder I representatives stakeholder training on industry representatives forums compliance undertaken requirements Kenya Tea, a taste of excellence 70 98 Tea 20/2/2025LL..indd 98 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Licensing and Licensing and Updated 1 1 1 1 1 1 1 1 1 1 1 LR&S Registration of Registration of database of Industry players industry industry players Conduct field Field validation No. of field 60 12 12 12 12 12 6 6 6 6 6 LR&S validation of the visits validation applications for undertaken visits licensing and registration Mapping of the Mapping of the Processing 2 0 0 1 0 1 0 0 3 0 3 CBR& factory processing capacity I processing capacities survey report capacities undertaken Sub-total 71 138 104 74 76 Strategic Issue: Institutional Operational efficiency Strategic Goal : Enhanced institutional operational efficiency KRA4: Institutional Capacity Outcome: Efficient and effective service delivery Strategic Objective 4.1: To strengthen the institutional framework to effectively deliver on its mandate Institutiona Develop Annual No. of signed 5 1 1 1 1 1 1 1 1 1 1 P&S lise performance performance Performance Performan contracts contracts contracts ce developed Manageme nt Undertake Annual No. of 5 1 1 1 1 1 1 1 1 1 1 P&S annual performance performance Kenya Tea, a taste of excellence 71 99 Tea 20/2/2025LL..indd 99 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support performance review reviews review undertaken Number of 10 2 2 2 2 2 3 3 3 3 3 P&S impact assessment surveys on programs and projects Carry out Productivity Productivity 1 0 1 0 0 0 0 3 0 0 0 P&S performance mainstreaming mainstreamin monitoring framework g framework developed Performance No. of 20 4 4 4 4 4 1 1 1 1 1 P&S monitoring Performance undertaken monitoring reports Automate the Performance Automated 1 0 1 0 0 0 0 2 0 0 0 ICT performance management performance management system management system automated system Enhance Review HR HR Number of 3 0 0 3 0 0 0 0 6 0 0 HR&A Staff instruments instruments HR capacity reviewed instruments Undertake TNA TNA and Skills Number of 5 1 1 1 1 1 0 0 0 0 0 HR&A and skills gap audit TNA and analysis undertaken Skills audit reports Develop and Training plan Training plan 5 1 1 1 1 1 0 0 0 0 0 HR&A Kenya Tea, a taste of excellence 72 100 Tea 20/2/2025LL..indd 100 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support implement a developed training plan Training plan Staff trained 100 0 100 100 100 100 0 6 15 15 15 HR&A implemented in % Acquire Equipment % of office 100 10 35 35 10 10 6 7 8 10 10 HR&A equipment procured equipment Recruit and Staff recruited No. of staff 40 0 0 7 13 20 0 0 11 20 40 HR&A place staff and placed recruited Organise staff Staff team N of team 3 0 0 1 1 1 0 0 5 5 5 HR&A team building building building activities activities activities organised Enhance Review ICT ICT policy ICT policy 1 0 1 0 0 0 0 1 0 0 0 ICT digitalizatio policy reviewed n and digitization Review ICT ICT strategy ICT strategy 1 0 0 1 0 0 0 0 1 0 0 ICT strategy reviewed Develop e- e-Board e-Board 1 0 0 1 0 0 0 0 1 0 0 ICT Board platform platform platform developed Digitise citizen- Citizen-facing No. of 24 24 0 0 0 0 1 0 0 0 0 ICT facing and back and back office digitised office services services services digitised Enhance Review Citizen-facing No. of 120 24 24 24 24 24 1 1 1 1 1 ICT digitalizatio Digitised and back office reviewed n and citizen-facing services Kenya Tea, a taste of excellence 73 101 Tea 20/2/2025LL..indd 101 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support digitization and back office reviewed services services Automate Internal Internal 1 1 1 1 1 1 1 11 3 3 3 ICT internal operations systems operations automated automated Implement DR&BCP DR & BCP 1 1 1 1 1 1 1 1 1 1 2 ICT disaster recovery implemented and Business Continuity Plan (DR&BCP) Upgrade and Digitalized No. of 5 0 0 5 5 5 0 0 1 1 1 ICT maintain systems upgraded and digitilized upgraded and maintained systems maintained systems Capacity Staff and % of staff and 100 100 100 100 100 100 2 1 1 1 1 ICT building of staff stakeholders stakeholders and stakeholders trained trained Enhance Undertake Employee No. of 2 0 0 1 0 1 0 0 1 0 1 HR&A employee employee engagement surveys engagemen engagement surveys t surveys undertaken Undertake a Culture change No. of culture 2 0 0 1 0 1 0 0 1 0 1 HR&A culture change programme change audits program undertaken Implement HR HR Level of 80 72 74 76 78 80 1 1 1 1 1 HR&A instruments instruments implementatio Implemented n (%) Kenya Tea, a taste of excellence 74 102 Tea 20/2/2025LL..indd 102 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Implement Staff Staff welfare Level of 90 75 80 83 87 90 2 16 18 21 23 HR&A welfare and program implementatio wellness implemented n (%) programs Undertake Job Job Evaluation No. of staff 120 0 0 60 0 60 0 0 4 0 4 HR&A Evaluation (JE) undertaken trained Job 1 0 0 1 0 0 0 0 5 0 0 HR&A description manual Enhance Develop / Resource Resource 1 0 0 1 0 0 0 0 5 0 0 F financial Review resource mobilisation mobilisation sustainabilit mobilisation strategy strategy y strategy developed Develop Funding No. of 5 1 1 1 1 1 1 1 1 1 2 F funding concepts note funding proposals and developed concepts concepts Funding No. of 5 0 0 3 1 1 0 0 6 3 2 F proposals funding developed proposals Engagement Development No. of 5 0 2 1 1 1 0 3 2 2 2 F with partners Development development engaged partners partners engaged Review the Reviewed fees No. of fees 5 0 0 8 0 0 0 0 4 0 0 F current fees for for reviewed Registration and Registration Kenya Tea, a taste of excellence 75 103 Tea 20/2/2025LL..indd 103 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Licensing and Licensing Develop a Charges No. of 5 0 1 0 0 0 0 3 0 0 0 F proposal for proposal proposals on charges to the developed charges services rendered Develop and Budget Number of 10 2 2 2 2 2 1 3 3 4 4 F review the developed and MTEFs and budget reviewed budgets development and review sessions Approved 5 1 1 1 1 1 0 0 0 0 0 F budget Collection of tea Tea levies and Annual 1600 0 0 400 500 700 0 0 0 0 0 F levies and fees fees collected Income from levies and fees (M, Kshs.) Generate Revenue Amounts 1050 75 75 200 300 400 0 0 0 0 0 F revenue from generated from Generated Appropriation- A-in-A from A-in-A in-Aid (M, Kshs.) Enhance Monitor Monitoring Monthly 60 12 12 12 12 12 0 0 0 0 0 F fiscal utilisation of undertaken Management prudence Board’ funds Accounts Monitor Monitoring No. of 12 0 0 4 4 4 0 0 4 4 4 IA utilisation of the undertaken Projects tea sub-sector Kenya Tea, a taste of excellence 76 104 Tea 20/2/2025LL..indd 104 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support infrastructure Audits development funds Develop finance Finance policy Finance 1 0 1 0 0 0 0 3 0 0 0 F policy and and procedure policy and procedure manual procedure manual developed manual Implement Finance policy PFM standing 1 1 0 0 0 0 0 0 0 0 0 F finance policy and procedure committee and procedure manual manual implemented No. of 5 1 1 1 1 1 2 2 3 3 3 F Annual Financial Reports Strengthen Review policies Policies and No. of 12 0 4 6 2 0 0 3 4 2 0 LR&S Quality and procedure procedure Policies and Manageme manuals manuals procedure nt System reviewed Manuals (QMS) Train and Staff sensitised Number of 55 0 0 50 5 0 0 0 3 1 0 LR&S sensitization of staff staff on QMS sensitised Undertake QMS audit Number of 6 0 0 2 2 2 0 0 1 1 1 LR&S quality undertaken quality management management systems audit systems audits ISO 1 0 0 1 0 0 0 0 3 0 0 LR&S certification Kenya Tea, a taste of excellence 77 105 Tea 20/2/2025LL..indd 105 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Strengthen Review Corporate Corporate 1 0 0 1 0 0 0 0 2 0 0 CC Corporate Corporate communicatio Communicati brand Communication n policy on Policy policy reviewed Implement Corporate CSR plan 5 1 1 1 1 1 0 0 0 0 0 CC Corporate communicatio Communication n policy No. of CSR 5 1 1 1 1 1 2 2 2 2 2 CC policy implemented programs Corporate 100 100 100 100 100 100 2 3 4 5 5 CC identity elements branded (% ) Trade 50 10 10 10 10 10 2 2 5 5 5 CC exhibitions, fairs and customer service week Number of 60 12 12 12 12 12 1 1 2 3 3 CC media coverage Number of 20 4 4 4 4 4 0 1 1 1 1 CC social media campaigns Undertake Brand audit Brand audit 1 0 0 1 1 1 0 0 1 1 1 CC brand visibility survey report audit undertaken Enhance Develop Procurement Procurement 1 0 1 0 0 1 0 1 0 0 1 SC efficiency the procuremen Policies and policy and Kenya Tea, a taste of excellence 78 106 Tea 20/2/2025LL..indd 106 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support in t policy and procedures ma procedure procureme procedure nual developed manual nt process manual Implement Procurement No. of 5 1 1 1 1 1 1 1 1 1 1 SC the procuremen policy and procurement t policy and procedure plans procedure manual manual implemented Compliance No. of 20 4 4 4 4 4 0 0 0 0 0 SC reports compliance submitted reports Prudent Develop and Asset Assets 1 1 0 0 0 0 3 0 0 0 0 CS manageme implement management management nt of assets assets and tenancy and Tenancy management management Policy and tenancy policy policy developed No. of asset 5 1 1 1 1 1 1 1 1 1 1 SC disposal plans No. of 5 1 1 1 1 1 0 0 0 0 0 SC disposal reports Undertake Updated Asset No of asset 1 1 1 1 1 1 0 0 0 0 0 CS assets Register registers identification, tagging and valuation Implement the Guidelines No. of assets 20 4 4 4 4 4 0 0 0 0 0 CS national implemented and liabilities treasury’s Kenya Tea, a taste of excellence 79 107 Tea 20/2/2025LL..indd 107 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support guidelines on reports assets and liabilities management Maintain and Assets register Updated 1 1 1 1 1 1 0 0 0 0 0 CS update assets maintained and Asset Register register updated Improve Review the Citizen Service No. of 5 1 1 1 1 1 0 0 2 0 0 CC service Citizens' Service delivery charter reviews delivery to Delivery Charter reviewed stakeholder s Sensitise staff Sensitization No. of 20 4 4 4 4 4 0 0 0 0 0 CC on the Citizens’ carried out sensitization Service Delivery meetings Sensitise Sensitization No. of 20 4 4 4 4 4 1 1 1 1 1 CC Citizens on carried out sensitization Service Delivery forums Undertake Customer No. of 4 0 1 1 1 1 0 1 1 1 1 CC customer satisfaction customer satisfaction surveys satisfaction surveys undertaken surveys Implement Feedback No of 2 4 4 4 4 4 1 1 1 1 1 CC customer mechanism feedback feedback developed mechanisms mechanisms Monitor and Monitoring No. of reports 20 4 4 4 4 4 0 0 0 0 0 CC report on and reporting on Kenya Tea, a taste of excellence 80 108 Tea 20/2/2025LL..indd 108 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support complaints undertaken Complaints handling handling Process requests Requests No. of reports 20 4 4 4 4 4 0 0 0 0 0 CC on access to processed information Mitigate Review and Approved risk No. of 5 1 1 1 1 1 2 2 2 2 2 IA&R against implement the mitigation plan reviews done risks Risk Management policy Sensitize Board Board No. of 5 1 1 1 1 1 2 2 2 2 2 IA&R members on members Forums risk sensitised on management risk framework management framework Sensitise risk Risk No. of 5 1 1 1 1 1 3 3 3 3 3 IA&R champions champions sensitization sensitised forums for risk champions Undertake Audits Number of 85 17 17 17 17 17 2 3 6 7 9 IA&R audits (Financial undertaken audits audit, Systems audit, compliance audit, Governance Kenya Tea, a taste of excellence 81 109 Tea 20/2/2025LL..indd 109 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support (STQIMP) Tea quality Establish a Tea Quality % Completion 100 0 28 60 12 0 0 12 17 7 0 LR&S assurance Quality Assurance assurance lab rate Laboratory established Undertake quality Quality No. of samples 2010 0 210 300 – 500 1000 0 2 3 6 9 LR&S assessment of assessment of analysed for not made tea made tea quality necessa undertaken ry Sensitize Transporters No. of 20 0 0 8 6 6 0 0 6 3 3 LR&S transporters on sensitised on sensitizations Greenleaf best Greenleaf best practices and practices and standards standards Develop a Traceability % Completion 100 0 0 25 55 20 0 0 15 4 5 ICT MD & Traceability system rate TA system for tea developed from the factory to the warehouse Sub-total 17 27 63 38 41 Strategic Issue: Tea growers’ income Outcome: Increased growers’ income Strategic Objective 1.2: To ensure guaranteed minimum return to the tea growers Promote Conduct the Growers gross No. of 2 0 1 0 1 0 0 4 0 4 0 CBR& FIN cost growers gross margin analysis Surveys I reduction margin analysis conducted undertaken Kenya Tea, a taste of excellence 54 110 Tea 20/2/2025LL..indd 110 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support programs Conduct a A survey No. of 5 0 1 2 1 1 0 2 2 2 2 CBR& P&S survey on alternative surveys I on alternative sources of conducted sources of energy energy conducted Sensitise the Factories and No. of 9 1 2 2 2 2 2 4 4 4 4 CBR& factories and farmers sensitization I farmers on the sensitised forums adoption of alternative sources of energy Sensitise Factories and No. of 9 1 2 2 2 2 2 2 3 3 3 CBR& factories and farmers sensitization I farmers on the sensitised on forums adoption of the adoption of Mechanical Tea Mechanical Harvesting ( Tea harvesting MTH) Sensitise Factories No. of 10 2 2 2 2 2 2 2 2 2 2 CBR& factories on sensitised sensitisation I manufacturing forums operational efficiency Conduct market Survey No. of 3 0 0 1 1 1 0 0 1 1 2 CBR& survey on conducted surveys I manufacturing equipment and supplies Kenya Tea, a taste of excellence 55 111 Tea 20/2/2025LL..indd 111 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Promote Sensitise the Growers and No. of 4 0 0 0 2 2 0 0 0 2 2 CBR& production growers and WAOs Sensitization I and WAOs Sensitised forums productivit on infilling and y replanting enhanceme programs nt programs Cluster growers Growers National 1 0 1 1 1 1 0 1 1 1 1 CBR& ICT along the tea clustered Growers I factories database Growers farm 4 0 1 1 1 1 0 0 0 0 0 CBR& ICT inputs I requirement report Utilisation of Farm inputs 5 1 1 1 1 1 1 1 1 1 1 CBR& P&S farm inputs utilisation I monitored report Sensitize tea Sensitization No. of 10 2 2 2 2 2 1 1 1 1 1 CBR& P&S growers on the forums sensitization I implication of conducted forums land subdivision to uneconomical units Advocacy on Advocacy on No. of 10 2 2 2 2 2 1 1 1 1 1 CBR& P&S land use policy land uses advocacy I implementation conducted forums Advocacy Lobby for Forums No. of 20 4 4 4 4 4 1 2 2 3 4 CEO ALL at National, favorable attended Regional and Regional National, International and Regional and forums Kenya Tea, a taste of excellence 56 112 Tea 20/2/2025LL..indd 112 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Internation International attended al forums policies on tea on matters favorable policies affecting the tea value chain Sub-total 10 20 18 25 23 Strategic Issue: Tea growers’ income Outcome: Climate SMART Tea production and enhanced Social Governance Strategic Objective 1.3: To mainstream climate action and Environmental Social Governance in tea production Promote Conduct a Survey on the No. of 3 0 0 1 1 1 0 0 3 4 4 CBR& Climate survey on the industry surveys I SMART industry carbon carbon conducted Tea footprint footprint production conducted Link growers’ Growers’ Number of 12 0 0 4 4 4 0 0 1 1 1 CBR& with carbon linked to the linkages for I credit schemes carbon credit carbon credit schemes markets No. of factory 9 0 0 3 3 3 0 0 2 2 2 CBR& management I agents linked to the carbon credit markets Promote Capacity build Extension No. of 20 4 4 4 4 4 2 2 2 2 2 CBR& Climate tea extension officers and trainings on I Kenya Tea, a taste of excellence 57 113 Tea 20/2/2025LL..indd 113 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support SMART officers and technical climate action Tea technical managers production managers on trained climate action Capacity build Stakeholders No. of tea 20 4 4 4 4 4 2 2 2 2 2 CBR& MD&T tea stakeholders capacity built stakeholders I A on the adoption of eco- packaging. Sensitize Stakeholders No. of 20 4 4 4 4 4 2 2 2 2 2 CBR& stakeholders on sensitised on stakeholders I the use of the use of sensitization clean/green clean/green meetings energy energy Collaborate with Climate No. of climate 300 0 0 100 100 100 0 0 2 2 2 CBR& research resilient resilient I institutions and seedlings seedlings Counties to distributed distributed in distribute ‘000’ climate resilient seedlings Promote Develop an Environmental Approved 1 0 1 0 0 0 0 3 0 0 0 CBR& Climate environmental sustainability Environment I SMART sustainability policy al Tea policy developed Sustainability production Policy Implement Environmental No. of 8 0 0 0 4 4 0 0 0 4 4 CBR& environmental sustainability sensitization I sustainability policy meetings Kenya Tea, a taste of excellence 58 114 Tea 20/2/2025LL..indd 114 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support policy implemented No. of tree 10000 2000 2000 2000 2000 2000 2 2 2 2 2 CC seedlings distributed and planted No. of factory 80 16 16 16 16 16 2 2 2 2 2 C&S wood fuel sustainability inspections conducted Review Policy No. of 1 0 0 0 0 1 0 0 0 0 2 CBR& environmental Reviewed reviews I sustainability policy Mainstream Develop Public No. of public 15 0 0 15 0 0 0 0 14 0 0 P&S LS Environme Environmental participation participation ntal and Social on ESG forums Social Governance conducted Governanc (ESG) policy e in tea ESG policy ESG policy 1 0 0 1 0 0 0 0 5 0 0 P&S LS developed production Sensitize Sensitization No. of 15 0 0 15 0 0 0 0 5 0 0 CBR& LS stakeholders on conducted sensitization I ESG policy programs Undertake ESG ESG Audit No. of audits 16 0 4 4 4 4 0 4 4 4 4 P&S C&S Audit in undertaken factories and tea farms Kenya Tea, a taste of excellence 59 115 Tea 20/2/2025LL..indd 115 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Sub-Total 10 13 46 27 29 Strategic Issue: Tea value addition and market expansion Strategic Goal : Enhanced tea value addition and market expansion KRA2: Tea value addition and market development Outcome: Increased level of value addition Strategic Objective 2.1: To facilitate value addition in tea Promote Develop and Value addition No. of 2 0 2 0 0 0 0 3 0 0 0 MD& incentives review strategy strategy consultative TA for value for value developed and forums addition addition reviewed Value 1 0 1 0 0 0 0 1 0 0 0 MD& addition TA strategy Establish a Concept note Approved 1 1 0 0 0 0 3 0 0 0 0 MD& Common User developed concept note TA Facility CUF funding No. of 5 0 1 2 1 1 0 2 6 3 3 MD& proposals funding TA developed proposals Space allocated No. of Acres 10 0 0 10 0 0 0 0 5 0 0 MD& for leased TA establishment of CUF Promote Establish a Special No. of 2 0 0 2 0 0 0 0 5 0 0 MD& incentives Common User Economic Licences TA for value Facility Zones (SEZ) acquired addition developer Kenya Tea, a taste of excellence 60 116 Tea 20/2/2025LL..indd 116 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support licence acquired Layout for the No. of 1 0 0 1 0 0 0 0 50 0 0 MD& CUF designed Designs TA CUF % completion 100 0 0 10 50 30 0 0 900 300 300 MD& constructed rate TA Premises for No. of 20 0 0 5 10 5 0 0 100 200 100 MD& the CUF Premises for TA auxiliary auxiliary services services constructed Acquire Equipment No. of 40 0 0 20 10 10 0 0 1200 500 500 MD& equipment for acquired/lease equipment TA Value addition d acquired Promote Establish of Warehousing No. of 6 0 0 3 2 1 0 0 36 24 12 MD& incentives common user facilities warehousing TA for value warehousing established in hubs addition hub and key markets distribution logistics for value added Kenya tea Participate in Participated in No. of 15 3 3 3 3 3 9 9 9 9 9 MD& exhibitions to exhibitions to exhibitions to TA promote value promote value promote value added teas added teas added teas Capacity build MSMEs No. of 294 0 0 98 98 98 0 0 9 9 9 MD& CBR&I MSMEs on capacity built MSMEs Kenya Tea, a taste of excellence 61 117 Tea 20/2/2025LL..indd 117 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support value addition on value trained on TA addition value addition Capacity build MSMEs No. of 100 20 20 20 20 20 2 2 2 2 2 MD& CBR&I MSMEs on capacity built MSMEs TA product on product trained on development diversification product and diversification diversification Promote a Undertake Mark Branding No. of 110 10 13 20 37 30 1 2 3 4 3 MD& CBR&I global of Origin Kenya tea Audits TA brand Certification and using the identity for Recertification Kenya Tea Kenya tea Audits Mark of Origin Redesign the Mark of Origin No. of 5 0 0 5 0 0 0 0 3 0 0 MD& CBR&I Mark of Origin redesigned consultative TA meetings Redesigned 1 0 0 1 0 0 0 0 1 0 0 MD& CBR&I Mark of TA Origin Map tea Geographical No. of 5 1 1 1 1 1 2 2 2 2 2 MD& CBR&I Geographical Indications Geographical TA Indications (GI) mapped Indications Sensitise Stakeholders No. of 5 1 1 1 1 1 2 2 2 2 2 MD& CBR&I stakeholders on sensitised forums TA Geographical Indications requirements Kenya Tea, a taste of excellence 62 118 Tea 20/2/2025LL..indd 118 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Registration of Geographical Geographical 1 0 0 0 1 0 0 0 0 10 0 MD& CBR&I Geographical Indications Indications TA Indications in registered certificate the market Undertake Geographical No. of 10 0 2 4 3 1 0 4 10 8 5 MD& CBR&I promotional Indications Geographical TA activities on promoted Indications Geographical profiled and Indications promoted Sub-total 19 27 2343 1073 947 Outcome: Enhanced global market share Strategic Objective 2.2: To enhance market access and integration into global value chains Improve Develop tea Promotional No. of 15 3 3 3 3 3 6 4 12 12 12 MD& market promotional strategies tea market TA access strategies for markets intelligence targeted developed conducted international markets No. of 15 4 6 3 2 0 4 7 15 12 0 MD& promotional TA strategies developed Tea No. of 10 0 3 3 2 2 0 15 20 25 30 MD& promotional promotional TA activities activities implemented Undertake Trade missions No. of trade 50 10 10 10 10 10 4 4 5 8 10 MD& Scheduled trade undertaken missions TA Kenya Tea, a taste of excellence 63 119 Tea 20/2/2025LL..indd 119 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support missions Capacity build Stakeholders No. of 70 0 0 15 45 10 0 0 2 4 2 MD& stakeholders on capacity built stakeholders TA entry into new trained on tea markets promotion and export readiness No. of 70 0 0 15 45 10 0 0 3 3 2 MD& stakeholders TA sensitised on entry into new markets Improve Develop local Tea Promotion Local tea 1 0 0 1 0 0 0 0 3 0 0 MD& market tea promotion strategy promotion TA access strategy developed strategy Carry out Promotional No. of 15 3 3 3 3 3 3 4 6 9 12 MD& promotional activities in the promotional TA activities in the local market activities local market carried out Harmonise Market access Harmonised 1 0 0 0 1 0 0 0 0 6 0 C&S LR&S Market access standards market access standards harmonised Kenyan standard Participate in High-level No. of high- 50 10 10 10 10 10 3 2 4 5 6 MD& high-level trade trade missions level trade TA missions Participated in missions organised by other arms of Kenya Tea, a taste of excellence 64 120 Tea 20/2/2025LL..indd 120 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Government Organise Bilateral No. of 15 3 3 3 3 3 4 4 4 4 4 MD& bilateral engagements Bilateral TA engagements organised engagements Provide a Linkages No. of 20 4 4 4 4 4 1 1 1 1 1 MD& linkage between provided linkages TA buyers and between producers buyers and producers Develop Catalogue Catalogue 1 0 0 1 0 0 0 0 1 0 0 MD& catalogue of all developed TA producers, exporters and buyers Establish an Interactive Interactive 1 0 0 1 0 0 0 0 2 0 0 MD& interactive platform platform TA platform for established buying and selling tea Regular Engagement No. of 20 4 4 4 4 4 1 1 1 1 1 MD& engagement forums engagement TA with tea trade organised forums. logistics companies Sub-total 26 42 79 90 80 Strategic Issue: Compliance with the Tea industry regulatory framework Strategic Goal : Enhanced compliance with tea industry regulatory framework KRA3: Tea Industry Regulation Kenya Tea, a taste of excellence 65 121 Tea 20/2/2025LL..indd 121 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Outcome: Improved compliance with tea industry regulatory framework Strategic Objective 3.1: To strengthen the tea industry regulatory framework Strengthen Develop tea Public No. of public 22 4 6 4 4 4 3 9 8 8 8 LS tea industry participation participation industry regulations undertaken forums regulations including payment model on maximum period and Regulatory No. of 6 1 2 1 1 1 3 6 3 3 3 LS minimum impact Regulatory amount of statements Impact payment of prepared statements Greenleaf Tea industry No. of 6 1 2 1 1 1 4 5 4 4 4 LS regulations regulations developed developed and reviewed Strengthen Develop and Tea Standards No. of 25 5 5 5 5 5 3 3 3 3 3 LR&S tea Review the tea developed and consultative industry standards reviewed forums held regulations No. of tea 1 1 1 1 1 1 1 1 1 1 1 LR&S standards developed and reviewed Develop the Consultative No. of 19 0 9 8 2 0 0 9 8 2 0 LS National tea forums held consultative policy forums held Tea policy Tea Policy 1 0 0 1 0 0 0 0 2 0 0 LS Kenya Tea, a taste of excellence 66 122 Tea 20/2/2025LL..indd 122 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support developed Review and Industry No. of 6 2 3 1 0 0 3 5 2 0 0 LS approve the associations consultative industry self-regulations forums held associations’ instrument self-regulations reviewed Approved 12 2 2 4 4 0 1 1 1 1 0 LS instruments self-regulation instruments Strengthen Compile and Amendments No. of 11 3 4 4 0 0 4 7 7 0 0 LS tea Submit submitted to consultative industry proposed Parliament forums held regulations Amendments to the Tea Act, 2020 Management of Court No. of court 100 20 20 20 20 20 8 8 8 8 8 LS litigations and appearances appearances ADR ADR meetings No. of 5 1 2 1 1 0 1 1 1 1 0 LS consultative meetings held Promote Develop and Regulatory No. of 2 1 1 0 0 0 2 2 0 0 0 LS adherence review the impact Regulatory to good industry statements Impact corporate corporate prepared statements governance governance guidelines Corporate No. of 12 4 4 2 2 0 5 5 3 3 0 LS governance guidelines guidelines published and developed and gazetted reviewed Kenya Tea, a taste of excellence 67 123 Tea 20/2/2025LL..indd 123 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Develop the Public No. of public 12 4 4 2 2 0 2 3 3 3 0 LS Code of participation participation conduct for the undertaken forums held tea industry Regulatory No. of 2 0 0 1 0 1 0 0 3 0 3 LS impact Regulatory statements Impact prepared statements Corporate code Approved 1 1 0 0 0 0 1 0 0 0 0 LS of conduct code of developed conduct Oversee Election of No. of factory 216 0 54 54 54 54 0 34 7 7 8 LS elections of new directors elections smallholder conducted conducted factory directors Develop, review Factory No. of factory 32 8 16 4 0 4 5 9 3 0 3 LS and monitor management management factory agreements agreements management coordinated agreements for regulation Organise tea Tea forums No of forums 3 - - 1 1 1 - - 3 4 4 MD& CC forums organised TA Enhance Undertake Surveillance No. of 80 16 16 16 16 16 2 2 2 2 2 C&S compliance surveillance audits on green quarterly to the Tea Audits on green leaf diversions surveillance Act and leaf diversions undertaken audits on Regulations greenleaf transportation Kenya Tea, a taste of excellence 68 124 Tea 20/2/2025LL..indd 124 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Undertake Surveillance No. of 20 4 4 4 4 4 2 2 2 2 2 C&S surveillance audits on green quarterly Audits on green leaf weighing surveillance leaf weighing falsifications audits on falsifications undertaken green leaf weighing falsifications Undertake Governance No. of 2 0 0 1 0 1 0 0 1 0 1 LS Governance and and Legal Governance Legal Audits of Audits of tea and Legal Tea Factories factories Audits of Tea undertaken Factories Undertake Financial No of 8 0 2 2 2 2 0 1 1 1 1 F IA&R financial audits audits financial on the undertaken audits management agreements to establish compliance levels Undertake Compliance No. of 80 16 16 16 16 16 4 4 4 4 4 C&S compliance monitoring monitoring monitoring inspections in inspections to inspections in tea factories tea factories tea factories undertaken Undertake Compliance No. of 60 12 12 12 12 12 3 3 3 3 3 C&S compliance monitoring monitoring monitoring inspections for inspections inspections for tea traders on tea traders tea traders undertaken Kenya Tea, a taste of excellence 69 125 Tea 20/2/2025LL..indd 125 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Enhance Undertake Surveillance on No. of 20 4 4 4 4 4 1 1 1 1 1 C&S compliance surveillance on unregistered surveillance to the Tea unregistered operators Act and operators undertaken Regulations Sensitize other Sensitization of No. of 30 6 6 6 6 6 2 2 2 2 2 C&S Government enforcement sensitization enforcement agencies meetings with agencies along undertaken other the Border posts Government and ports of enforcement cargo entry/exit agencies Implement Greenleaf % completion 100% 0 100% 0 0 0 0 2 0 0 0 LR&S transporter transporter rate module in IMIS module in IMIS implemented Greenleaf 1 0 0 1 0 0 0 0 2 0 0 LR&S transporters database Establish an Integrated % completion 100 0 50 50 0 0 0 2 2 0 0 LR&S integrated database of tea rate database of tea growers growers established Capacity build Capacity No. of 20 4 4 4 4 4 4 4 4 4 4 CBR& stakeholder building of stakeholder I representatives stakeholder training on industry representatives forums compliance undertaken requirements Kenya Tea, a taste of excellence 70 126 Tea 20/2/2025LL..indd 126 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Licensing and Licensing and Updated 1 1 1 1 1 1 1 1 1 1 1 LR&S Registration of Registration of database of Industry players industry industry players Conduct field Field validation No. of field 60 12 12 12 12 12 6 6 6 6 6 LR&S validation of the visits validation applications for undertaken visits licensing and registration Mapping of the Mapping of the Processing 2 0 0 1 0 1 0 0 3 0 3 CBR& factory processing capacity I processing capacities survey report capacities undertaken Sub-total 71 138 104 74 76 Strategic Issue: Institutional Operational efficiency Strategic Goal : Enhanced institutional operational efficiency KRA4: Institutional Capacity Outcome: Efficient and effective service delivery Strategic Objective 4.1: To strengthen the institutional framework to effectively deliver on its mandate Institutiona Develop Annual No. of signed 5 1 1 1 1 1 1 1 1 1 1 P&S lise performance performance Performance Performan contracts contracts contracts ce developed Manageme nt Undertake Annual No. of 5 1 1 1 1 1 1 1 1 1 1 P&S annual performance performance Kenya Tea, a taste of excellence 71 127 Tea 20/2/2025LL..indd 127 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support performance review reviews review undertaken Number of 10 2 2 2 2 2 3 3 3 3 3 P&S impact assessment surveys on programs and projects Carry out Productivity Productivity 1 0 1 0 0 0 0 3 0 0 0 P&S performance mainstreaming mainstreamin monitoring framework g framework developed Performance No. of 20 4 4 4 4 4 1 1 1 1 1 P&S monitoring Performance undertaken monitoring reports Automate the Performance Automated 1 0 1 0 0 0 0 2 0 0 0 ICT performance management performance management system management system automated system Enhance Review HR HR Number of 3 0 0 3 0 0 0 0 6 0 0 HR&A Staff instruments instruments HR capacity reviewed instruments Undertake TNA TNA and Skills Number of 5 1 1 1 1 1 0 0 0 0 0 HR&A and skills gap audit TNA and analysis undertaken Skills audit reports Develop and Training plan Training plan 5 1 1 1 1 1 0 0 0 0 0 HR&A Kenya Tea, a taste of excellence 72 128 Tea 20/2/2025LL..indd 128 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support implement a developed training plan Training plan Staff trained 100 0 100 100 100 100 0 6 15 15 15 HR&A implemented in % Acquire Equipment % of office 100 10 35 35 10 10 6 7 8 10 10 HR&A equipment procured equipment Recruit and Staff recruited No. of staff 40 0 0 7 13 20 0 0 11 20 40 HR&A place staff and placed recruited Organise staff Staff team N of team 3 0 0 1 1 1 0 0 5 5 5 HR&A team building building building activities activities activities organised Enhance Review ICT ICT policy ICT policy 1 0 1 0 0 0 0 1 0 0 0 ICT digitalizatio policy reviewed n and digitization Review ICT ICT strategy ICT strategy 1 0 0 1 0 0 0 0 1 0 0 ICT strategy reviewed Develop e- e-Board e-Board 1 0 0 1 0 0 0 0 1 0 0 ICT Board platform platform platform developed Digitise citizen- Citizen-facing No. of 24 24 0 0 0 0 1 0 0 0 0 ICT facing and back and back office digitised office services services services digitised Enhance Review Citizen-facing No. of 120 24 24 24 24 24 1 1 1 1 1 ICT digitalizatio Digitised and back office reviewed n and citizen-facing services Kenya Tea, a taste of excellence 73 129 Tea 20/2/2025LL..indd 129 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support digitization and back office reviewed services services Automate Internal Internal 1 1 1 1 1 1 1 11 3 3 3 ICT internal operations systems operations automated automated Implement DR&BCP DR & BCP 1 1 1 1 1 1 1 1 1 1 2 ICT disaster recovery implemented and Business Continuity Plan (DR&BCP) Upgrade and Digitalized No. of 5 0 0 5 5 5 0 0 1 1 1 ICT maintain systems upgraded and digitilized upgraded and maintained systems maintained systems Capacity Staff and % of staff and 100 100 100 100 100 100 2 1 1 1 1 ICT building of staff stakeholders stakeholders and stakeholders trained trained Enhance Undertake Employee No. of 2 0 0 1 0 1 0 0 1 0 1 HR&A employee employee engagement surveys engagemen engagement surveys t surveys undertaken Undertake a Culture change No. of culture 2 0 0 1 0 1 0 0 1 0 1 HR&A culture change programme change audits program undertaken Implement HR HR Level of 80 72 74 76 78 80 1 1 1 1 1 HR&A instruments instruments implementatio Implemented n (%) Kenya Tea, a taste of excellence 74 130 Tea 20/2/2025LL..indd 130 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Implement Staff Staff welfare Level of 90 75 80 83 87 90 2 16 18 21 23 HR&A welfare and program implementatio wellness implemented n (%) programs Undertake Job Job Evaluation No. of staff 120 0 0 60 0 60 0 0 4 0 4 HR&A Evaluation (JE) undertaken trained Job 1 0 0 1 0 0 0 0 5 0 0 HR&A description manual Enhance Develop / Resource Resource 1 0 0 1 0 0 0 0 5 0 0 F financial Review resource mobilisation mobilisation sustainabilit mobilisation strategy strategy y strategy developed Develop Funding No. of 5 1 1 1 1 1 1 1 1 1 2 F funding concepts note funding proposals and developed concepts concepts Funding No. of 5 0 0 3 1 1 0 0 6 3 2 F proposals funding developed proposals Engagement Development No. of 5 0 2 1 1 1 0 3 2 2 2 F with partners Development development engaged partners partners engaged Review the Reviewed fees No. of fees 5 0 0 8 0 0 0 0 4 0 0 F current fees for for reviewed Registration and Registration Kenya Tea, a taste of excellence 75 131 Tea 20/2/2025LL..indd 131 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Licensing and Licensing Develop a Charges No. of 5 0 1 0 0 0 0 3 0 0 0 F proposal for proposal proposals on charges to the developed charges services rendered Develop and Budget Number of 10 2 2 2 2 2 1 3 3 4 4 F review the developed and MTEFs and budget reviewed budgets development and review sessions Approved 5 1 1 1 1 1 0 0 0 0 0 F budget Collection of tea Tea levies and Annual 1600 0 0 400 500 700 0 0 0 0 0 F levies and fees fees collected Income from levies and fees (M, Kshs.) Generate Revenue Amounts 1050 75 75 200 300 400 0 0 0 0 0 F revenue from generated from Generated Appropriation- A-in-A from A-in-A in-Aid (M, Kshs.) Enhance Monitor Monitoring Monthly 60 12 12 12 12 12 0 0 0 0 0 F fiscal utilisation of undertaken Management prudence Board’ funds Accounts Monitor Monitoring No. of 12 0 0 4 4 4 0 0 4 4 4 IA utilisation of the undertaken Projects tea sub-sector Kenya Tea, a taste of excellence 76 132 Tea 20/2/2025LL..indd 132 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support infrastructure Audits development funds Develop finance Finance policy Finance 1 0 1 0 0 0 0 3 0 0 0 F policy and and procedure policy and procedure manual procedure manual developed manual Implement Finance policy PFM standing 1 1 0 0 0 0 0 0 0 0 0 F finance policy and procedure committee and procedure manual manual implemented No. of 5 1 1 1 1 1 2 2 3 3 3 F Annual Financial Reports Strengthen Review policies Policies and No. of 12 0 4 6 2 0 0 3 4 2 0 LR&S Quality and procedure procedure Policies and Manageme manuals manuals procedure nt System reviewed Manuals (QMS) Train and Staff sensitised Number of 55 0 0 50 5 0 0 0 3 1 0 LR&S sensitization of staff staff on QMS sensitised Undertake QMS audit Number of 6 0 0 2 2 2 0 0 1 1 1 LR&S quality undertaken quality management management systems audit systems audits ISO 1 0 0 1 0 0 0 0 3 0 0 LR&S certification Kenya Tea, a taste of excellence 77 133 Tea 20/2/2025LL..indd 133 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Strengthen Review Corporate Corporate 1 0 0 1 0 0 0 0 2 0 0 CC Corporate Corporate communicatio Communicati brand Communication n policy on Policy policy reviewed Implement Corporate CSR plan 5 1 1 1 1 1 0 0 0 0 0 CC Corporate communicatio Communication n policy No. of CSR 5 1 1 1 1 1 2 2 2 2 2 CC policy implemented programs Corporate 100 100 100 100 100 100 2 3 4 5 5 CC identity elements branded (% ) Trade 50 10 10 10 10 10 2 2 5 5 5 CC exhibitions, fairs and customer service week Number of 60 12 12 12 12 12 1 1 2 3 3 CC media coverage Number of 20 4 4 4 4 4 0 1 1 1 1 CC social media campaigns Undertake Brand audit Brand audit 1 0 0 1 1 1 0 0 1 1 1 CC brand visibility survey report audit undertaken Enhance Develop Procurement Procurement 1 0 1 0 0 1 0 1 0 0 1 SC efficiency the procuremen Policies and policy and Kenya Tea, a taste of excellence 78 134 Tea 20/2/2025LL..indd 134 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support in t policy and procedures ma procedure procureme procedure nual developed manual nt process manual Implement Procurement No. of 5 1 1 1 1 1 1 1 1 1 1 SC the procuremen policy and procurement t policy and procedure plans procedure manual manual implemented Compliance No. of 20 4 4 4 4 4 0 0 0 0 0 SC reports compliance submitted reports Prudent Develop and Asset Assets 1 1 0 0 0 0 3 0 0 0 0 CS manageme implement management management nt of assets assets and tenancy and Tenancy management management Policy and tenancy policy policy developed No. of asset 5 1 1 1 1 1 1 1 1 1 1 SC disposal plans No. of 5 1 1 1 1 1 0 0 0 0 0 SC disposal reports Undertake Updated Asset No of asset 1 1 1 1 1 1 0 0 0 0 0 CS assets Register registers identification, tagging and valuation Implement the Guidelines No. of assets 20 4 4 4 4 4 0 0 0 0 0 CS national implemented and liabilities treasury’s Kenya Tea, a taste of excellence 79 135 Tea 20/2/2025LL..indd 135 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support guidelines on reports assets and liabilities management Maintain and Assets register Updated 1 1 1 1 1 1 0 0 0 0 0 CS update assets maintained and Asset Register register updated Improve Review the Citizen Service No. of 5 1 1 1 1 1 0 0 2 0 0 CC service Citizens' Service delivery charter reviews delivery to Delivery Charter reviewed stakeholder s Sensitise staff Sensitization No. of 20 4 4 4 4 4 0 0 0 0 0 CC on the Citizens’ carried out sensitization Service Delivery meetings Sensitise Sensitization No. of 20 4 4 4 4 4 1 1 1 1 1 CC Citizens on carried out sensitization Service Delivery forums Undertake Customer No. of 4 0 1 1 1 1 0 1 1 1 1 CC customer satisfaction customer satisfaction surveys satisfaction surveys undertaken surveys Implement Feedback No of 2 4 4 4 4 4 1 1 1 1 1 CC customer mechanism feedback feedback developed mechanisms mechanisms Monitor and Monitoring No. of reports 20 4 4 4 4 4 0 0 0 0 0 CC report on and reporting on Kenya Tea, a taste of excellence 80 136 Tea 20/2/2025LL..indd 136 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support complaints undertaken Complaints handling handling Process requests Requests No. of reports 20 4 4 4 4 4 0 0 0 0 0 CC on access to processed information Mitigate Review and Approved risk No. of 5 1 1 1 1 1 2 2 2 2 2 IA&R against implement the mitigation plan reviews done risks Risk Management policy Sensitize Board Board No. of 5 1 1 1 1 1 2 2 2 2 2 IA&R members on members Forums risk sensitised on management risk framework management framework Sensitise risk Risk No. of 5 1 1 1 1 1 3 3 3 3 3 IA&R champions champions sensitization sensitised forums for risk champions Undertake Audits Number of 85 17 17 17 17 17 2 3 6 7 9 IA&R audits (Financial undertaken audits audit, Systems audit, compliance audit, Governance Kenya Tea, a taste of excellence 81 137 Tea 20/2/2025LL..indd 137 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support audit) Strengthen Develop and Board Charter Board 1 1 0 0 0 1 2 0 0 0 0 LS TBK review Board a developed Charter Corporate Charter Governanc e Board charter No. of 1 0 0 0 0 1 0 0 0 0 3 LS reviewed reviews Develop TBK Almanac No. of 5 1 1 1 1 1 0 0 0 0 0 LS Board Almanac developed Board Almanac Capacity Build Capacity Number of 20 4 4 4 4 4 3 4 5 5 6 LS TBK Board building Trainings Members conducted conducted Carry out TBK Board No. of Board 5 1 1 1 1 1 2 2 3 3 3 LS Board Members evaluations performance evaluated evaluation. Hold TBK Board No. Board 40 8 8 8 8 8 8 14 15 17 18 LS Board meetings meetings held meetings held Coordinate Election of No. of 6 3 0 3 0 0 2 3 4 5 6 LS election of new directors Elections Board Members conducted conducted of TBK Develop Policies No of policies 21 0 3 6 6 6 0 2 2 2 2 CS ALL functional developed policies Sub-total 66 133 195 174 210 Kenya Tea, a taste of excellence 82 138 Tea 20/2/2025LL..indd 138 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategy Key Activities Expected Output Target Target Budget (KSh. Mn) Responsibility Output Indicators for 5 years Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5 Lead Support Kenya Tea, a taste of excellence 83 139 Tea 20/2/2025LL..indd 139 03/06/2025 15:13 Kenya Tea, a taste of excellence

Appendix II: Annual Work Plan Strategic Issue: Tea growers’ income Strategic Goal : Improved growers’ income KRA1: Farm level income Outcome: Enhanced quality of tea Strategic Objective 1.1: To enhance quality of Kenya tea Target Budget (KSh. Mn) Responsibility Strategy Key Activities Expected Output Output Indicators Annual Q1 Q2 Q3 Q4 Annual Q1 Q2 Q3 Q4 Lead Support Develop and review the No. of Tea Growers, TBK Tea growers hand Tea Growers Tea Manufacturing, MD&TA, CBR&I, 3 0 0 3 0 5 0 0 5 0 book on GAPs, GMPs handbook developed Tea trading practices P&S and GTPs handbooks Capacity build the Tea Extension Services Assistants (TESAs) and TESAs and WAOs No. of capacity Ward Agricultural Officers 8 2 2 2 2 4 1 1 1 1 CBR&I capacity built. building Forums (WAOs) on Good Agricultural Practices (GAPs) Capacity build technical Technical managers managers on Good No. of capacity capacity built in 2 0 1 0 1 2 0 1 0 1 CBR&I Manufacturing Practices building forums GMPs (GMPs) Capacity build the traders Traders capacity built No. of capacity on Good Trading 4 0 0 2 2 2 0 0 1 1 MD&TA Tea quality in GTPs building forums Practices (GTP) assurance Tea classes Conduct tea classes No. of Tea Classes competitions 1 1 0 0 0 2 2 0 0 0 CBR&I LR&S competition Competition conducted Implement Strategic Tea STQIMP No. of tea factories Quality Improvement 15 0 5 5 5 3 0 1 1 1 CBR&I LR&S implemented under STQIMP Program (STQIMP) Strategic Issue: Tea growers’ income Outcome: Increased growers’ income Kenya Tea, a taste of excellence 84 140 Tea 20/2/2025LL..indd 140 03/06/2025 15:13 Kenya Tea, a taste of excellence Strategic Objective 1.2: To ensure guaranteed minimum return to the tea growers Sensitise the factories and farmers on the adoption Factories and No. of sensitization 1 0 0 0 1 2 0 0 0 2 CBR&I of alternative sources of farmers sensitised forums energy Factories and Sensitise factories and farmers sensitised on farmers on the adoption No. of sensitization the adoption of 1 0 0 0 1 2 0 0 0 2 CBR&I of Mechanical Tea forums Mechanical Tea Harvesting( MTH) harvesting Sensitise factories on No. of sensitisation manufacturing operational Factories sensitised 2 0 1 0 1 2 0 1 0 1 CBR&I forums efficiency Utilisation of farm Farm inputs Monitor farm inputs 1 0 0 1 0 0 0 0 0 0 CBR&I P&S inputs monitored utilisation report Participate in National, Advocacy on Regional and International No. of Collaboration favorable policies Forums attended 5 1 1 1 2 10 2 2 2 4 CEO ALL forums on tea related forums attended on tea matters policy matters Target Budget (KSh. Mn) Responsibility Strategy Key Activities Expected Output Output Indicators Y1 Y1 Lead Support Strategic Issue: Tea growers’ income Outcome: Climate SMART Tea production and enhanced Social Governance Strategic Objective 1.3: To mainstream climate action and Environmental Social Governance in tea production Capacity build tea Extension officers extension officers and No. of trainings on and technical 4 0 2 0 2 2 0 1 0 1 CBR&I technical managers on climate action managers trained climate action Capacity build tea stakeholders on the Stakeholders capacity No. of tea 4 0 0 2 2 2 0 0 1 1 CBR&I MD&TA adoption of eco- built stakeholders packaging. Sensitize stakeholders on Stakeholders No. of stakeholders 4 0 2 0 2 2 0 1 0 1 CBR&I the use of clean/green sensitised on the use sensitization Kenya Tea, a taste of excellence 85 141 Tea 20/2/2025LL..indd 141 03/06/2025 15:13 Kenya Tea, a taste of excellence energy of clean/green meetings energy No. of tree seedlings distributed and 2000 0 0 2000 0 2 0 0 2 0 CC planted No. of factory wood fuel sustainability 16 4 4 4 4 2 0.5 0.5 0.5 0.5 C&S inspections conducted Strategic Issue: Tea value addition and market expansion Strategic Goal : Enhanced tea value addition and market expansion KRA2: Tea value addition and market development Outcome: Increased level of value addition Strategic Objective 2.1: To facilitate value addition in tea Target Budget (KSh. Mn) Responsibility Strategy Key Activities Expected Output Output Indicators Y1 Q1 Q2 Q3 Q4 Y1 Q1 Q2 Q3 Q4 Lead Support Promote Establish a Common User Concept note Approved concept incentives for 1 1 0 0 0 4 4 0 0 0 MD&TA Facility developed note value addition Participated in Participate in exhibitions No. of exhibitions to exhibitions to to promote value added promote value added 3 0 0 3 0 9 0 0 9 0 MD&TA promote value added teas teas teas Capacity build MSMEs capacity No. of MSMEs MSMEs on product built on product trained on product 20 5 5 5 5 2 0.5 0.5 0.5 0.5 MD&TA CBR&I diversification diversification diversification Undertake Mark of Origin Branding Kenya tea Certification and using the Kenya Tea No. of Audits 10 2 3 3 2 1 0.2 0.3 0.3 0.2 MD&TA CBR&I Promote a global Recertification Audits Mark of brand identity for Kenya tea Map tea Geographical Geographical No. of Geographical 1 0 0 1 0 2 0 0 2 0 MD&TA CBR&I Indications (GI) Indications mapped Indications Sensitise stakeholders on Stakeholders No. of forums 1 0 0 0 1 2 0 0 0 2 MD&TA CBR&I Kenya Tea, a taste of excellence 86 142 Tea 20/2/2025LL..indd 142 03/06/2025 15:13 Kenya Tea, a taste of excellence Geographical Indications sensitised requirements Outcome: Enhanced global market share Strategic Objective 2.2: To enhance market access and integration into global value chains No. of market Promotional intelligence 3 0 1 2 0 15 0 5 10 0 MD&TA Promote ease of Develop tea promotional strategies tea markets conducted market access strategies for the markets developed No. of promotional 4 1 1 1 1 13 4 3 3 3 MD&TA strategies developed Undertake Scheduled Trade missions No. of trade 10 2 3 3 2 4 0.8 1.2 1.2 0.8 MD&TA trade missions undertaken missions Carry out promotional Promotional No. of promotional activities in the local activities in the local 3 0 1 1 1 10 0 4 3 3 MD&TA activities market market carried out Participate in high-level High-level trade trade missions organised No. of high-level missions Participated 10 2 2 3 3 4 0.8 0.8 1.2 1.2 MD&TA by other arms of trade missions in Government Bilateral Organise bilateral No. of Bilateral engagements 3 0 1 0 2 4 0 1.3 0 2.7 MD&TA engagements engagements organised Annual Q1 Q2 Q3 Q4 Annual Q1 Q2 Q3 Q4 Responsibility Support Strategy Key Activities Expected Output Output Indicators Lead Strategic Issue: Compliance with the Tea industry regulatory framework Strategic Goal : Enhanced compliance with tea industry regulatory framework KRA3: Tea Industry Regulation Outcome: Improved compliance with tea industry regulatory framework Strategic Objective 3.1: To strengthen the tea industry regulatory framework Strengthen tea Public participation No. of public industry 4 1 1 1 1 3 0.75 0.75 0.75 0.75 LS Develop tea industry undertaken participation forums regulations regulations Regulatory impact No. of Regulatory 1 1 0 0 0 3 3 0 0 0 LS statements prepared Impact statements Kenya Tea, a taste of excellence 87 143 Tea 20/2/2025LL..indd 143 03/06/2025 15:13 Kenya Tea, a taste of excellence Tea industry No. of regulations regulations developed and 1 1 0 0 0 4 4 0 0 0 LS developed reviewed No. of consultative 5 1 1 3 0 3 0.6 0.6 1.8 0 LS forums held Tea Standards Develop and Review the developed and No. of tea standards tea standards reviewed developed and 1 0 0 0 1 1 0 0 0 1 LS reviewed Develop the National tea Consultative forums No. of consultative 2 0 0 1 1 3 0 0 1.5 1.5 LS policy held forums held No. of consultative 2 1 0 1 0 3 1.5 0 1.5 0 LS Review and approve the Industry associations forums held industry associations’ self- self-regulations Approved self- regulations instruments instrument reviewed regulation 2 0 1 0 1 1 0 0.5 0 0.5 LS instruments Compile and Submit Amendments No. of consultative proposed Amendments to submitted to 3 1 2 0 0 4 1.4 2.6 0 0 LS forums held the Tea Act, 2020 Parliament No. of court Participate in litigations Court appearances 20 5 5 5 5 10 2.5 2.5 2.5 2.5 LS appearances Participate in alternative No. of consultative Dispute Resolutions ADR meetings 1 1 0 0 0 1 1 0 0 0 LS meetings held (ADR) Regulatory impact No. of Regulatory 1 0 0 1 0 2 0 0 2 0 LS statements prepared Impact statements Develop and review the Corporate Promote industry corporate No. of guidelines governance adherence to good governance guidelines published and 4 0 0 2 2 5 0 0 2.5 2.5 LS guidelines developed corporate gazetted and reviewed governance Develop the Code of No. of public Public participation conduct for the tea participation forums 4 0 2 2 0 2 0 1 1 0 LS undertaken industry held Corporate code of Approved code of 1 0 0 0 1 1 0 0 0 1 LS conduct developed conduct Kenya Tea, a taste of excellence 88 144 Tea 20/2/2025LL..indd 144 03/06/2025 15:13 Kenya Tea, a taste of excellence Coordinate review and Factory management No. of factory signing of factory agreements management 8 4 4 0 0 5 2.5 2.5 0 0 LS management agreements coordinated agreements Surveillance audits No. of quarterly Undertake surveillance on green leaf surveillance audits on Audits on green leaf 16 4 4 4 4 2 0.5 0.5 0.5 0.5 C&S diversions greenleaf Enhance diversions undertaken transportation compliance to the Tea Act and Surveillance audits No. of quarterly Regulations Undertake surveillance on green leaf surveillance audits on Audits on green leaf weighing 4 1 1 1 1 2 0.5 0.5 0.5 0.5 C&S green leaf weighing weighing falsifications falsifications falsifications undertaken Compliance Undertake compliance No. of monitoring monitoring monitoring inspections in inspections to tea 16 4 4 4 4 4 1 1 1 1 C&S inspections in tea tea factories factories factories undertaken Compliance Undertake compliance No. of monitoring monitoring monitoring inspections for inspections on tea 12 3 3 3 3 3 0.75 0.75 0.75 0.75 C&S inspections for tea tea traders traders traders undertaken Surveillance on Undertake surveillance on unregistered No. of surveillance 4 1 1 1 1 1 0.25 0.25 0.25 0.25 C&S unregistered operators operators undertaken Sensitize other No. of sensitization Government enforcement Sensitization of meetings with other agencies along the Border enforcement agencies Government 6 0 3 0 3 2 0 1 0 1 C&S posts and ports of cargo undertaken enforcement entry/exit agencies Capacity build stakeholder Capacity building of representatives stakeholder No. of stakeholder 4 1 1 1 1 4 1 1 1 1 CBR&I on industry compliance representatives training forums requirements undertaken Licensing and Licensing and Registration Updated database of Registration of 1 1 0 0 0 1 1 0 0 0 LR&S of Industry players industry players industry Conduct field validation Field validation visits No. of field 12 4 4 4 4 6 1.5 1.5 1.5 1.5 LR&S Kenya Tea, a taste of excellence 89 145 Tea 20/2/2025LL..indd 145 03/06/2025 15:13 Kenya Tea, a taste of excellence of the applications for undertaken validation visits licensing and registration Strategic Issue: Institutional Operational efficiency Strategic Goal : Enhanced institutional operational efficiency KRA4: Institutional Capacity Outcome: Efficient and effective service delivery Strategic Objective 4.1: To strengthen the institutional framework to effectively deliver on its mandate Target Budget (KSh. Mn) Responsibility Strategy Key Activities Expected Output Output Indicators Annual Q1 Q2 Q3 Q4 Annual Q1 Q2 Q3 Q4 Lead Institutionalise No. of signed Develop performance Annual performance Performance Performance 1 1 0 0 0 1 1 0 0 0 P&S contracts contracts developed Management contracts Undertake annual Annual performance No. of performance 1 0 0 1 0 1 0 0 1 0 P&S performance review review undertaken reviews Number of impact assessment surveys 2 0 0 1 1 3 0 0 1.5 1.5 P&S on programs and projects Performance No. of Performance monitoring 4 1 1 1 1 1 0.25 0.25 0.25 0.25 P&S monitoring reports undertaken Undertake TNA and skills TNA and Skills audit Number of TNA and 1 0 1 0 0 0 0 0 0 0 HR&A gap analysis undertaken Skills audit reports Develop and implement a Training plan Training plan 1 0 1 0 0 0 0 0 0 0 HR&A training plan developed Training plan Staff trained in % 100 25 25 25 25 15 3.75 3.75 3.75 3.75 HR&A implemented Office equipment % of procured office Procure office equipment 10 2.5 2.5 2.5 2.5 10 2.5 2.5 2.5 2.5 HR&A procured equipment Citizen-facing and Digitise citizen-facing and No. of digitised back office services 24 6 6 6 6 3 1.5 1.5 1.5 1.5 ICT back office services services digitised Kenya Tea, a taste of excellence 90 146 Tea 20/2/2025LL..indd 146 03/06/2025 15:13 Kenya Tea, a taste of excellence Review Digitised citizen- Citizen-facing and No. of reviewed facing and back office back office services 24 6 6 6 6 1 0.25 0.25 0.25 0.25 ICT services services reviewed Automate internal Internal operations Internal systems 1 0 0 1 0 15 0 0 15 ICT operations automated automated 0 Implement disaster recovery and Business DR&BCP DR & BCP 1 0 1 0 0 2 0 2 0 0 ICT Continuity Plan implemented (DR&BCP) Digitalized systems Upgrade and maintain No. of upgraded and upgraded and 5 0 2 0 3 20 0 8 0 12 ICT digitilized systems maintained systems maintained Capacity building of staff Staff and % of staff and 100 25 25 25 25 2 0.25 0.25 0.25 0.25 ICT and stakeholders stakeholders trained stakeholders trained Enhance employee Implement HR HR instruments Level of 72 18 18 18 18 1 0.25 0.25 0.25 0.25 HR&A engagement instruments Implemented implementation (%) Staff welfare Implement Staff welfare Level of program 75 20 30 15 10 50 13 20 10 7 HR&A programs implementation (%) implemented Develop funding Funding concepts No. of funding 1 0 1 0 0 2 0 2 0 0 F proposals and concepts note developed concepts Funding proposals No. of funding 1 0 1 0 0 2 0 2 0 0 F developed proposals Engagement with Development No. of Development 1 0 0 1 0 1 0 0 1 0 F development partners partners engaged partners engaged Number of MTEFs Develop and review the Budget developed and budgets 2 0 2 0 0 2 0 2 0 0 F budget and reviewed development and review sessions Approved budget 1 0 1 0 0 0 0 0 0 0 F Amounts Generated Generate revenue from Revenue generated from A-in-A (M, 75 20 20 20 15 0 0 0 0 0 F Appropriation-in-Aid from A-in-A Kshs.) Monthly Enhance fiscal Monitor utilisation of Monitoring Management 12 4 4 4 4 0 0 0 0 0 F prudence Board’ funds undertaken Accounts Implement finance policy Finance policy and PFM standing 1 0 1 0 0 0 0 0 0 0 F Kenya Tea, a taste of excellence 91 147 Tea 20/2/2025LL..indd 147 03/06/2025 15:13 Kenya Tea, a taste of excellence and procedure manual procedure manual committee implemented No. of Annual 1 1 0 0 0 3 3 0 0 0 F Financial Reports Corporate Implement Corporate communication CSR plan 1 0 1 0 0 0 0 0 0 0 CC Communication policy policy implemented No. of CSR 1 0 0 1 0 2 0 0 2 0 CC programs Corporate identity elements branded (% 100 25 25 25 25 5 1.25 1.25 1.25 1.25 CC ) Trade exhibitions, fairs and customer 10 4 2 2 2 5 2 1 1 1 CC service week Number of media 12 4 4 4 4 4 1 1 1 1 CC coverage Number of social 4 1 1 1 1 1 0.25 0.25 0.25 0.25 CC media campaigns Implement the Procurement policy No. of procurement procurement policy and and procedure 1 1 0 0 0 1 1 0 0 0 SC plans procedure manual manual implemented Compliance reports No. of compliance 4 1 1 1 1 0 0 0 0 0 SC submitted reports Asset management Prudent Develop and implement and tenancy Assets management management of assets management and 1 0 1 0 0 1 0 1 0 0 CS management policy and Tenancy Policy assets tenancy policy developed No. of asset disposal 1 1 0 0 0 1 1 0 0 0 SC plans No. of disposal 1 0 1 0 0 0 0 0 0 0 SC reports Undertake assets Updated Asset identification, tagging and No of asset registers 1 1 0 0 0 0 0 0 0 0 CS Register valuation Implement the national treasury’s guidelines on Guidelines No. of assets and 4 1 1 1 1 1 0.25 0.25 0.25 0.25 CS assets and liabilities implemented liabilities reports management Kenya Tea, a taste of excellence 92 148 Tea 20/2/2025LL..indd 148 03/06/2025 15:13 Kenya Tea, a taste of excellence Assets register Maintain and update assets Updated Asset maintained and 1 0 0 0 1 0 0 0 0 0 CS register Register updated Improve service Citizen Service Review the Citizens' delivery to delivery charter No. of reviews 1 0 1 0 0 0 0 0 0 0 CC Service Delivery Charter stakeholders reviewed Sensitise staff on the Sensitization carried No. of sensitization 4 1 1 1 1 0 0 0 0 0 CC Citizens’ Service Delivery out meetings Sensitise Citizens on Sensitization carried No. of sensitization 4 1 1 1 1 1 0.25 0.25 0.25 0.25 CC Service Delivery out forums Implement customer Feedback mechanism No of feedback 4 1 1 1 1 1 0.25 0.25 0.25 0.25 CC feedback mechanisms developed mechanisms Monitor and report on Monitoring and No.of reports on 4 1 1 1 1 0 0 0 0 0 CC complaints handling reporting undertaken Complaints handling Process requests on access Requests processed No. of reports 4 1 1 1 1 0 0 0 0 0 CC to information Mitigate against Review and implement the Approved risk No. of reviews done 1 0 1 0 0 2 2 0 0 0 IA&R risks Risk Management policy mitigation plan Board members Sensitize Board members sensitised on risk on risk management No. of Forums 1 0 1 0 0 2 0 2 0 0 IA&R management framework framework No. of sensitization Risk champions Sensitise risk champions forums for risk 1 0 0 1 0 3 0 0 3 0 IA&R sensitised champions Undertake audits (Financial audit, Systems Audits undertaken Number of audits 17 4 4 4 5 10 2.5 2.5 2.5 2.5 IA&R audit, compliance audit, Governance audit) Strengthen TBK Develop and review Board Board Charter Corporate Board Charter 1 0 1 0 0 3 0 3 0 0 LS a Charter developed Governance Develop TBK Board No. of Board Almanac developed 1 0 1 0 0 2 0 2 0 0 LS Almanac Almanac Capacity Build TBK capacity building Number of Trainings 4 1 1 1 1 12 3 3 3 3 LS Board Members conducted conducted Carry out TBK Board Board Members No. of Board 1 1 0 0 0 3 3 0 0 0 LS performance evaluation. evaluated evaluations Kenya Tea, a taste of excellence 93 149 Tea 20/2/2025LL..indd 149 03/06/2025 15:13 Kenya Tea, a taste of excellence Hold TBK Board No. Board meetings Board meetings held 8 2 2 2 2 15 3.75 3.75 3.75 3.75 LS meetings held Coordinate election of Election of new No. of Elections 3 0 0 3 0 3 0 0 3 0 LS Board Members of TBK directors conducted conducted Develop other functional Policies developed No. of policies 21 0 3 6 6 6 0 2 2 2 policies Kenya Tea, a taste of excellence 94 150 Tea 20/2/2025LL..indd 150 03/06/2025 15:13 Kenya Tea, a taste of excellence

Appendix III: Organogram Board Chief Executive Officer Registration, Capacity Trade Advisory, Corporate Corporation Internal Compliance & Tea Fund Surveillance Building, Research & Promotion & Services Secretary & Audit & Risk Licensing & Innovation Marketing Legal Assurance Directorate Directorate Standards Directorate Directorate Services Directorate Directorate Capacity Trade Finance & Compliance Registration & Accounts Planning & Supply Licensing Building & Advisory Monitoring Development Department Strategy Chain Mgt. Department Department Department Department Department Department HR & Standards Research & Promotion & Administration Surveillance & Quality Innovation Marketing Department Department Department Control Department Department ICT Department Corporate Communication Department Key Board of Directors Executive - TBK 1 Directorate - TBK 2 Department - TBK 3 Kenya Tea, a taste of excellence 95 151 Tea 20/2/2025LL..indd 151 03/06/2025 15:13 Kenya Tea, a taste of excellence

Appendix IV: Strategic Theme Teams S/No Strategic Theme Lead Strategic Teams/Membership Terms of Reference Capacity Building, i. Market development i. Define and clarify Board’s Vision on farm income 1. Farm Income Research & Innovation ii. Standards & Quality Control improvement Department ii. Development of guidelines/manuals/handbooks iii. Planning & Strategy iii. Capacity development of stakeholders/sensitization iv. Development and implementation of quality assurance standards v. Conducting market surveys vi. Advocacy/lobbying vii. Design and cascade climate-smart programmes i. Capacity Building & Development i. Infrastructure development 2. Value Addition and Trade Advisory, Department ii. Trends analysis Market Promotion & ii. Planning & Strategy iii. Conducting market need surveys Development Marketing iii. Standards & Quality Control iv. Capacity development/sensitizations Department v. Branding and marketing iv. Compliance vi. Advocacy/lobbying v. Legal Services vii. Developing more effective and encompassing communication and collaboration mechanisms i. Legal Services i. Stakeholder engagement/public participation 3. Compliance Compliance & ii. Registration, Licensing & Standards ii. Development of standards and guidelines Surveillance iii. Capacity Building and development iii. Capacity building and sensitizations iv. Trade advisory iv. Developing more effective and encompassing communication and collaboration mechanisms Kenya Tea, a taste of excellence 96 152 Tea 20/2/2025LL..indd 152 03/06/2025 15:13 Kenya Tea, a taste of excellence S/No Strategic Theme Lead Strategic Teams/Membership Terms of Reference i. Define and clarify Board’s Vision, Mission, Core Values, 4. Institutional Planning & Strategy All Directorates quality policy statement, as well as strategic objectives, Capacity strategic priorities and strategies to be pursued by staff. Strengthening ii. Setting performance expectations and goals for staff to enable them (staff) channel their efforts toward achieving Board strategic priorities. iii. Developing more effective and encompassing communication and collaboration mechanisms iv. Implement Board’s Performance Management Framework and establish elements and standards for performance appraisal – ensuring that the elements are measurable, understandable, verifiable, equitable, and achievable v. Measuring performance (Conducting progress reviews with employees in which their performance is compared against performance expectations) and providing ongoing feedback to employees and working groups on their progress toward reaching their set goals. vi. Propose improvements to Board culture and inculcate them among staff. viii. Ensure production of all deliverables in accordance with the requirements and timeframes. x. Increasing the capacity of staff to perform through recommendation of training interventions, giving assignments that introduce new skills or higher levels of responsibility, improving work processes, or using other developmental methods. Providing employees with training and developmental opportunities to encourage good performance, strengthen job-related skills and competencies, and help employees keep up with changes in the workplace, such as the introduction of new technology (in the advent of full automation). xi. Propose and implement (where feasible) strategies for staff Kenya Tea, a taste of excellence 97 153 Tea 20/2/2025LL..indd 153 03/06/2025 15:13 Kenya Tea, a taste of excellence S/No Strategic Theme Lead Strategic Teams/Membership Terms of Reference motivation such as recognizing them, individually and as members of groups, for their performance and acknowledging their contributions to the Board's mission. xii. Prepare and present reports on progress made on implementation of the Strategic Plan in quarterly Management meetings. 154 Kenya Tea, a taste of excellence 98 Tea 20/2/2025LL..indd 154 03/06/2025 15:13 Kenya Tea, a taste of excellence TEA BOARD OF KENYA

Appendix V: Reporting and Evaluation Templates TBK Quarterly Progress Report Template Quarter Ending …………………………………… Expected Output Annual Quarter for the Year …… Cumulative to Date (Years) Remarks Corrective Output Indicator Target (A) Target (B) Actual Variance Target Actual Variance Intervention (C) (D=B-C) (E) (F) (G=F-E) 155 Tea 20/2/2025LL..indd 155 03/06/2025 15:13 Kenya Tea, a taste of excellence TEA BOARD OF KENYA TBK Annual Progress Report Template Year Ending ………………………………………… Expecte Output Achievement for the Year …………. Cumulative to Date (Years) Remark Correcti d Indicat Target Actual Varianc Target Actual Varianc s ve Output or (A) (B) e (C=B- (D) (E) e (F=E- Interve A) D) ntion 156 Tea 20/2/2025LL..indd 156 03/06/2025 15:13