MOI UNIVERSITY

A REPORT ON A TWO MONTH INDUSTRIAL ATTACHMENT

AT JAMES FINLAY KERICHO KENYA AS AT
2ND MAY-28TH JUNE
AGRICULTURAL ECONOMICS AND RESOURCE MANAGEMENT
CHELANGAT SHARON
REG.NUMBER:AGE/06/17
 DECLARATION
Declaration by the student
This attachment report is my original work and has not been presented elsewhere in James Finlay,
Kericho or any other University.
Signed……………………………Date……………………….
Chelangat Sharon,
AGE/06/17

Declaration by the Estate Manager

This industrial attachment report has not been submitted for examination with my approval as
Chemase Estate Manager.
Signed…………………………….Date…………………………..
Sammy Koech,
Chemase Estate Manager
Dedication
To my parents Julius Rop, Fancy Rop for their financial support encouragement and prayers. To my
siblings Brenda Chemutai, Kevin Kiplangat and Faith chemutai for their social support,
encouragement and understanding throughout my entire period of my attachment.
 ACKNOWLEDGEMENT
First and foremost I am grateful to the Almighty God for His gift of wisdom, knowledge and life to do
my attachment successfully and for the good health throughout my entire period of the attachment.
Secondly, is my sincere gratitude to James Finlay Company for giving me a chance to do my
attachment for a period of two months. I would also like to thank my supervisors in the different
departments that I was assigned to work in for their commitment, sacrifice by taking me through all
the details, procedures and lessons. May the Almighty God bless the work your hands finds to do.
My profound thanks to my industrial supervisors Madam Sharon Chelangat and Dr.Wilfrey Siahi for
the advice towards the report writing and the way forward as I continued with my attachment at
Chemase Estate James Finlay Kericho. I appreciate the entire Moi University, Agricultural Economics
and Resource Management department for preparing us well for the attachment and the full support in
all the areas.
I would also like to thank my fellow colleagues that we were all attached at Chemase Estate for the
attachment for their company throughout the entire period of the attachment, their cooperation and
assistance really was of great importance to me. I do appreciate.
THANK YOU ALL
 EXECUTIVE SUMMARRY
This report provides an analysis of the industrial attachment experienced for the period of two months
from 1st May to 28th June 2019 at Chemase Estate James Finlay Kericho Kenya for Chelangat Sharon
a student at Moi University Kenya in the faculty of Agricultural Economics and Resource
Management. For the first month I was placed in the following departments Plucking Operations,
replanting of tea into timber, divisional office records, organic farming and Kando activities. For the
second month I did garage and stores, certification standards and fertilizer application and finally
report writing.
The period of learning from outside the campus through the industrial attachment has been one of the
most important phases of the degree program as introduced me to the world of work and has given me
practical concept of the theory work that I learnt in class. The attachment has also gained me enough
experience on how I can carry out my day to day activities and the procedures of how the company
conducts its activities on daily basis.
The preparation of this report is done as part of the requirements of the Bachelor’s degree in
Agricultural Economics and Resource Management.

ACRONYMS
JFK James Finlay Kenya
ARD Applied Research Department
UTZ Something Good Inside
NSSF National Social Security Fund
NHIF National Hospital Insurance Fund
EHS Environmental Health and Safety
KTDA Kenta Tea Development Agencies
MTH Mechanical Tea Harvester
able of Contents

Table of Contents
DECLARATION........................................................................................................................................2
Declaration by the Student................................................................................................................2
Declaration by the University Supervisor..........................................................................................2
DEDICATION..........................................................................................................................................3
ACKNOWLEDGEMENT...........................................................................................................................4
ABSTRACT..............................................................................................................................................5
ACRONYMS............................................................................................................................................8
CHAPTER ONE........................................................................................................................................8
1.0 INTRODUCTION...........................................................................................................................8
1.0.1 Population.............................................................................................................................8
1.0.2 Climate................................................................................................................................10
1.0.3 Employees Welfare.............................................................................................................11
1.1 Background Information of the company..................................................................................11
1.2 Code of Conduct........................................................................................................................11
1.2.1 Trusted................................................................................................................................12
1.2.2 Sustainable..........................................................................................................................12
1.2.3 Innovative...........................................................................................................................12
1.3 Organizational Mission..............................................................................................................14
1.4 Organizational Vision.................................................................................................................14
1.5 Organizational Structure............................................................................................................14
1.6 Main Activities of the Organization...........................................................................................14
1.6.1 Tea plantation.....................................................................................................................16
1.6.2 Tea processing....................................................................................................................16
1.6.3 Timber planting and harvesting..........................................................................................17
1.7 Duties and responsibilies of the key personnel in the organization...........................................17
1.7.1 Managing Director...............................................................................................................20
1.7.2 Estate Manager...................................................................................................................20
1.7.3 Estate Assistant..................................................................................................................20
1.7 4 Field Assistant....................................................................................................................20
Chapter Two:

2.1 Chemase Tea Estate…………………………………………………………………………………………………………………21

2.2 Land Preparation…………………………………………………………………………………………………………………….22

2.3 Divisional Office………………………………………………………………………………………………………………………23

2.4 Plucking Operations…………………………………………………………………………………………………………………24

2.5 ORGANIC Farming…………………………………………………………………………………………………………………….25

2.6 Kando Activities……………………………………………………………………………………………………………………….26

2.7 Garage and Stores………………………………………………………………………………………………………………………27

2.8 Certification Standards……………………………………………………………………………………………………………..28

2.9 Rates and Frequency………………………………………………………………………………………………………………..29

CHAPTER THREE: EVALUATION OF THE ATTACHMENT PERIOD

3.1. Success/failure of the attachment exercise…………………..…………………………………30
3.2. Challenge encountered during the attachment period………………………………….............30
3.3. How the challenges were overcome /solved……………………………………………………31
3.4 Conclusion………………………………………………………………………………………..32
3.4 Recommendations to the university and the host institution…………………………………….33

5.0. BIBLIOGRAPHY………………………………………………………………………………34
 CHAPTER ONE
1.0 INTRODUCTION
The organization covers 10,000hectares and produces 30 million kilos of tea annually. It is one of the
biggest tea establishment in the White Highlands. Kericho is a home to the Kenya Tea Development
Authority and the headquarter of Kenya’s large scale tea farming operations that include Finlay,
Williamson and Uniliver. It is a region known worldwide for its production of high quality black tea
prized for its brightness, appealing colour, brisk flavour and its fragrance.
James Finlay Kenya JFK practices sustainable agricultural practices that includes soil and water
conservation and taking care of environment through the organization policies. A large part of land in
the organization is under tea cultivation.
The valleys of the JFK Stretch as afar as the eye can see. Large tracts of the estate are covered by a
canopy of age-old indigenous forests with some hilly, parts under eucalyptus plantations, providing a
beautiful landscape. From above the tea plantations look like lawns when viewed against a
background of forests (satellite photo at right).The estate has 1500 hectares of indigenous forests and
2500 hectares of eucalyptus trees and is self-sufficient with sustainable timber.
James Finlays Kenya is a member of the Rainforest Alliance and holds both Fair Trade and organic
certifications. The estate complies with the Ethical Tea Partnership and produces organic tea for use I
the organic tea farms.
Finlay’s is known for its black and instant tea of which 95% is exported, reaching the world markets
of North America and Europe via the weekly auctions at the Mombasa tea auctions. The United
Kingdom is Kenya’s largest European export market at 17%with Egypt taking 21%993million kilos
in 2010).The balance of 5% is sold locally in Kenya where tea is taken three times a day.
1.0.1 Population
The estate factories are ISO 22000 certified and produce both green and black tea extracts.
The estate employs 14,000 workers with 55,000 dependents, the majority of whom are housed
in 11,000 homes within the estate.

1.0.2 Climate
Here the air changes from cold to cool with a quiet, calm atmosphere, capturing the orderly
environment that is complemented by the breath taking landscape that completes the picture
at James Finlay Estate.

1.0.3 Employees Welfare

To cater for the welfare of the employees and in line with good agricultural practices, Finlays
provides families with various on-site amenities, nurseries, schools and medical services i.e.
dispensaries to build and foster a strong sense of community. These amenities include a 110-bed
hospital, health centres,13 medical dispensaries,15 primary schools and two secondary schools.

1.1 Background Information of the Company

Finlay’s was founded in 1750.As a wholly owned subsidiary of the Swire Group, the company has
extensive tea and horticultural interests in Kenya, South Africa, Sri Lanka and China, complemented
by global trading, packaging and extraction activities. Its primary markets are in UK, USA, Asia and
increasingly continental Europe.
In Kenya JFK was established in 1925 and its early days known as Africa Highlands Produce, the
company is now owned by Britain’s John Swire &Sons Ltd. Production has steadily increased in both
Kenya and Finlay’s Sri Lankan properties to reach 46 million kilograms of tea.
At Kericho which is 2,000m above sea level, JFK produces 23million kgs of made tea every year
and benefits from the deep rich loam soils which are high in organic content. Combined with ideal
climate, we have the perfect environment for high yields of good quality tea.

1.2 Code of Conduct

1.2.1 Trusted
The company values are:

 It acts with integrity.

 It acts with honesty, transparency and humility.
 It is diverse, inclusive and respect the views of others.
 It is trusted by customers and colleagues alike.
1.2.2 Innovative
The company values are;

 It acts for long term.

 It strives for quality in everything it does.
 It builds lasting business partnership.
 It cares for its customers and all its staff.
 It strives for ‘Zero Harm’ and ‘Always Safe’.

1.2.3 Sustainable
The company values are;

 It embraces change.
 It seeks to improve continuously.
 It is action oriented.
 It learns from their own peers, their customers and competitors.

1.3 Organizational mission

To connect humanity through natural beverages. Combining tradition and innovation to create a
healthier .happier and better world by bringing the best from bush to cup.
1.4 Organizational Vision
To grow Finlay’s profitably and sustainably by serving as the industry’s trusted leader in the supply
of tea (in all its wonderful varieties, formats and applications) coffee and botanical extracts to the
worlds beverage brand owner
 1.5 Organizational Structure of the host institution

MANAGING DIRECTOR(MD)

Kymulot Group (Group Changana Group Chomogonday

Manager) (Group Manager) Group(Group

Kitumbe Group(Group
Manager)

Marinyi Estate Chemase Estate Kaproret Estate Kitumbe Estate

Sammy Koech
(Estate Manager)

Chepgoiben Division Chemase Division Leonard

Benard Sigei (Assistant Chepkony (Assistant
Manager) Manager)

Estate Assistant (Mr Paul Estate Assistant (Mr

Langat) Evans Ngeno)

Graded Staff Graded Staff

 Supervisors
General Workers  Field Mechanics
 Fuel Dispensers
 Quality Contractor
Supervisors
 Clerks
Field Assistant (Mr Oscar  Drivers
 Artians e.g masons, plumber
Too)
 1.6 Main Activities of the Organization
1.6.1 Tea Plantation
It is the main activity carried out by James Finlay. With its favoured location of cool and we
climatic conditions it has invested in tea plantation of organic, inorganic and purple tea which do
extremely very well in Kericho. Being the main activity of James Finlay Company tea is planted
across I large areas covering up to 10,000hectares of fertile land. To manage such copious spread of
tea, James Finlay divides its tea plantation into tea estates to facilitate ease of management and
delegation of duties to works. Each estate is responsible for maintaining its tea in terms of weeding
programs, fertilizer application, planting of tea, plucking operations such to mention a few. Each and
every tea estate is managed by the Estate Manager.

1.6 2 Tea Processing

James Finlays produces 30 million kilos of tea annually. It is one of the biggest tea establishments
in the White Highlands of Kericho, home to the Kenya Tea Development Authority and headquarters
of Kenya’s large-scale tea farming operations that include Finlay, Williamson and Unilever. It is a
region known worldwide for its production of high quality black tea prized for its brightness,
appealing color, brisk flavor and fragrant leaves.

The company has 5_factories that are responsible for tea processing and packaging. Tea is
processed according to its variety that is, either organic, inorganic or purple tea. Majority of the
company’s tea is exported making millions of profits.

1.6.3 Timber planting and harvesting

Timber planting and harvesting is one of the most profitable activity performed by James Finlays.
Apart from being located next to the Mau forest, JFK has a vast indigenous forest covering around
1500 hectares of land. Not only is this responsible for Finlays good climate but further 2500 hectares
of man-made forest made up of Cyprus and blue gum trees also boost the milieu. The trees are
harvested when ready and processes at different factories to produce either timber, firewood
responsible for steam heating in factories or other useful materials. Cut trees are then replanted
maintaining a cycle of productivity. Apart from all that, JFK is responsible for maintenance and
protection of the Mau forest.

1.6.4 Flower planting and harvesting

1.7 Duties and responsibilities of key personnel in the organization

1.7.1 Managing Director

 Ensures company’s policies and guidelines are communicated all the way from the top down
in the company and that they are followed all times.
 Delegate duties and responsibilities and supervise the work of the executive providing
guidance and motivation to drive maximum performance.
 Provide advice to the board of directors and the senior management of the organization so that
they will have accurate view of the market and the company future.
 Develop and execute the company’s business in order to attain the goals of the board of
directors.
 1.7.2 Estate Manager

 Ensure compliance to health and safety within the estate.

 Forward planning.
 Making policy decision within the estate.
 Organizing maintenance/repair of the farm property, equipment and machineries within the
estate.
 Ensuring the estate is profitable and meets the financial targets.
 Ensure compliance with the government regulations and health and safety standards.
 Organize tea harvesting/plucking teams on the estate and ensure that the tea
harvesting/plucking rounds are adhered to and prompt transport of harvested leaf to the
factory is carried out with the help of the estate assistant.

1.7.3 Estate Assistant

 To assist the senior management on the day today activities within the estate.
 Ensure compliance to health and safety.
 Ensure employees daily work attendance/working hours are recorded as required.
 Ensure all employees have working tools/equipment within the working station.
 Train employees as required by the company policies.
 Ensure team discipline and address the employees’ grievances appropriately.
 Maintain and monitor the leaf standards in the field and ensure that any issues raised by the
factory on the leaf quality are addresses promptly.
 Allocate jobs to the employees within the estate
 Organize tea harvesting/plucking teams on the estate and ensure that tea harvesting/plucking
rounds are adhered to and prompt transport of harvested tea is transported to the factory for
processing

1.7.4 Field Assistants

 Responsible for the kitchen gardens: standard enforcement.

 Discipline enforcement within the estate among graded and ungraded staffs within the
organization.
 Maintain villages and schools by doing assessment to establish what to be done for
continuous improvement in terms of sanitation, drainage and general surrounding.
 Formulate and implement preventive measures programs for light engines and harvesting
machines.
 Participate in recruiting, training, motivating and appraising graded staffs within the estate.
 Responsible in payroll and other divisional records while ensuring safe keeping.
 Institute and maintain health and safety measures at the estate work and residential places to
avoid accidents and degradation of the environment.
 Implementing the companies’ policies while adhering to the labor laws and the regulatory
bodies.
 Monitor field operation to ensure that they are done successfully on time and within the
budget.
 Ensure proper daily utilization of tea harvesting machines and maintenance of other estates
machinery for safe working conditions and reducing on the running cost.
 Responsible for the assigned estate operations including tea harvesting jobs using specified
mode of harvesting applicable and other field jobs.
 Enhance certification standards within the estate which includes Rainforest alliance UTZ
among other standardization bodies within the organization.
 CHAPTER TWO:

2.0 HOST ATTACHMENT ESTATE

2.1 Chemase Tea Estate

I was so privileged to be posted in one of the most productive tea estates in JFK, Chemase
estate. The estate is divided into two divisions, Chemase and Chepgoiben divisions. Chemase
division deals with organic tea while Chepgoiben division deals with inorganic tea. The tea
estate is responsible for agricultural coordination of Finlay’s tea, but majorly organic tea.
Organic tea is a tea variety that is raised, grown, harvested and processed without any use of
chemicals. Chemase tea estate is about 264.43ha in size while 177.4 ha for gum, 52.24ha for
timber, 229.27 ha for buildings and roads. Mature tea is under area of 231.44 hectares while
immature tea covers an area of 32.99 hectares.

The clones of tea planted at Chepgoiben Estate includes Seedling/Normal clone, S15/10,
SC12/28, PMC2, PMC3, PMC61 and SMK31/37.

Planting harvesting and transportation of tea is coordinated by Chemase tea estate. The
organic tea is majorly processed at Chomogonday factory, also it processes inorganic tea and at
the same time purple tea but the quantities and in small quantity.

Chemase tea estate, being a major supply of organic tea, is responsible for compost
maintenance, compost manure used in planting of organic tea. Spent leaves from Saosa factory,
disposed as waste and transported to the compost site where they are decomposed to make
organic manure. Excess compost is then sold to other departments, raising profits for the
company.

The estate has a number of contractors accountable for its day to day activities such as tipping,
pruning, transportation, road maintenance and many more. They work for the good of the
department and are liable for delinquency.

Staff establishment of the department and their duties and responsibilities

Chepgoiben division has a good number of employees both graded and ungraded who are
answerable to the estate manager Mr. Sammy Koech. The department is not only led by an able
manager but the team that follow under him are a capable and proactive individuals guided by the
department’s principles. The employees includes: Top management, Estate manager, Assistant
Manager, Estate Assistant, Accounts Assistant, Field Assistant and other clerical employees.

Graded staff includes:

 Supervisors
 Clerks
 Field Mechanics
 Fuel Dispensers
 Quality Controllers Supervisor
 Drivers
2.3 Responsibilities of the office clerical workers

2.3.1Office Secretary

 Daily crop estimate to factories.

 Tiding up the office hygiene.
 Weekly plucking and labor summary.
 Plucking details and rainfall figures.
 Field factory variance report.
 Constituting green leaf sheet.
 Keeping telephone records and allocation.

2.3.2 Office Clerk

 Payroll queries.
 Updating annual leaves.
 Confirming annual leave balancing.
 Checking on the NSSF and NHIF records.

2.3.3 Store Clerk

 Stoke orders and receipts.

 Safety of charges and uncharged SIV.
 Stock issues and posting to sage system.
 Physical stock issues and bin booking.

2.3.4 Accounts Assistant

 Stock orders and receipts.

 Fuel issues and posting.
 Reconciliation of stock balance monthly.
 Preparation of the monthly journal vouchers.
 Check and analyze monthly expenditure summary and the general ledger.
2.4 Students main objectives for the attachment exercise

James Finlays value attachment students with absolute attention and train them as their own
workers. Students perform similar functions as workers themselves but more learning involved.
They accompany workers to work places be it the field, compost site, office assisting them in
minor activities while learning. By so doing, we students are able to absorb and also manually
put into practice what we learn in school. In offices, students are allowed to attend to workers
with trivial issues. They are also allowed to file casual, annual and sick leaves, updating history
cards, filling NSSF and NHIF records and many more.

DATE SECTION ACTIVITIES

1 -03/05/2019 Replanting tea into timber  New clearing/ land preparation, lime
application, ploughing, removal of tea stumps
 Despoiling, harrowing, soil conservation,
lining, holing and planting of tea seedlings

6 -10/05/2019 Divisional Office  NSSF, NHIF records

 Updating history cards
 Casual/ Annual/ Sick leave
 Filling employees file

13-17/05/2019 Plucking operations  Tea harvesting

 Hand plucking
 Shear plucking
 MTH plucking

20-24/05/2019 Organic Farming  Organic operations/ yields

 Compost making
 Compost application

27-31/05/2019 Kando Activities  Manual and chemical weeding

 Pruning policy and operations
 Tipping
 Road maintenance
 Village surroundings
 Gum and timber maintenance

3-7/06/2019 Garage and stores  Light engine machines maintenance and

servicing
 Storage procedures
 Stock receiving
 Issuing/ accepting

10-14/06/2019 Certification standards  Rain forest alliance/ UTZ/ soil association

 Fair trade
 EHS standards

17-21/06/2019 Fertilizer Application  Rates, frequency

2.2 Replanting of tea into timber
Estate Areas
Annual exercise is undertaken by all managers early December each year. The JFK 163 form is
updated to take into account any planting of tea, timber, gum etc. that has taken place in the previous
season or year
Any changes will be reflected on the glass /Perspex-covered map with colour to show the suitability
of underdeveloped land for further development. This must be done in conjunction with Applied
Research Department photo mapping recording system.
 Green-areas under tea
 Blue-virgin land suitable for tea
 Brown- area under timber
 Brown/green stripped- under timber suitable for tea
 Orange- areas under gum
 Orange/green stripped- areas under gum suitable for tea
 Red- proposed new camps, administration centres etc.
 Yellow – ravines and unplanted areas
A copy is taken to the operation Director by 31st December.
Survey
The manager liaises with the Operation Director or the Research Manager, Applied Research
Department in case of any problem to ascertain a given area on the ground. The G.I.S maps are signed
off at the beginning of every year and uploaded to the system.
Suitability Assessment
The soil ph., fertility test and compaction is first ascertained before land preparation. Compaction is
done by use of penetrometer. Penetration rate not exceeding 1.8 units is recommended.
Lining is done as per the existing policy. Planting is made sure that it is against the general
gradient. Suitable areas should be replanted regardless of the existing boundaries. Areas with rock hut
sites and steep gradient of >20% should be avoided. Steepness is done by use of spirit level.

New Tea Clearing and Replanting Organisation

Responsibility of the Group Manager alongside the Manager.
 The tractor pool and the appropriate equipment for land preparation is ready for your
starting date.
 There will be enough plants of the right clone and a suitable height
 Provision for leaf shelters and culverts must be provided for during preparation
 Manager would have made arrangements to measure planting blocks
 There are sufficient carrying boxes
 There are sufficient vehicles t transport plants
 There are sufficient rocks phosphate and compost for planting
 There are sufficient tools and materials for soil conservation
 Environmental Impact Assessment should be done prior by the planter and presented
to EHS officer for validation.
2.3 Land Preparation
2.3.1 New Clearing
The land to be planted with tea was previously planted with gum. After felling of gum trees the land
is now ready for planting. The root stumps of the gum is uprooted by use of a disturber and the
machine shakes the roots to dispose all the soil back to the ground. The disturber then loads the
stumps to a tractor to be removed away from the field.
Land is prepared in such a way that the existing soil structure is preserved and unnecessary soil
erosion is prevented as much as possible. A mouldboard with a single mould is used to till the soil and
break the soil hardpans. Lime is applied on the prepared land so as to neutralise the soil ph. A
subsoiler is followed for harrowing to level the land, remove trash and to flatten undulations. Soil and
water is conserved so as to reduce soil erosion. The loss of topsoil results to poor physical and
chemical properties of the soil leading to reduce soil nutrients and hence reduced quality of tea.
2.3.2 Main Drains
Main drains prepared are of minimum of 60metres deep and 2metres wide and sited so as to act as
main arteries for the drainage of the field. The drain is levelled as much as possible and have a larger
diameter straight poles laid across the drain at intervals of maximum 6 metres, for slight slopes, to
1metre for steeper slopes. The poles are dug into the bank using a spirit level on either side, at least
30cm. Spaces below the poles are blocked so as to spread the water over the whole surface of the
drain. The entire drain, including the edges should be planted up with kikuyu grass, and top dressed
with topsoil which assists the establishment of the grass in times of moisture stress. The grass is kept
short using a trimmer. The main idea is to spread the water over the whole surface of the drain
flowing down at 2.5% of the slope and where practical across the slope for the best results. There are
things to be avoided when planning and constructing the ditches.
 Avoiding steep slopes where possible
 Ditches must be at least 60cm deep
 Poles are pinned (using stakes on opposite sides) across the ditch at intervals
of not more than 4metres and dug into the ditch bank.
 Ensure that poles are levelled by the use of a spirit level and that there are no
gaps for water to pass under the pole.
 Plant the ditch with kikuyu grass immediately.

2.3.3 Artery Drains

These are drains into which the bunds discharge and bleeds into the main drains. It is done depending
on the gradient, greater the slope, the closer the arteries.1metre wide, as level at the base as possible
40cm deep minimum. Poles are placed immediately above where the bund enters the drain. The silt
trap poles should not be placed where the bunds enters the drain, the bunds tend to silt up and burst.
Bunds
Bunds were prepared after the main and artery drains and towards artery or main drains. For tracing of
bunds it is necessary to know the road tracers. The size of bunds prepared majorly depends on the
slope factor but for our case we prepared a bund of 1metre wide and 0.3 metres deep. As soon as the
bunds were ready oats were planted to help hold the soil and also to reduce soil erosion.
2.3.4 Lining and holing
Lining is done as per the existing policy and the land topography. A spacing of 4 by 2.5 fits was made
in the planting of tea seedlings to give 10,766 seedlings per hectare. Holing was done by use of a
mechanical earth auger operated by two people. The task of holing should be 1000 holes per machine
shift. The holes dug are 30cm by60 cm deep and be filled the same day. Holing was done 2days prior
to planting day. The machine is two stroke engine and it uses premix fuel that is petrol mixed with 2T.
2.3.5 Planting of tea seedlings
The tea seedlings were planted in well prepared holes and that there was no squashing of tea roots as
this would results in drought susceptible plants. Planting is done in such a way that there are no air
gaps round the roots and the plant is planted at nearly the same depth as it was in the sleeve. Too deep
and cambium layer will be vulnerable to damage, too shallow holes will expose the roots. The
seedlings were transported from the nursery bed by use of a tractor to the field and then manually
carried by use of wooden boxes or crates from the tractor to the field to be planted. This ensured that
the seedlings are not broken or fall off from the polythene bags.to the freshly made soils, rock
phosphate is applied onto the sol at the rate of 15grammes per hole and in a day 200 holes/man day
were planted. Rock phosphate is to hold water in times of drought to be used by the plant while lime
is to neutralise soil acidity.
The tea seedlings is laid on the side and using a razor blade slit polythene sleeve from bottom and
across the base with one clean shit(do not damage roots).Place the plant and the sleeve on the hole.
Add a small quantity of soil and is not tamped until the soil is approximately 3cms from the top of the
polythene. The polythene sleeve is removed quite easily by pulling it over the top of the plant in a
jerking manner. The soil is then tamped in around the side of the plant until the plant is firmly bedded
down. Planting should not continue if it rains heavily on the day. The supervisor should ensure that no
planter starts the next 50 bushes or line without the first 50 bushes or line pass the supervisors muster
records

2.4 DIVISIONAL OFFICE

2.4.1 NSSF-National Social Security Fund
I was given a brief introduction of what NSSF was all about. NSSF is a fund that employees who
worked for the company some yea back came to claim it after taking their pension. I took part in
searching for the employee’s names and their payroll numbers by use of a master rolls book between
the years 1978-1996.
2.4.2 NHIF-National Hospital Insurance Fund
I was able to fill the NHIF forms for employees whereby I had a chance to make a visit to the fields
where employees performed their designed tasks together with my supervisor. NHIF as an insurance
covers against any illness for the employees registered with it.
2.4.3 Casual/Annual/Sick leave
These are leaves that are responsible to give the employee an off from work for the designed days that
he or she has requested for. The office clerk has the responsibility to fill these leaves upon given a
reason by the employee on request. Annual leave is majorly for the junior and senior management.
2.4.4 Updating Employees files and history cards
This involve filing up of the several leaves be it either sick or casual leaves into their specific files.
Each employee in James Finlay has his or her own file divided into five sections i.e. target section,
leaves section, just to mention but a few. I was able to arrange the files in ascending order as it
facilitated easy tracing whenever needed. The cards and files were for the employees in Chemase and
Chepgoiben division.
2.5 Plucking Operations
I was taken through the correct method of plucking and therefore ensuring the highest possible
standards of leaf and bush maintenance. I learnt the company’s strategy to develop and roll-out MTH
and shear plucking was to enhance prospect of improved output per worker, possibilities for cost
saving and improved margins and easier handling of the crop peak. MTH and shear plucking should
begin with the removal of top maintaining leaf using the MTH machine. For the directional harvesting
the operation must move in the same direction along the same row and every subsequent pass in each
and every round. Mooing on the wrong direction becomes so difficult for the movement of the MTH
machine, it reduces on the productivity and coarse leaf will be raised to the top of the table and will be
harvested therefore reducing the leaf standards and quality.

2.5.1 Operation of the MTH machine

With this machines there is the single man operated machine and the two-man held machine which
James Finlay has adopted the use of both machines. Majorly the single operated machine is used on
sloppy areas or along the roads as it can move on such areas more easily compared to the two man
operated machine. The MTH machine is a two-stroke engine and it uses pre-mix fuel that is petrol
mixed with 2T.
2.5.2 Skiffing
It is done to remove the overgrown shoots of the tea plant in order to set the table to facilitate easy
movement of the machine. The activity is done by use of the skiffing machine operated by two
people. Once the overgrown shoots have been cut by the machine they are then removed manually
from the tea leaves set table so that they cannot rot on the tea. Skiffing is majorly done to the drought
stricken fields.

2.5.3 Organic Farming

Composting is the decomposition or breakdown of organic waste materials by a mixed population of
micro-organisms in a warm, moist and aerated environment.

Compost is made from spent-fermented leaves from Saosa or Kitumbe factory which is gathered
altogether into a heap and then mixed together with boiler ash using the aero cat machine pulled by a
tractor. 5% kilos of the spent leaves is the amount of boiler ash to be mixed with the spent leaves. As
a result of heaping together the spent leaves and boiler ash, it leads to a temperature rise hence which
has to be measured three times a day. The temperature readings should range between 21-25 degrees
Celsius. If the temperatures are high it is regulated by turning the heap using aero-cat machine.
Turning of the compost heap is done 2-3 times a week.

There is use of the OSS as a solution whereby 50 litres of OSP is mixed with 50litres of molasses and
900litres of water to give OSS which speeds up the decomposition rate and also rock phosphate is to
absorb water from the matured compost.

The compost is ready to be applied to the field after 30 days. It is transported to the field by use of a
tractor and its application is on contract basis. Application is done in such a way that one applicator
carries 16kilos of compost and he or she applies to eight bushes so one bush for 2kilos of compost.
Compost is of a high value to the plant as it improves on the soil structure and nutrients to the plant.
The main objective of carrying out compost making is to maximize on the use of spent leaf that are
environmentally friendly and also to reduce on the cost of purchasing chemical fertilizers which are
also harmful to the human health when consumed in terms of tea taking. Organic manure increases the
organic matter content with benefits to improve on the water retention and to better soil workability.

2.6 KANDO ACTIVITIES

Tipping
It is done to layout the table of the tea field so that it will facilitate easy movement of the MTH
machine during tea harvesting. Formative pruning is done to a young tea plant 18 months after
planting. Decision of pruning is determined by some factors such as prevailing weather conditions,
capacity of the tea in the factories and also the market forces. A field pruned at 55cm are tipped at
65cm while the one pruned at 65cm are tipped at 75cm.
Pruning policy and operation
Pruning is done to increase the yield in the field. It is done on a four year cycle. From the activity it is
done to control the heights of a bush for easy plucking to stimulate vegetative growth before the bush
enters the reproductive stage and to remove dead, diseased and damaged branches so that they may be
replaced by healthy re-growth. Line pruning is done to allow easy passage of the operators during
plucking with the MTH machine.

Weed Control
Weed control in broad sense is the process of removing unwanted plants from a given area where a
crop is planted i.e. tea plantation.
High population of weeds can confer significant economic loss due to decline in yields as a result of
competition for moisture and nutrients with desired crop. The management of weeds during a full
rotation can be divided into 3 phases all of which have a direct bearing on the type and development
of vegetation into therefore on method of control between harvesting and planting between plants and
canopy closure.

In perennial crops like tea, control of weeds can be a problem especially in young tea due to their
fragility and low light extinction coefficient. Common weeds in the company’s tea plantation include:
Red Shank, button/khaki weed/wandering Jew, chepkembe weed, datura, black jack, iresine, sonchus,
ageratum, wild tobacco plant, wild desmodium creeper, cana lily, field bind weed and morning glory
creeper.

Chemase mainly do manual weeding since most of the tea fields are organic and it is done after a
period of 60 days. Manual weeding may be defined as a system of weed control in mature and
immature tea whereby there is use of hoes which is recommended for use judiciously along hand
pulling. A hooked stick is used as it works well with soft weed and slashing is for the overgrown
weeds.

Road Maintenance

The roads are maintained regularly to facilitate easy transportation of products from the field to the
factories for processing. The road sides are maintained by digging the sides and making ditches that
direct water into the main ditches by unblocking culverts. Road maintenance is done on categories
which are: urgent maintenance is done immediately need a rise i.e. where there is fallen trees after a
storm, routine maintenance done on regular basis and ,the periodic maintenance that is done on a short
term interval i.e. 1-2 years. Company roads are maintained by roads team under Engineering
Department and Estate Roads by Estate Management within which they are in.

Gum/Timber maintenance

For planting of gum the field must be weed free to reduce competition for nutrients and sunlight
between the tree and the weeds. The spacing recommended is 3m by 3m giving 1666trees/ha.
Harvesting is done after 10 years done by the Logging Department and the trees undergo treatment to
provide poles and also fuel. The trees are of great importance as it is a source of rainfall and it
maintains the environment, acts as a cleaner of pollutants within the ecosphere and it of medicinal
value and home to wild animals.

Village Surrounds

The villages are maintained on regular basis. I was able to visit Kondamet village to learn about the
village surroundings. In the villages there should be compost sites, nursery beds for raising compound
trees and fruit trees, playing ground for children, shops, butcheries, drained bathrooms and toilets to
serve the residents in the villages. The villages are ensured clean on daily and weekly basis through
normal cleaning by the workers assigned the task. The villages are well fenced to avoid entry of
livestock into the villages. There are designated dumping sites to dispose the waste from the different
households in the villages. Grass is maintained by trimming using a lawn mower.

2.7 GARAGE AND STORES

This section covers the light engine machine maintenance and servicing. Servicing of the machine is
done daily, weekly, monthly and yearly basis. Servicing is done to check on the leakages, tightening
of the bolts, lubricating and replacing of the broken parts and also changing of the oil. Maintenance is
done so as to increase the workability of the machine and also increase its life span

2.8 CERTIFICATION STANDARDS

UTZ- SOMETHING GOOD INSIDE

It is a program and a label for sustainable farming that involves buyers and consumers who come
together to form it with their principles or condition that should be met by the companies that are
within the organization. It is based in South America. UTZ has code of conduct that works in close
collaboration with broad range of stakeholders, including a wide reaching public consultation. UTZ
has 4 blocks which include:
Block A - Management
Block B- Farming practices
Block C- Working Conditions
Block D- Environment.
Chomogonday group is under the UTZ
Fair Trade
Fair trade international representation include Fairtrade liaison officers representative of producer
networks and national Fairtrade organisation .Various companies are expected to make positive,
social and economic contribution beyond legal obligation.
Fairtrade has 5 principles which are social development, labour conditions, environmental
development and trade.
Rainforest Alliance
It deals with conservation of biodiversity and it ensures sustainable livelihood by transforming land-
use practices, business practices and consumers behaviours. It deals with prohibited pesticides and
those that are legally registered in the production country once used. It gives premium to the farmers
as a form of appreciation.
Environmental Health and Safety (EHS)
It deals with the Zero Harm Always Safe slogan for the employees whereby all the employees should
have all the PPES (Proper Protective Equipment) whenever at work. Reporting of hazards and its
investigations. There are also committees dealing with safety issues and normally meet quarterly to
deal with issues of employees safety.
Soil Association
There is no use of chemicals for the organic fields instead compost manure is used for the purpose of
fertilizers. For the non-organic soils it takes 3years to be converted to organic soils while the plant
takes a period of 4 years to be converted to organic tea.

2.9 Fertilizer Application

Hand Application
Hand application requirements for odd areas and buffer zones and experiment blocks will be
requisitioned separately by completing JFK 257 Form
Quantity done based on number of bushes for odd areas JFK 257 is submitted to ARD for checking
and forwarded to the General Manager.
Aerial application is done by use of an aeroplane on contract basis. Maps are given to the pilots to
help them in applying the fertilizer appropriately. The estate manager must ensure that the application
is completed on time.
For the buffer zones they are marked with poles painted with different colours to assist the pilot when
applying the fertilizers.i.e
White- non-organic tea areas
White and Red- in conversion to organic tea
Red- organic tea
 CHAPTER THREE
EVALUATION OF THE ATTACHMENT REPORT
Success/ failure of the attachment exercise

Success

The attachment exercise was a huge success from my perspective of being a student. James Finlays
being an international tea producing company offered me a chance to put into practice much of what I
had learnt in class. From the first day I began my activities, I was able to interact freely with the
company’s workers. I was given a chance to move, ask and involve myself freely amid all company’s
activities. This helped me a lot to acquire the exposure I didn’t have.

Tea is one of the major exports the country make its revenue from and being in one of the leading
companies gave me an opportunity to learn how tea is planted, taken care of until maturity and how it
is processed. It is an opportunity that most people dream of and am so grateful that a had the chance to
work in the company and to learn more.
Other than learning, the attachment exercise provided me with humble ground to base myself where I
fit best in terms communal productivity and my future as an agriculturalist.

For the 8 weeks, I had the opportunity to learn the economic and financial a constituents of production
being used by the company to make its profits.

Challenges encountered by the student during the attachment period

On arrival at Chemase Estate, it was difficult to identify who was who. Since each activity had
different supervisor, it was hard to find them.

Another challenge is the distance between the office, where attaché’s assemble, and the field where I
was attached on weekly basis was difficult to move from one location to another due to the huge tracts
of the tea fields making the distance larger to the designed areas.

How challenges were overcome/solved

 I utilize the following to overcome the challenges.

 Being more involved with the workers helped identify the different supervisors
 Distance being a challenge, it was necessary to wake up early to catch up with the company’s
trucks and tractors. By so doing, you are able to maneuver easily from place to place.

CONCLUSION
The field attachment programme was beneficial and relevant as it facilitated learning
through exposure to the work environment, hence ensuring that theoretical skills and
knowledge gained in class were put into practice.

During this period, a number of activities were covered mainly concerning the production
of tea. Learning was facilitated through participation in assigned office duties and field
operations, with the help of supervisors at every section that was visited. This ensured that
the objectives and expectations about the field attachment programme were met.

The field operations covered included land preparation, soil and water conservation
practices, planting, weeding, pruning and harvesting. The factory section covered tea
processing and marketing.

On mechanical tea harvesting for instance, knowledge was gained on how to operate the
machines so as to work efficiently and harvest the required leaf standards by the company.
Mechanical tea harvesters are more economical to use than other methods because these
machines are faster, efficient, and time saving.

Records kept at the office on production of tea helps the company establish the cost
incurred and in finding ways of minimizing them.
 Research has improved the production of tea both in terms of quantity that is; high yields
and high quality of made tea. This is through the development of new clones which are
highly productive, drought and disease resistant. Research in the company is carried out by
the Applied Research Department (ARD).

Processing of tea has employed modern technologies which have contributed to higher
efficiency in meeting the required output. No made tea in the factory goes to waste, since
almost everything is sold. Dust for instance is taken to the engineering department as an
output for other products e.g. in making ceiling boards

The challenges that were experienced during this period included heavy rainfall during field
work, distant fields and wide area of coverage in every section visited as per in the
programme.

Recommendations as to how the attachment exercise can be improved by the University

 It is difficult to secure attachment positions for students by merit or application. It is my

prayer that the university can assist the students acquire attachment on their behalf.This seems
it is the hardest handle to jump.
 For the exercise to be more efficient, the university can provide pre-attachment lessons to
students since most of the students have no idea what to expect or where to start.
 It narrows down to the university management to at least secure some attachment monies to
provide attachés with a smooth exertion during the attachment. Being a student, it may
become difficult to survive without any financial support.

Benefits derived from the attachment period by the attaché

 New knowledge and practical experience was acquired in the field of Agricultural Economics
and Resource management and interpersonal skills among others that would help me in the
future employment fields.
 The field attachment program helped me to gain more confidence since I had to participate
directly in the different activities which a times had to be addressed to different stakeholders
at JFK.
 I acquired knowledge, skills and attitude and practical experience.
 I was able to meet and work with potential employers and other staff members like social
workers and welfare thus improved my confidence in problem solving.
 Exposure to the demands and challenges of the work place like giving feedback in appropriate
time, reporting early enough at work place and relating with different categories stakeholders
at James Finlay Kenya.
BIBLIOGRAPHY/REFERENCE

James Finlays Kenya Limited Management Code Field Guide(Revised 2013/2014)

www.finlays.net

Certification Standard Files