Gedion Kimutai, the country human resources manager at Fresh Del Monte Kenya, believes HR is a craft rooted in empathy, balance and understanding. His journey reflects a deep commitment to people and purpose.
Gedion Kimutai operates in both agriculture and manufacturing, two worlds where time, labour and precision must move in harmony. His work involves striking a delicate balance every day, whether he's working with employees who haven't had formal schooling or overseeing engineers operating cutting-edge machinery.
Managing complex work
“Agriculture is one of the most complex HR environments,” he explains, “You’re dealing with very diverse teams, and yet, you must find ways to keep them working together towards one goal.”
Gedion’s career began in the tea fields of Kericho at Finlays, where he first encountered the challenges of managing large teams under tough conditions.
“It gave me perspective. You learn quickly that HR is about people,” he recalls.
After earning his degree in human resource management, he joined Baraka Roses as an HR assistant, rising quickly through the ranks to become HR manager at Kariki (later Marginpar Group), overseeing operations across multiple farms in Kenya.
“At Marginpar, I worked as a true generalist, handling everything from talent acquisition to offboarding. The company’s rapid expansion across Kenya gave me the ability to manage complexity and scale,” Gedion reflects.
Growth through experience
In 2024, he joined Fresh Del Monte Kenya as country HR manager, where he faced the unique challenge of managing both agricultural and manufacturing operations.
“Del Monte is a multinational with both field and factory operations. That mix challenges you to think beyond the usual HR boundaries,” he explains.
In agriculture, time is never on anyone’s side. With rain delays, pests and export deadlines, each decision must be made quickly and precisely. Gedion understands the rhythm of that urgency and how one small delay can ripple through the chain of production.
“If you delay in planting or harvesting, you risk the entire process,” Gedion explains. “So as HR, if I delay providing labour, the land preparation team is delayed, which delays harvesting, which then affects the customer. Everything is connected.”
Beyond operations, Gedion sees the real challenge in managing people with diverse backgrounds and experiences. In one part of the factory, an engineer fine-tunes automated systems; in another, a worker with little formal education handles manual tasks.
Bridging different realities
“Keeping everyone engaged and moving toward the same goal requires a rare mix of tact, patience and empathy. Their realities are completely different,” he stresses. “You can’t talk to both groups the same way.”
His approach is rooted in empathy and clarity, believing that every policy, every message must be understood in context. To him, communication is not about information delivery but connection.
“Before communicating anything, I ask myself the what, why and how principle: What am I saying? Why am I saying it? And how should I say it so that everyone understands,” Gedion points out.
He notes that that principle guides every conversation, whether it’s explaining a policy to a worker in the field or a legal clause to a senior manager.
“With employees who have basic education, you have to translate policies into their reality,” he explains. “You take time to make sure they understand the issue, before you move to the next step. It requires patience and respect.”
Communication builds trust
Gedion summarises his leadership philosophy in one word: engagement. He believes most workplace disputes stem not from injustice, but from miscommunication.
“I’ve learned that if something goes wrong, nine out of ten times, it’s because of a communication gap,” he adds. “People just want to be heard.”
At Fresh Del Monte Kenya, Gedion holds monthly meetings with union representatives. The sessions are structured but conversational; a space where employees bring their concerns, ideas and feedback.
“They select their own representatives, and we sit together as equals. They bring their agenda; I bring updates. We talk openly,” Gedion says.
Those meetings, he explains, have transformed how employees and management relate. The outcome has been reduced tensions, fewer grievances, and more proactive problem-solving.
“We have built trust. Even when things are not perfect, they know there’s a platform to air their concerns. You don’t wait for a strike or a demonstration,” he emphasises. “You address the small issues before they become big.”
Navigating labour dynamics
In the agricultural sector, labour relations can be a delicate dance. Fresh Del Monte Kenya, like many large agribusinesses, operates within a heavily unionised environment. Gedion works with two active unions, each representing different categories of workers.
“There’s always a power play between the union and the management,” he admits. “Each wants to be seen as the stronger voice. But I believe in empowerment. When employees know their rights and obligations, you remove that imbalance.”
Gedion trains staff on both employee and employer rights, ensuring they understand what’s legally sound and what’s not. The training has transformed workplace conversations.
“I use a simple example. Your right is to be paid at the end of the month; your obligation is to work. You can’t demand one without fulfilling the other,” Gedion explains. “When people understand the law, they can argue from a place of knowledge. It removes unnecessary conflict. Instead of emotions, we deal with facts.”
Gedion says managing union expectations also requires a great deal of diplomacy, especially when the company’s limits are tested.
“Sometimes their demands go beyond what the company can reasonably meet, but when you’ve built credibility through open communication and fairness, it’s always possible to find common ground,” he explains.
