Peter Muli

A dynamic and progressive HR professional/consultant with over 15 years hands-on proven senior regional leadership experience in all areas of Human Resources with an emphasis on driving result-driven performance management culture and agility, employee communication and relations, employee engagement and retention, organizational development and change management, diversity and inclusion management, performance management, compensation and benefits management, policy review, development and talent management.

Has expertise in collaborating as well as partnering with senior level leadership teams on building trust and advancing organizational agility and maximizing performance through HR strategic initiatives and programs.

PROFESSIONAL EXPERIENCE

LONDON DISTILLERS (K) AND ASSOCIATED COMPANIES, GROUP CHIEF MANAGER-HR & ADM. JULY 2016 - TO DATE

KEY ACCOMPLISHMENTS

• Providing strategic leadership and expertise to support the company in employee communication and relations, HR policies and procedures, legal compliance, compensation management, employee engagement practices, training, leadership development and mentoring. Design, coordinate and facilitate people trainings so that they are fully understood by all employees.
• Partnering closely with the senior leadership on creating and executing Human Resources programs and initiatives including Employee recognition in line with overall HR strategy.
• Leading innovation and execution, talent management, succession assessment and process.
• Managing and steering people’s initiatives that promote enhanced employee engagement , staff development and wellbeing
• Spearheading a human resources department that is playing an active role in creating a culture of high-performance teams through implementation of Kaizen activities.
• Launched and spearheading process improvements, kaizen principles and lean management leading to be recognized by Kaizen Institute as a Centre of excellence.
• Ensuring employee issues and complaints are handled in timely and professional manner.
• Managing and giving guidance on performance management, health and safety organizational design and workforce planning.
• Overseeing strategic management of group’s transport, security, legal and other administrative functions of the group companies.

DODHIA PACKAGING LTD, HR & ADM. MANAGER JANUARY 2013 – JUNE 2016

KEY ACCOMPLISHMENTS

• Managing employee relations and communication by strategically negotiating with the union and developing cordial relations, as well as offering expert guidance to managers and supervisors. 
• Continually reviewed, updated HR policies and procedures including wellbeing policy and wellness to ensure that we had a motivated team and company remained competitive.
• Driving HR programs, initiatives that ensure diverse, collaborative, motivated, high performance culture achieved. Developing and implementing HR strategy based on the overall business goals to ensure that business needs were fully met.
• Managing the performance management process and all related functions including staff appraisal, training and implementation as well as establishment of incentive schemes. 
• Overseeing the onboarding process in order to attract and maintain an appropriately skilled workforce and ensuring that they are optimally engaged.
• Guiding the executive team through organizational restructuring, creating flexible, cost effective workforce. 
• Effectively managing health and safety, ensuring any incidents, accidents are promptly resolved. 

NAIROBI SAFARI CLUB, HUMAN RESOURCE MANAGER OCT. 2008 - DEC 2012

KEY ACCOMPLISHMENTS

• Driving a positive performance culture of mutual respect while upholding company standards. Brought an integrated customer-centred management in HR programs and initiatives.
• Reviewing the organizational structures in line with HR strategy and the entire HR policies and procedures, resulting to an effective and efficient utilization of manpower.
• Developing and transforming HR function to the role of business partner approach to management of employee related issues. Improved flexibility of labour resource to deal with changing seasonal demands.
• Initiated strategic staff development trainings programs which resulting to improved morale, better efficiency and less customers’ complaints.
• Effectively overseeing compensation and benefits budget of the entire organization.
• Introduced and overseeing staff recognition programs, including employees’ awards.

MANAGEMENT TRAINING CONSULTANTS, HR MGT CONSULTANT MARCH 2007-SEPT 2008

• Providing professional advice on policy and overall strategic direction in development and management of organization’s HR functions in resourcing, employee development, policy development and implementation, labour and industrial relations.
• Provide initial coaching, mentoring and direction in employee relations issues, grievances and conflicts resolutions.
• Recommending best practice, interpreting policy, applying procedures and offering services in response to identified trends and patterns.
• Conducting HR audits, and implementing the consultancy’s human resource development strategy. Identifying new business opportunities, negotiating and closing business deals.
• Effectively advising client’s organizations on risk management, change management and also conducting HR related surveys. 

STRATEGIC INDUSTRIES, HUMAN RESOURCE MANAGER MARCH 2006 - FEB 2007

• Streamlined and restructured the company team to focus on productivity, clarified roles and responsibilities as well as drive enhanced skills in the areas of business acumen, results orientation and relationship/partnership skills.
• Transforming HR to the role of business partner by driving key business and implementing performance management, leading to a productivity culture. 
• Implemented effective strategies by formulating and implementing health, safety and security procedures, reducing workmen compensation cases and other trade disputes by 90% 
• Effectively managing onboarding function by providing adequate and appropriate human resource skills and competencies in line with the company requirements.
• Strategically reduced wage costs by 20% by coming up with cost effective initiatives and programs. 
• Implemented a HRISM, which resulted to enhanced efficiency.

UNGA GROUP GROUP HUMAN RESOURCE OFFICER JUNE 2004 - FEBRUARY 2006

• Fostering good employee relations, spearheading CBA negotiations with unions, resulting to 50% reduction in overtime. Reviewing and re-negotiated existing legal contracts including outsourcing of employees. 
• Developed and implemented safety and health initiatives/programs, reducing insurance premiums by a half. 
• Established companywide metrics for monitoring and measuring regional and total company turnover, HR budget, litigation, and management terminations.
• Identifying and recruiting key operations and technical talent for critical open roles and building a world-class bench of internal and external talent.
• Developed new performance review process to drive business objectives, corporate change, and behaviours. Enhanced the talent in the organization by developing Talent Review, Leadership Development, and formal Succession planning and mentoring.
• Providing leadership in handling all pre-existing industrial relations matters, especially pertaining to contract management and speedily concluded them.
• Providing robust leadership in handling all Employee relations matters, resulting to over 60% reduction. 
• Steering employee engagement and wellness initiative for the group.

 KENAFRIC INDUSTRIES HEAD OF HUMAN RESOURCES AND ADM., 2001– JUNE 2004

• Designed competitive and cost-effective total rewards and benefits programs.
• Ensuring competitive implementation of onboarding and retention strategies. Leading staff reorganization and ensuring all employees were issued with job descriptions.
• Instrumental in development, interpretation and application of robust HR policies and procedures. Leading a pivotal role in implementation of health and safety policies and procedures.
• Strategic management of training and development and succession plans through career management.

SAROVA HOTELS PANAFRIC HOTEL HUMAN RESOURCE MANAGER, 1993 – 2000

• Leading training programs on customer care, leadership, change management and legal compliance.
• Spearheading implementation of health and safety policies, reducing workplace incidents 
• Spearheading succession and talent retention programs and initiatives
• Recognized for excellence in managing industrial relations matters and effectively representing the company in Joint Industrial Council meetings.

Kenyatta University 2015 - To date MBA (HR Management)

Mt. Kenya University 2010 – 2014 Bachelor of laws degree (LLB- Hons) Newport University 2003 - 2005 Bachelor of Business Administration

Universal Group of Colleges 1994 - 1994 Diploma in Personnel management

Kabete Training Institute 1990 - 1993 Personnel management certificate