Abstract: This study examined the effects of integrating peer learning into operational risk management at the Office du Thé du Burundi (OTB). Using a cross-sectional survey design with a stratified sample of 60 employees drawn from the OTB workforce, the research measured perceived changes in risk identification, mitigation, collaboration, and innovation following peer-learning interventions. Results show that, 78.4% of respondents reported enhanced capacity to identify potential risks, 66.7% noted increased collaboration between teams, and 75% observed better risk-mitigation outcomes; however, only 45% associated peer learning with innovation in risk practices. Qualitative insights from open responses suggest that the benefits depend on session relevance, participant engagement, and follow-up mechanisms. The paper discusses how peer learning can strengthen operational risk management in production organizations, outlines practical recommendations for program design and implementation, and identifies limits and avenues for further longitudinal research. These findings contribute actionable evidence on peer learning as a low-cost capacity-building approach in risk-sensitive firms. 

Keywords: Peer Learning, Operational Risk Management, Risk Identification, Risk Mitigation, Organizational Learning, Office du Thé du Burundi (OTB)