Consultation Workshop The he In Initial al Findi ndings ngs of - - PowerPoint PPT Presentation
www.nea.gov.kh Consultation Workshop The he In Initial al Findi ndings ngs of the he ST STED D Assess sessment ment Food od Pr Processing
ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
25 25th
th March,
h, 201 016
25-Mar-16 Food Processing 1
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Food Processing 2
25-Mar-16
ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
Food Processing
3 25-Mar-16
1. Business environment 2. Business challenges 3. Employment and recruitment 4. Skills supply situation 5. Future importance of business capabilities
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a) Develop a sampling framework of around 200 enterprises for the sector of
b) Provide a brief description of what types of products they produce and available for export c) Understand the current business environment and challenges d) Address the issue of lack of skills and look into priority of skills e) Identify future importance of business capabilities.
ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
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Method of collecting information: Conduct a face-to-face structured interview with establishment owners, human resource managers, directors or senior managers Sampling Frame: Establishment Census 2011, updating using Establishment Inter-census 2014, Yellow Page 2015, and NEA administrative data 2015. Sampling Selection:
random sampling with probability proportional to the number
enterprises in each strata
5-9, 10-49, and 50 or more.
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Number of sample by type of establishment
Sub-sector N of sample Processing of fish and molluscs 21 Processing of food and vegetables 14 Manufacture of grain mill products 51 Manufacture of starches and starch products 23 Manufacture of sugar 15 Manufacture of macaroni, noodles, couscous and similar farinaceous products 38 Distilling, rectifying and blending of spirits 11 Manufacture of wines 8 Manufacture of malt liquors and malt 5 Manufacture of soft drinks 32 Total 218
Type of Establishment Workers 5-9 Workers 10-49 Workers 50 or more Total N of Sample 112 83 23 218
Number of sample by type of subsectors:
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1. Business Environment 2. Business Challenges 3. Employment and Recruitment 4. Skills supply situations 5. Future importance of business capabilities
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Top products ucts made and s sold reported rted by interv rview ewed, , and t the top products ucts that t have e been exporte rted Sub sector Top products Export Processing of fish and mollusks
Processing of fruits and vegetables
vegetables Manufacture of grain mill products
Manufacture of starches and starch products
Manufacture of sugar
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Sub sector Top products Export Manufacture of macaroni, noodles, couscous and similar farinaceous products
Distilling, rectifying and blending of spirits
Manufacture of wines
Manufacture of malt liquors and malt
Manufacture of soft drinks
Top prod
ucts ts made e and sold d repor
ted by inter tervi viewed, ewed, and the top products ducts that t have ve been en exp xported
ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
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3% 56% 33% 34% 38% 7% 26% 3%
0% 20% 40% 60% 80% 100%
Exporter All Micro 1-9 Small 10-49 Medium 50-99 Large >=100
67% 96% 16% 0.41% 17% 3%
0% 20% 40% 60% 80% 100%
Exporter All
Private domestically (100%) Join Share Foreign (100%)
Distribu tribution tion of numb mber r of estab abli lishme shment nt by estab abli lishme shment t type of size of worke
Distributi tribution n of numbe mber r of establ ablishment ishment by type e of share re of own wnership ership
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5% 5.17% 5.89% 6.35% 4.75% 4.32% 4.74% 4.99% 0% 1% 2% 3% 4% 5% 6% 7% 2013 2014 2015 Average over the next 3 years
An Annual l growt wth h rate e and expect ected ed growt wth h rate e of sale
Export rter All
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0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 6.00% 7.00% 8.00% 9.00% 2013 2014 2015 Average over the next 3 years Micro 5-10 Small 10-50 Medium 50-100 Large > 100
Micro Large Medium Small
Annual growth th rate e and expected ed growth th rate e of sale by type of establ ablish ishmen ent
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14% 31% 33% 39% 52% 67% 71% 73% 76% 79% 81%
0% 20% 40% 60% 80% 100%
Labour regulation Transportation for exports/cold chain Access to finance (cost of finance…) Economic and regulatory policy Skills and qualification of fresh graduates of… Quality of agricultural raw materials Skills of existing workers Import products Utilities cost (electricity, water,…) Information regarding market demand Access to machinery and technology
Biggest st threa eats/ s/challeng hallenges es for the e current rent busine iness s report
erpr prise ises
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15% 23% 46% 51% 56% 61% 63% 70% 71% 81% 84% 0% 20% 40% 60% 80% 100% Lack support from the government Procedural obstacles or procedural inefficiency Market information and market access Technical regulations and requirement on food… Lack of information on how to pass assessments… Sourcing high cost of agricultural inputs Financial cost and access High logistics cost Lack of skilled labour High utilities cost (energy and electricity cost…) Limited use of technology and innovation
Biggest threats/challenges for the current business reported by exporters
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11% 12% 14% 16% 19% 27% 39% 49% 53% 63% 70% 74% 75% 82%
0% 20% 40% 60% 80% 100%
Not encouraging profit Lack support from the government Technical regulations and requirement on… Procedural obstacles or procedural inefficiency High cost of agricultural inputs High logistic cost Risky business Lack of skilled labour High utilities cost (energy and electricity cost…) Lack of information on how to pass… Financial cost and access Market information and market access Limited use of technology and innovation Satisfied with the local market
Reasons that discourage to start doing export
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40% 37% 14% 6% 3%
Main competitor in export market mentioned by exporters
Vietnam Thailand China Singapore Others
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Total number of workers in the 10 subsectors is 132 449 and the share of female workers is 39.67%
*Note: Share of female in total employment in Cambodia is 47.24% (NIS, Cambodia Labor Force and Child Labor Survey 2012)
5000 10000 15000 20000 25000 30000 35000 1978 5032 6953 8086 9647 10130 18249 19074 20219 33082
Total Number of Workers
1% 4% 5% 6% 7% 8% 14% 14% 15% 25% 0% 5% 10% 15% 20% 25% 30%
Share of total workers
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23444 45766 29666 33574 18% 35% 22% 25%
0% 10% 20% 30% 40% 10000 20000 30000 40000 50000 Micro 1-9 Small 10-49 Medium 50-99 Large >=100 Total N of Workers Share of Total workers
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*Note: Calculate based on the declaration of the establishments that have been interviewed.
0.00% 2.00% 4.00% 6.00% 8.00% 10.00% 5.71% 5.91% 6.05% 4.83% 8.01% 5.30% 4.81% 8.30% 5.20% 9.37% 7.8%
Estimated average annual employment growth rate in the next 3 years
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Recruitment situation
0% 20% 40% 60% 80% 100% Low Skill Medium Skill High Skill 21% 16% 18% 34% 26% 24% 35% 47% 41% 10% 11% 17% Very easy Easy Difficult Very difficult
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0% 20% 40% 60% 80% 100%
Low number of applicants with the required attitude, motivation or personality Remote location Lack of work experience the company demands Low number of applicants generally Not enough people interested in doing this type of job Poor career progression/lack of prospects Too much competition from other employers Low number of applicants with the required skills Seasonal work Job entails shift work/unsociable hours Poor terms and conditions (e.g. pay) offered for post
14% 17% 26% 26% 32% 41% 42% 47% 53% 69% 83%
Main causes of recruitment Difficulty
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“Too much competition from other employers” is a sign of skill shortage in labor market. “Low number of applicants with the required skills” is a sign of skill gap in labor market. Skill shortage: Lack of available skilled people which results in recruitment difficulties (UKCES, 2012) Skill gap: situation where employers find their existing workforce have inadequate skill type/level to meet the business objectives (UKCES, 2012) Concepti ception
finit nition: ion:
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Skill ill gap Situation where employers find their existing workforce have inadequate skill type/level to meet the business objectives (UKCES, 2012) issue of the quality of the skill supply Skill ill short
age Lack of available skilled people which results in recruitment difficulties (UKCES, 2012) issue of the quantity of the skill supply
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Remarks for the following list of occupations: The occupations (or skills) in each subgroup of occupations are listed in order of importance of the issue of lack of skill supply which is the combination of issue
The issue of skill shortage (quantity of skill provided) and of Skill gap (quality of skill provided) are rated with the scale 1-5, with 5 refers to most sever.
Occupation Skill shortage Skill gap Lack of skill supply
Admin and HR manager 3.08 4.70 3.89 Marketing and sales managers 2.79 4.38 3.59 Finance and accounting manager 2.87 4.21 3.54 Production and factory managers 3.11 3.57 3.34 CEO or general manager 1.33 3.21 2.27 Managers
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25-Mar-16 Food Processing
Security guard 4.25 2.93 3.59 Building cleaning workers 4.12 2.35 3.24 Cooks and food preparation workers 2.00 4.40 3.20 Food and beverage serving workers 2.00 2.85 2.43 Domestic market sales and marketing 2.15 2.15 2.15 International market sales and marketing 2.10 2.00 2.05 Services and sale related occupations
25
Occupation Skill shortage Skill gap Lack of skill supply
Human resource assistant 3.10 4.71 3.91 General office workers 2.75 4.81 3.78 Production and stock clerks 2.75 4.78 3.77 Shipping, receiving, and traffic clerks 2.46 4.66 3.56 Customer services and information clerks 2.71 4.36 3.54 Purchasing officer 2.66 4.16 3.41 Legal officer or specialist 2.15 4.11 3.13 Secretaries and administrative assistants 2.11 3.10 2.61 Accountant and finance professional 2.01 2.95 2.48 Supporting occupations
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Occupation Skill shortage Skill gap Lack of skill supply Industrial machinery mechanics 4.25 4.78 4.52 Food scientists and technologists 3.95 4.75 4.35 Butchers; and meat, poultry, and fish cutters and trimmers 3.25 4.55 3.90 Bakers 3.12 4.45 3.79 Fruits and vegetables processing 3.55 4.01 3.78 Industrial engineer 2.92 4.35 3.64 Packaging and filling machine operators and tenders 3.15 4.11 3.63 Other manufacturing labourers (bottle sorter, material handler, hand packers…) 2.95 3.97 3.46 Other food and related products machine operators 2.87 4.01 3.44 General maintenance and repair workers 2.76 3.14 2.95 Quality assurance technician 2.84 2.00 2.42 Food and beverage tasters and graders 2.51 2.78 2.65 Factory and plant supervisors 2.55 2.00 2.28 Industrial truck and tractor operators 2.13 2.11 2.12 Sanitation workers 1.50 2.00 1.75 Production occupations
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Ability to learn new ideas, methods, and concepts 84% Team work 77% Communication 66% Attitude/personality (e.g. poor work ethic, punctuality, appearance, manners) 51% Management responsibilities/taking a lead 50% Customer services 43% Taking initiative 37% Green skills (Such as: Recycling, ..) 13% Problem solving 11%
Percentage of establishments interviewed that rate the issue of soft skill of their current workers as 4
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Percentage of establishments interviewed that rate “future importance” of the business capability as 4
Business Capability %
Operation Quality management 81% Efficiency and costs management 78% Safe handling of food 77% Cold Chain 65% Responsiveness/delivery times 43% Product development Product improvement 76% Product innovation 72% Introducing new product lines 44% Business Capability %
Sales and Marketing Domestic market 84% Product management 73% Export B2B sales and relationship management 71% International consumer research 65% Export channel and intermediaries management 64% Brand development 49% Compliance with regularity requirements Labour law compliance 31% Domestic regulatory compliance 30% Regulatory compliance for export markets 29% Regularity affairs 26%
Business Capability %
Value chain Developing local supplier base 87% Logistics and warehouse management 78% Managing supplier relationships 77% Improving and reconfiguring the value chain 75% Sourcing from most suitable international suppliers 69% On-going purchasing operations 39% Other business functions Financial management 84% Human resource management 73% Sustainable environment 43% Information technology 41%
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ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
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a) Provide an overall overview of the training system for the sector b) Identify the challenges in providing training c) Employability of the associated skills in labor market d) Identify the prioritize of the skills to put more accent e) Compare the skills result with enterprise survey f) Evoke possible solutions
ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
Several structures and institutions provide skills training that could be utilized in Food Processing (FP) sector. Those include: The system of technical and vocational education and training (TVET) Institutions of higher education Private institutions or NGOs that provide training courses On-the-job training in enterprise
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ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
Quantify exact number of skill supply in FP sector faces two main challenges: Limited information on the exact natures of the course provided by training institutions especially those of private institutions and NGOs In a typical training course, there could be multiple types of skills training provided to the trainees. To detect the issue of the lack of skill supply, we use qualitative approach by conducting in-depth interviews (IDI) with relevant and key informants: Training institutions: TVET (4), university (3), private institution and NGO (3) Government: 3
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ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
Among randomly scanned of 44 institutions of Higher Education, 13 institutions could be considered as provided training related to the skills of our interests Among 38 TVETs under Ministry of Labour and Vocational Training, 11 institutions offer skill training related to FP. However, several of them provides courses related to upstream value chain of FP sector (i.e. agriculture or animal farming) rather than directly related to processing of foods. The skills that are directly related to food processing and offered by those training institutions are:
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ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
1. Challenges in providing training 2. Employability of trainees in labor market 3. Training assessment and curriculum updating 4. Capacities to supply skill 5. Designing and delivering new courses 6. Challenges in attracting students to study in skills related to FP sector 7. Key messages from government officials
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ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
Providing skills training related to FP have fours main aspects: Not a lots of training courses directly related to processing of foods are offered. Several courses are related to upstream value chain. Several FP training courses offer skill training related to food inspection or quality control (Food Chemistry) rather than production or processing of foods Some skill trainings are oriented for small production (such as processing of dry fruits or pickle vegetables for small business, family consumption, or even just for cooking skill) For trainings that are oriented for large scale production (i.e processing of cassava, sugar and starch technology…) faces two main challenges:
produce graduates with the level of competency required by industry (with average rating=3.27/5) due to both quantity and quality (such as not up-to-date).
response to the demand of the industry (average rating =3.14 / 5)
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ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
Only 17% of the training institutions interviewed have conducted a formal tracer studies on the employability of theirs graduates. Another 57% claim that they also have conducted this tracer even in an informal such as:
All claim that, on average, 75-80% of their students will be able to find the job after 6 months graduate.
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3 type of employability Working in private company Setting up family or small business
In food company (RMA, Men Sarun Instant Noodle, Lyly Food (cake), Thai Hongkeat Fish Sauce,…) Soft drink company (Cocacola, Eurotech,…) Brewery company (Angkor Beer, Cambodia Beer, Tiger Beer…) Cassava Processing (Sok Heang Cassava Processing…) Seafood production (Kampot SeaFood…) Rice Miller Fish sauce/soya sauce Fruit juices Dry Fish Dry Fruits Pickle vegetables Khmer noodle Cooking
Employability in labor market
Working in the ministry
Ministry of Industry and Handicraft Ministry of Agriculture Forestry and Fisheries (Usually work as food inspectors or quality controllers)
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Cooperation between training institution and business entity
sending their students for practical training
Study tours Delivering training courses
institutions Organizing seminar and inviting employer to share working experience to the students Getting information on the opportunity with the company
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The training institutions highly acknowledge the importance of cooperating with business entity in the field of :
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All interviewed institution claim that they conduct training needs assessment exercises on a regular basis (at least once a year) Usually, they conduct it in align with revising study curriculum Curriculum revising could be more frequently such as conducting it before new session of the training course
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ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
The results of the training assessment is mainly used for:
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Strengthening the standard and the quality of training program Revising, improving, and updating curriculum in order to meet current labour market demand Analysing and anticipating the possibility of designing new course or training program Updating training equipment Revising teaching method
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Methodologies that are claimed to be used in the process of updating study curriculum
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Basing on overlooking into goods and services currently circulate in the market Setting up internal meeting : discussion among relevant departments and discussion among technical trainers and experts) Getting feedback from private sector/business entity after students completed practical training over there Conducting research based on secondary data (book, internet, social network…) Analysing results from training-need assessment Cooperation with other universities locally or internationally to exchange information
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We use the same method as in the case of enterprise survey. But now instead of asking enterprise representative, we ask training provider representatives to rate the issue of skill shortage & skill gap of skills that could be utilized in the sector of our study.
ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
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Occupations Skill shortage Skill gap Lack of skill supply
Food scientists and technologists
3.80 4.72 4.26
Food laboratory technicians
3.70 4.78 4.24
Industrial engineer
3.91 4.21 4.06
Food packaging and filling machine operators and tenders
3.17 4.85 4.01
Industrial machinery mechanics
3.19 4.75 3.97
Electrical and electronics technicians
3.62 4.25 3.93
Fruits and vegetables processing
2.46 4.94 3.70
Butchers; and meat, poultry, and fish cutters and trimmers
3.04 4.12 3.58
Quality assurance and control technician
3.04 3.97 3.50
Food Chemical safety and handling
3.17 3.77 3.47
Bakers
3.01 3.85 3.43
Grain processing
2.32 4.19 3.25
Food and beverage tasters and graders
1.59 3.75 2.67
Factory and plant supervisor
1.59 3.24 2.42
General maintenance and repair workers
2.01 2.75 2.38
Refrigeration and cold chain management
2.05 2.34 2.20
Industrial truck and tractor operators
2.17 2.00 2.09
ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
1.Human resource challenges 2.Lack of budget to support designing new course
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Main constraints in Designing new course
ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
budget to support in the first launching
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Delivery of new course
ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
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Accommodation problem Increase of recruitment unskilled worker in this sector Poverty Commuting cost Limited access of TVET information from potential trainees Not enough student interested in this sector
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Cambodia economy is strongly based on agriculture, but we import a lot of proceeded food products: food processing sector is relatively under developed Shortage of skilled workers related to this sector especially skills for production and packaging used in large scale manufacturing Less advancing usage of technology in the production Product quality and standard are still limited
Ma Main n challenges allenges in curr rrent ent situ tuation tion of th the de developmen lopment t of FP sector tor
ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
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Not many workers have gone through training institution before go into the job: depend very much on training on the job & passing on skills from one another through co-workers Limited access to information about new method of production (use
method, such as method pass through family ancestor..) A lot of manufacturers are in the form of family businesses or SMEs.
ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
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Not many training institutions provide courses related to FP, especially skills that could be used in large scale of FP manufacturing Not many students are interested to study in this fields Training establishments might locate far away from potential trainees or production place of the sectors Study curriculum and training methods are not yet enough advanced and response to the need of the large scale industry Relatively insufficient of up-to-date material for practice Despite the effort currently putting on the improvement of the training system, we still have some points to further improve to meet the need of labour demand that change very fast in current generation:
Perce cepti ption
lity ty of FP train inin ing in Cambo bodia dia
ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
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Based on interviewees, the main government policies/strategies that are mainly used to lighten up the appropriate way of improving skills of the workforce in Food Processing sector as well as other sector are: ☼ Industrial Development Policy 2015-2025 ☼ National Employment Policy 2015-2025
Main in gover ernment nment policy cy/strate /strategy gy to improv rove e workf rkforce rce skills ills
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The interviewees have mentioned some key components in their development strategies regarding vocational training and human resource development for Food Processing sector which are:
Ministry of Labour and Vocational Training:
Learning Guide Package
Ministry of Education Youth and Sports:
Ministry of Industry and Handicraft:
assessment, on technology transfer…
ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
25-Mar-16 Food Processing
Difficulties
Participation of relevant actors (especially from employers, and workers) are still limited Limited resource (budget and human resource) to implement, disseminate, follow up, and evaluate those strategy implementations.
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The main difficulties during policy implementation
ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
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Coord
ination and d colla labo bora ration tion of stak akeho ehold lders ers to impro rove ve workforce rkforce skills ills
Several coordination and collaboration among stakeholders have been made in order to communicate and make discussion of skills development, skills assessments, or the formulation of required policy response. The interviewees have been raised up several mechanisms or systems in place that enable these coordination: Tripartite committees steering education provision Participation of employers in qualifications frameworks In the case of Ministry of Industrial and Handicraft: set up a focal point of inter-ministry from 6 Ministries (+ representatives from SME):
Cooperation of Ministry of Labor and Vocational Training with ILO, ADB, JICA to develop National Qualification Framework, Training Standard Package, Revising Study Curriculum… Cooperation of National Employment Agency with ILO, SIDA, on the Skill Need survey...
ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
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Main challenges in enabling collaboration with stakeholder
Hard to engage employers to join or invest in skill development: they could focus more on short-term benefice where as human capital is a kind of medium
Participants (especially those who send by the business) sometimes are not the most right person that could give relevant and sophisticated information
ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
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The FP sector in our scope of study is a potential and growing sector, but mostly in the case of
small and medium enterprises.
Food processing in large scale (enterprises with workers equal or more than 100) is not hugely
developed yet. The usage of less advanced technology in the production and the lack of appropriate skilled labors for the sector could be ones of the main challenges
One of the main results of the STED enterprise survey help us to identify the prioritized type of
skills required by this sector. We could compare this result to the one that obtained from STED training institution survey.
Another main results is the characterizing of which business capabilities are the most important
for the success of this sector in the next 3 years.
Diagnostic of training institutions also help us to pinpoint the challenges in providing FP skill
training as well as provoking possible solution.
ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
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The following tables recall the finding from the enterprises survey and training institutions survey that lead to
Occupation Lack of skill supply Industrial machinery mechanics 4.52 Food scientists and technologists 4.35 Butchers; and meat, poultry, and fish cutters and trimmers 3.90 Bakers 3.79 Fruits and vegetables processing 3.78 Industrial engineer 3.64 Packaging and filling machine operators and tenders 3.63 Other manufacturing labourers (bottle sorter, material handler, hand packers…) 3.46 Other food and related products machine operators 3.44 General maintenance and repair workers 2.95 Quality assurance technician 2.42 Food and beverage tasters and graders 2.65 Factory and plant supervisors 2.28 Industrial truck and tractor operators 2.12 Sanitation workers 1.75 Production occupations
List Occupation from enterprises survey
ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
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List t Occupat patio ions ns from skill ills s supp pply ly survey rvey:
Occupations Lack of skill supply
Food scientists and technologists
4.26
Food laboratory technicians
4.24
Industrial engineer
4.06
Food packaging and filling machine operators and tenders
4.01
Industrial machinery mechanics
3.97
Electrical and electronics technicians
3.93
Fruits and vegetables processing
3.70
Butchers; and meat, poultry, and fish cutters and trimmers
3.58
Quality assurance and control technician
3.50
Food Chemical safety and handling
3.47
Bakers
3.43
Grain processing
3.25
Food and beverage tasters and graders
2.67
Factory and plant supervisor
2.42
General maintenance and repair workers
2.38
Refrigeration and cold chain management
2.20
Industrial truck and tractor operators
2.09
ទីភ្ប ា ក់ងិរជិតិមុខរបរ និងកិរងិរ www.nea.gov.kh
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