national employment agency

ទីភ្នា ក់ងារជាតិមុខរបរ និងការងារ

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Consultation Workshop

25th March, 2016

The Initial Findings of the STED AssessmentFood Processing

Sunway Hotel, Phnom Penh

25-Mar-16 Food Processing 1


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Food Processing 2

Contents

Part I: Enterprise survey

Part II: Skill Supply Survey

25-Mar-16


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Food Processing

Part I: Enterprise Survey

325-Mar-16

Research objectives

Research methodology

Key findings:

1. Business environment

2. Business challenges

3. Employment and recruitment

4. Skills supply situation

5. Future importance of business capabilities


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Research Objectives

a) Develop a sampling framework of around 200 enterprises for the sector of

our interest and along of its value chains

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.


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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:

- Stratified random sampling with probability proportional to the number of

enterprises in each strata

- The establishment are divided into 3 strata: establishment with number of workers

5-9, 10-49, and 50 or more.

Research Methodology


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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 products38

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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Key Findings

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 made and sold reported by interviewed, and the top products that have been exported

Sub sector Top products Export

Processing of fish and mollusks- Fish sauce

- Dry fish

- Fish sauce

- Dry fish

Processing of fruits and vegetables

- Dry fruits

- Pickle vegetables

- Canned fruits

- Dry fruits

- Pickle

vegetables

Manufacture of grain mill products - Rice - Rice

Manufacture of starches and starch products

- Rice floor

- Wheat

- Cassava floor

- Bread and bakery

- Wheat

- Cassava floor

Manufacture of sugar- Palm sugar

- Cane sugar- Cane sugar

1. Business Environment


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Sub sector Top products Export

Manufacture of macaroni, noodles,

couscous and similar farinaceous products

- Khmer noodle

- Chinese noodle

- Noodle

- Instant noodle

- Khmer noodle

- Instant noodle

Distilling, rectifying and blending of spirits - Rice wine

Manufacture of wines - Wine - Wine

Manufacture of malt liquors and malt - Beer - Beer

Manufacture of soft drinks

- Pure drinking water

- Coke

- Fruit juice

- Pure drinking water

- Coke

- Fruit juice

Top products made and sold reported by interviewed, and the top products that have been exported


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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 ShareForeign (100%)

Distribution of number of establishment by establishment type of size of worker

Distribution of number of establishment by type of share of ownership


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Growth Rate

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 thenext 3 years

Annual growth rate and expected growth rate of sale

Exporter

All


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Growth Rate

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 next3 years

Micro 5-10 Small 10-50 Medium 50-100 Large > 100

Micro

Large

Medium

Small

Annual growth rate and expected growth rate of sale by type of establishment


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2. Business Challenges

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 threats/challenges for the current business reported by all enterprises


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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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3. Employment and Recruitment

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)

0

5000

10000

15000

20000

25000

30000

35000

1978

50326953

80869647 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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Number of workers by type of establishment

23444

45766

29666

33574

18%

35%

22%

25%

0%

10%

20%

30%

40%

0

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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4. Skills supply situation

“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)

Conception and Definition:


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Lack of skill supply

Skill gapSituation where employers find theirexisting workforce have inadequate skilltype/level to meet the business objectives(UKCES, 2012) issue of the quality of the skill supply

Skill shortage

Lack of available skilled people which resultsin 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

of skill shortage and skill gap.

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.

List of occupations:

Occupation Skill shortage Skill gapLack 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 guard4.25 2.93 3.59

Building cleaning workers4.12 2.35 3.24

Cooks and food preparation workers2.00 4.40 3.20

Food and beverage serving workers2.00 2.85 2.43

Domestic market sales and marketing2.15 2.15 2.15

International market sales and marketing2.10 2.00 2.05

Services and sale related occupations

25


skill supply

Human resource assistant3.10 4.71 3.91

General office workers2.75 4.81 3.78

Production and stock clerks2.75 4.78 3.77

Shipping, receiving, and traffic clerks2.46 4.66 3.56

Customer services and information clerks 2.71 4.36 3.54

Purchasing officer2.66 4.16 3.41

Legal officer or specialist2.15 4.11 3.13

Secretaries and administrative assistants2.11 3.10 2.61

Accountant and finance professional2.01 2.95 2.48

Supporting occupations


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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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Lacking of soft skills

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 or 5 (from the scale of 1-5, in which 5 refers to most server)


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5. Future importance of business capabilitiesPercentage of establishments interviewed that rate “future importance” of the business capability as 4

or 5 (from the scale of 1-5, 5 refers to most important for business success in the next 3 years)

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%


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 forexport markets

29%

Regularity affairs 26%


Value chain

Developing local supplier base 87%

Logistics and warehousemanagement

78%

Managing supplier relationships77%

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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Part II: Skill Supply Survey


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Research Objectives


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


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Research Methodology

Several structures and institutions provide skills training that could beutilized 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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Quantify exact number of skill supply in FP sector faces two main challenges:

Limited information on the exact natures of the course provided by traininginstitutions especially those of private institutions and NGOs

In a typical training course, there could be multiple types of skills trainingprovided to the trainees.

To detect the issue of the lack of skill supply, we use qualitative approach byconducting 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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Among randomly scanned of 44 institutions of Higher Education, 13 institutions could beconsidered as provided training related to the skills of our interests

Among 38 TVETs under Ministry of Labour and Vocational Training, 11 institutions offerskill 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 traininginstitutions are:

• Food biochemistry

• Food inspection and food safety

• Food technology/food engineering

• Beverage technology

• Packaging and storage technology

• Processing of cassava

• Sugar and starch technology

• Processing of fruits and vegetable



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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


Key Findings


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1. Challenges in providing training

Providing skills training related to FP have fours main aspects:

Not a lots of training courses directly related to processing of foods are offered. Severalcourses 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 orpickle 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, sugarand starch technology…) faces two main challenges:

the training equipment (for practical purpose) are not yet sufficiently adequate toproduce graduates with the level of competency required by industry (with averagerating=3.27/5) due to both quantity and quality (such as not up-to-date).

The technology and teaching method are relatively less advancing to perfectlyresponse to the demand of the industry (average rating =3.14 / 5)



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Only 17% of the training institutions interviewed have conducted a formal tracerstudies on the employability of theirs graduates.

Another 57% claim that they also have conducted this tracer even in an informalsuch as:

- randomly phone call to follow up

- social network

All claim that, on average, 75-80% of their students will be able to find the jobafter 6 months graduate.


2. Employability of the trainees in labour market


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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 or internship

Study tours

Delivering training courses

outside the institutions

Organizing seminar and

inviting employer to

share working experience to the students

Getting information on the opportunity

with the company


The training institutions highly acknowledge the importance of cooperating

with business entity in the field of :


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3. Training assessment and curriculum updating

All interviewed institution claim that they conduct training needs assessmentexercises 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 newsession of the training course



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The results of the training assessment is mainly used for:


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


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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4. Capacities to supply skills


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.


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Occupations Skill shortage Skill gapLack 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


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1.Human resource

challenges

2.Lack of budget to support

designing new course

5. Designing and delivery new course


Main constraints

in Designing new

course


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1. Limited budget to support in the first

launching

Main constraints in delivering of new module/course


Delivery of new

course


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6. Challenges in attracting student to study in skills related to FP


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

Main challenges in current situation of the development of FP sector

7. Key messages from government institutes


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Not many workers have gone through training institution beforego 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 (useold production method, such as method pass through familyancestor..)

A lot of manufacturers are in the form of family businesses or SMEs.


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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:

Perception of the quality of FP training in Cambodia


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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 government policy/strategy to improve workforce skills


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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:

- Develop National Qualification Framework, Training Standard PackageLearning Guide Package

- Participate in develop and implement AQRF (ASEAN Qualifications Reference Framework)

Ministry of Education Youth and Sports:

- Develop and implement Education Strategic plan 2014-2018

- Strengthening supervision and evaluation of education

- Stimulate STEAM education

Ministry of Industry and Handicraft:

- Improve and develop SME

- More coordinate with business entities, invite them to join workshop such as workshop on skill

assessment, on technology transfer…

- Plan to develop SME clustering


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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.

52

The main difficulties during policy implementation


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Coordination and collaboration of stakeholders to improve workforce skills

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):

• Ministry of Industry and Handicraft

• Ministry of Agriculture forestry and fisheries

• Ministry of Health

• Ministry of Commerce

• Ministry of Tourism

• Ministry of Interior

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...


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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

or long term investment

Participants (especially

those who send by the

business) sometimes are

not the most right person

that could give relevant and

sophisticated information


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Summary

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.


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The following tables recall the finding from the enterprises survey and training institutions survey that lead to

ordering the list of occupations/skills based on the high degree of the lack of this kind of skill supply in labor market.

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

Lis

t O

cc

up

ati

on

fro

m e

nte

rpri

se

s

su

rve

y


www.nea.gov.kh


Lis

t O

ccu

pat

ion

s fr

om

sk

ills

su

pp

ly

surv

ey:

OccupationsLack 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


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