Friday, 26 June 2015 08:51

Capacity Building For Trade Union



1. Mission of EU Project

  • Needs the trade union leaders to understand the importance of labor rights and standards towards the protection of their rights.
  • Needs the trade union leaders to have the skill and attitudes required to manage the trade union.
  • Needs the trade union leaders to have capacity with effective communication, negotiation skill and conflict resolution.
  • Needs Cambodia workers to get good working conditions.
  • Needs the employer to obey the national and international law.
  • Needs the trade union in Cambodia to have a CBA.
  • Needs Cambodia workers to have health insurance.
  • Needs Cambodia workers to get freedom from discrimination for organizing the trade union.

2. Actual results:

  • Trade Union leaders understand the labor law and standards.
  • Trade union leaders have skill to manage the union’s affairs.
  • Trade union leaders get a freedom from discrimination to organize.
  • Trade Union leaders have some capacity for negotiation and conflict resolution skill.
  • Workers get good working conditions.

3. Challenges:

  • Some trade union leaders have a low education.
  • Current working conditions have some problems for enterprise which is no trade union and CBA.
  • Trade union leaders in the transportation services were violated by employers both national and international law.
  • Currently, working condition in transportation sector is very bad.
  • Cambodia transportation sector has seriously violated the ILO conventions that Cambodia ratified.


Institutional Capacity building: In the first year of the project 14 trainings (of the planned 15) have been carried out and the remaining training took place on the 6-7th of April 2015 just after the first reporting period. Pre and post test results show a good increase in knowledge of the participants that took part in the sessions.

The second year 24 training courses have been carried out with 499 participants and 197 females. After capacity building training we evaluated that the knowledge of participants had been improved through Pre-Post Test training. Knowledge on the different topics increased from 30-40% before training to 70-90% after training. Also there were Follow up meetings, sharing information or knowledge about Core Labour Standards, Women Worker’s Rights and Young Worker’s Rights. The Alliances on Core Labour, Gender and Youth were organised and active in promotion. After the second year the trainings were evaluated and decided that some trainings would be upscaled within the project period. For instance the leadership training of youth and women leaders has been planned for more participants in the third year, increasing the amount of trained participants with 91 participants extra (38 women). Total of three year project are 1165 participants (389 women), this is a 7,8% increase of participants from the inception planning (almost 10% more women participants).

Also during the training of women the level of understanding from the women workers and the women students was different, therefor we decided to include one extra training day for the women workers to ensure they would understand the information and would be able to use it after the training in practise.

In order for the affiliated unions to execute the sub-grants reporting and financial management in a sufficient way, training on EU guidelines for Programme Management has been given to the sub grant affiliates and the project team. For the project team this was a refresher course and for the affiliates it was to increase their capacity in reporting for the EU project. Even though the level of the course was high, the capacity and understanding increased enormous.

Lastly we want to mention an unintended positive effect of this project. Through this project many of the CLC staff have been working with a translator and the staff of CNV International. They communicated with the CNV in meetings, by email or telephone. During this three year period the staff increased their capacity of English language within the entire management team. When the project started a handful of the staff spoke English, at the end of the project only a handful does not speak English. This means about 20 persons are now trying, and able to read, write and speak English, even amongst the affiliates. For the last reporting period, we did not hire a translator anymore, this capacity building will be very helpful in the international social dialogue and fundraising for CLC and its affiliates.

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