· Web viewMicrobiological methods of food testing for spoilage and existence of pathogens Damages caused by foodborne-disease microorganism, what influence their growth and how

SKILLS FRAMEWORK FOR FOOD SERVICES SKILL STANDARDS FOR

EXECUTIVE PASTRY CHEF

Occupation: Executive Pastry Chef

Occupation Description:

The Executive Pastry Chef provides direct and general supervison to the culinary team. He/She oversees the pastry and baking functions of the kitchen(s) including menu development, inventory and purchasing of supplies. This includes cost control, testing and developing recipes and menus, monitoring customer satisfaction and maintaining an inventory of ingredients, while striving to achieve cost-efficiency, handling tasks such as supervising employees, performance management, creating budgets and adhering to sanitation regulations.

He must possess the artistic ability to make their desserts appealing to the eye, have good communication and management skills and must possess sufficient math skills to work within a budget when ordering ingredients.

He is expected to be able to multi-task and thrive in a stressful environment and be able to maintain a clean working environment.

Important Points to Note about this DocumentThis document is intended purely to provide general information to enable individuals, employers and training providers to be informed about the skills for career, training and education purposes. SSG provides no warranty whatsoever about the contents of this document, and does not warrant that the courses of action mentioned in this document will secure employment, promotion, or monetary benefits.

Copyright 2017 © SkillsFuture Singapore Agency. All rights reserved. Version 1.1. 1



The skills expected of the Executive Pastry Chef are summarised as below:

Skill Category Skill

Business Continuity

Management

1. Direct Management of Crisis Situations2. Integrate Business Continuity Management into

Organisation's Operations

Business Negotiation 3. Manage and Direct Negotiations

Change Management

4. Facilitate Innovation and Lead Team Leaders to Implement Change

Communications 5. Manage Programmes and Activities to Enhance Stakeholder Relationships

Finance 6. Develop and Implement Budgets

Food and Beverage

Production

7. Apply Principles of Basic Microbiology8. Manage Culinary Operations 9. Manage Food and Beverage Operations10. Manage High-volume Food Production Operations11. Oversee Cost Controlling and Food Purchasing Activities12. Plan and Develop Menus for Food Service Establishments 13. Study Food Additives and Apply in Menu Creation




Food and Beverage Service 14. Design Restaurant Concepts

Innovation

15. Champion Service Innovation16. Innovate the Customer Experience17. Leverage Technology for Productivity and Innovation18. Manage Innovation in the Business Function

People Development

19. Develop Team Leaders through Capability Development and Coaching

20. Manage Training

Personal Management and

Development

21. Develop Self to Maintain Professional Competence at Senior Management Level

Planning and Implementation

22. Develop Service Operations23. Foster Entrepreneurship24. Manage and Review Systems and Processes25. Manage External Service Providers

Project Management 26. Conduct Project After-action Review

Risk Management

27. Manage and Monitor the Operation of Compliance Management Requirements and System

28. Manage Compliance with Food and Beverage Hygiene Policies and Procedures

29. Manage Loss/Risk Prevention30. Manage Risk across Business Units31. Operationalise and Manage Corporate Governance Policy for

the Business Unit




Sales and Marketing

32. Foster e-business in F&B33. Manage Revenue Management34. Optimise Sales

Site/Outlet and Equipment

Management35. Manage Site/Outlet and Equipment Maintenance




Skill Code BM-BCM-505E-1

Skill Category Business Continuity Management

Skill Sub-Category(where applicable)

N/A

Skill Direct Management of Crisis Situations

Skill Description

This skill describes the ability to direct crisis management plan to manage crisis situations. It also includes leading damage assessment, directing crisis response and recovery activities, and facilitating manpower involvement and communication to stakeholders.

Knowledge and Analysis

It refers to gathering, cognitive processing, integration and inspection of facts and information required to perform the work tasks and activities.

The ability to understand:

Own role in management of crisis response and recovery activities Relevant stakeholders in a disruptive event Implications on business impact arising from disruptive events on

the organisation

Application and Adaptation

It refers to the ability to perform the work tasks and activities required of the occupation, and the ability to react to and manage the changes at work.

The ability to:

Lead damage assessment in consultation with relevant stakeholders to determine the scale of impact

Direct implementation of crisis response and recovery activities in accordance with recovery strategies and business continuity strategies to ensure alignment in activities

Facilitate involvement of cross-functional teams to assist in crisis management

Activate 'return-to-normal' procedures in accordance with crisis management plan to ensure alignment in activities

Identify the business impact of disruptive events on the organisation to determine the extent of the impact

Activate stand down procedures in accordance with business continuity strategies and crisis management plan to ensure alignment in activities

Facilitate communication process during disruptive events to internal and external stakeholders in accordance with crisis




communication plan to provide updates



The ability to:

Lead damage assessment in consultation with relevant stakeholders to determine the scale of impact

Direct implementation of crisis response and recovery activities in accordance with recovery strategies and business continuity strategies to ensure alignment in activities

Facilitate involvement of cross-functional teams to assist in crisis management

Activate 'return-to-normal' procedures in accordance with crisis management plan to ensure alignment in activities

Identify the business impact of disruptive events on the organisation to determine the extent of the impact

Activate stand down procedures in accordance with business continuity strategies and crisis management plan to ensure alignment in activities

Facilitate communication process during disruptive events to internal and external stakeholders in accordance with crisis communication plan to provide updates

Innovation and Value Creation

It refers to the ability to generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals.

The ability to:

Review crisis management process to identify areas for improvement

Social Intelligence and Ethics

It refers to the ability to use affective factors in leadership, relationship and diversity management

The ability to:

Manage own emotions to maintain composure and display self-confidence and resilience when dealing with challenges in a crisis situation

Respond appropriately to emotional cues of cross-functional teams and organisation members during a crisis situation to manage negative emotional climate and provide reassurance




guided by professional codes of ethics.

Learning to Learn

It refers to the ability to develop and improve one’s self within and outside of one’s area of work.

The ability to:

Augment own knowledge on crisis management by subscribing to diverse learning channels to ensure continuous learning for workplace application

Range of Application

(where applicable)

It refers to the critical circumstances and contexts that the skill may be demonstrated.

N/A

Version Control

Version Date Changes Made Edited by

BM-BCM-505E-1 1-Sep-16 Initial Version WDA




Skill Code BM-BCM-403E-1

Skill Category Business Continuity Management


N/A

Skill Integrate Business Continuity Management into Organisation's Operations

Skill Description

This skill describes the ability to integrate business continuity management into an organisation's operations. It includes identifying key risk indicators to initiate crisis response and recovery activities, prioritising organisational resources, interpreting crisis assessment documentation, identifying critical business functions and their inter-dependencies, as well as managing synergies between business continuity related plans and organisational operational plans.




Business continuity management practice principles Components of incident response plans Components of crisis management plans Components of business continuity plans Change management techniques



The ability to:

Identify key risk indicators of disruptive events to inform and activate crisis response and recovery activities

Prioritise resources available in the organisation to support business continuity plans

Interpret crisis assessment documentation to contribute to business continuity plans

Identify critical business functions and their inter-dependencies during disruptive events to contribute to business continuity plans


The ability to:





Identify and manage synergies between incident response plans, crisis management plans, business continuity plans and organisational operational plans to achieve operational efficiency


It refers to the ability to use affective factors in leadership, relationship and diversity management guided by professional codes of ethics.

The ability to:

Demonstrate empathy and appreciation of others' views and issues when working with stakeholders to integrate business continuity management into organisation's operations to maintain positive working relationships

Learning to Learn


The ability to:

Augment own knowledge on practices to integrate business continuity management into organisation's operations by subscribing to diverse learning channels and discussion platforms to ensure continuous learning for workplace application


(where applicable)


N/A




Version Control


BM-BCM-403E-1 4-Aug-17 Initial Version SSG




Skill Code BM-BN-501E-1

Skill Category Business Negotiation

Skill Sub-Category(where applicable) N/A

Skill Manage and Direct Negotiations

Skill Description

This skill describes the ability to manage and direct negotiations to achieve organisation’s desired outcomes. It also includes planning and preparing for negotiation, implementing negotiation guidelines and providing feedback for negotiation policy refinement.




Negotiation styles Results of effective negotiation Conditions for successful negotiation



The ability to:

Plan and prepare for negotiation in accordance with negotiation strategies to achieve desired negotiation outcomes

Implement negotiation guidelines during negotiation process to achieve desired outcomes






The ability to:

Provide feedback to relevant parties to refine negotiation policy



The ability to:

Identify and address needs and concerns of negotiating team with regard to negotiation process, roles and responsibilities to maintain positive working relationships

Learning to Learn


The ability to:

Source for past negotiation plans to gain insights to develop current negotiation plan to achieve desired outcomes


(where applicable)


N/A




Version Control


BM-BN-501E-1 1-Sep-16 Initial Version WDA




Skill Code LPM-CHG-401C-0

Skill Category Change Management


N/A

Skill Facilitate Innovation and Lead Team Leaders to Implement Change

Skill Description

This skill describes the ability to work with team leaders to manage change processes. It also includes facilitating innovation at the workplace, implementing change strategies and processes and evaluating the impact of change.




Legal and ethical considerations relating to change management Organisational policies and procedures relating to the change

management Relevant professional or industry codes of practice and standards

relating to change management Key concepts and importance of a learning organisation in relation

to organisational change Theories and principles of change management The differences between and attributes of positive and negative

risks



The ability to:

Support enterprising behaviour and risk taking among team leaders by modelling enterprising behaviours and rewarding innovation to encourage desired behaviours

Assign roles and responsibilities to implement change strategies and processes

Identify systems and behaviours that may support or limit implementation activities to facilitate implementation

Work with team leaders to anticipate and plan for predictable consequences of change by applying systems thinking

Analyse data and feedback from team leaders to establish trends and identify actions and resources required to ensure change processes generate required benefits

Innovation and Value The ability to:




Creation


Identify opportunities for growth or improvement based on current achievements

Develop and review systems to share learnings from change implementation processes to guide future actions for improvement



The ability to:

Demonstrate empathy by acknowledging and addressing the feelings and perspectives of team leaders arising from the impact of change implementation to ensure individual needs are addressed

Learning to Learn


The ability to:

Identify competencies to help individuals and teams to respond positively to change

Keep abreast of change management systems and processes by subscribing to diverse learning channels and participating in peer discussion platforms to enhance own knowledge for workplace application


(where applicable)


N/A




Version Control


LPM-CHG-401C-0 1-Sep-16 Initial Version WDA




Skill Code BM-COM-401E-1

Skill Category Communications


Skill Manage Programmes and Activities to Enhance Stakeholder Relationships

Skill Description

This skill describes the ability to manage programmes and activities to enhance stakeholder relationships. It includes assessing the organisation’s relationship with stakeholders, identifying rationale and focus of programmes and activities, identifying and executing own role in programmes and activities, managing working level relationships, as well as evaluating effectiveness of programmes and activities and taking follow up actions.




Importance of stakeholder relationships to organisation Stakeholders’ issues of interest Channels of communication Negotiation techniques Communication techniques Legal, regulatory, ethical and socio-cultural constraints related to

stakeholder relations



The ability to:

Assess organisation’s relationship with relevant stakeholders to identify rationale and focus of programmes and activities to enhance stakeholder relationships

Carry out identified role in accordance with programme policies and procedures to enhance stakeholder relationships

Take necessary follow-up actions in accordance with organisational processes and procedures to enhance stakeholder relationships


It refers to the ability to

The ability to:

Evaluate effectiveness of programmes and activities in accordance with key performance indicators to identify areas for




generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals.

improvement



The ability to:

Manage working level relationships with peer stakeholders to support programmes and activities to enhance stakeholder relationships

Learning to Learn


The ability to:

Identify and evaluate own role in programmes and activities to enhance stakeholder relationships to support organisational strategies


(where applicable)


N/A




Version Control


BM-COM-401E-1 4-Aug-17 Initial Version SSG




Skill Code FSS-FIN-6002-1.1

Skill Category Finance

Skill Sub-Category (where applicable) N/A

Skill Develop and Implement Budgets

Skill DescriptionThis skill describes the ability to develop and implement budgets. It also includes managing accounting and cash controls and auditing financial procedures.




Company goals, strategic directions, business operating environment and the relation to budgeting

Budgeting processes and relevant parties involved Importance and processes of developing budgets Methods of estimating incomes and expenditures Methods of implementing and managing budgets Methods and Importance of controlling cash Budget control mechanisms and guidelines Accounting procedures Types and importance of financial audits and financial reports Audit reports and their implications Common variances between budgeted and actual amounts



The ability to:

Prepare and develop budgets Communicate approved budgets, cash control policies and

procedures and action requirements to relevant parties Allocate approved budgets Monitor proper documentation to facilitate audits Analyse audit findings and give recommendations on

necessary actions Analyse variances between budgeted and actual amounts

and prepare recommendations for future budgeting activities,


The ability to:

Analyse potential key areas (technical and/or business Copyright 2017 © SkillsFuture Singapore Agency. All rights reserved. Version 1.1.

20




related) for process improvement and/or value creation to the organisation and suggest ways to adapt existing techniques drawing from personal experiences and feedback

Generate ideas to create new products



The ability to:

Aligning organisational compliance procedures and policies with food handling legislative requirements to meet quality standards

Generate ideas to build and develop relationships with new and/or existing customers and internal and external stakeholders

Act as a role model and inspire team by showing trust, respect and support towards co-workers and/or supervisor in daily activities to achieve organisational objectives

Deal with ethical and/or professional issues and make judgement in accordance to organisation's current practice and/or guidelines

Learning to Learn


The ability to:

Apply cognitive skills and/ or past experience to generate technical or business solutions in unfamiliar areas

Coach others to overcome constraints at work Constantly update learning in relevant work area to adapt to

changing environment Attempt to apply learnings from other areas of work Be a brand ambassador and “live” the brand Provide recommendations on changes to brand standards to

align with the evolving needs of the business and external environment

Ensure that there are standard procedures in place and consistency in work output is maintained

Range of Application Food safety and health requirements must include:

National Environment Agency (NEA) Environmental Public




(where applicable)


Health (Food Hygiene) Regulations Workplace Safety and Health Regulations under the WSH

Act Hazard Analysis and Critical Control Points management

system (HACCP) Relevant food regulations under the Agri-Food and Veterinary

Authority of Singapore (AVA) (e.g. Sale of Food Act)

Version Control


FSS-FIN-6002-1.1 4 August 2017 Initial VersionSSG and SPRING

Singapore




Skill Code FSS-FBP-7001-1.1

Skill Category Food and Beverage Production

Skill Sub-Category (where applicable)

N/A

Skill Apply Principles of Basic Microbiology

Skill Description

This skill describes the ability to investigate the important fundamentals of microbiology and its relevance to the food and beverage, biomedical and biotechnology industries. It also includes the microbial world, prokaryotes and eukaryotes, cultivation and growth of microorganisms, microbiological media and nutritional requirements, and the control of microorganisms.




Roles of microorganism in the production of foods Importance of food microbiology in food safety Microorganism that contaminates food or enhances food

production Microbial types and their uses in food production Microbiological methods of food testing for spoilage and

existence of pathogens Damages caused by foodborne-disease microorganism, what

influence their growth and how to control them Difference between prokaryotes and eukaryotes Microorganism control methods



The ability to:

Explain the roles of microorganism in food production as well as food spoilage

Differentiate between microbial that is used to enhance food production from the spoilage ones

Set up food production and storage procedures and space which prevent the cultivation of spoilage microorganism

Eliminate or control the microorganism during food production to prevent spoilage and foodborne disease in accordance with recipes, food and Workplace Safety and Health (WSH) requirements.






The ability to:

Analyse potential key areas (technical and/or business related) for process improvement and/or value creation to the organisation and suggest ways to adapt existing food production techniques drawing from personal experiences and feedback




The ability to:

Align organisational compliance procedures and policies with food handling legislative requirements to meet quality standards



Deal with ethical and/or professional issues and make judgement in accordance to organisation's current practice and/or guidelines in applying principles in basic microbiology in the business aspect

Learning to Learn


The ability to:

Apply cognitive skills and/or past experience to generate technical or business solutions in unfamiliar areas

Coach others to overcome constraints at work Constantly update learning in relevant work areas to adapt to

changing environment Attempt to apply learnings from other areas of work Be a brand ambassador and “live” the brand




Provide recommendations on changes to brand standards to align with the evolving needs of the business and external environment

Ensure standard procedures are in place and consistency in work output is maintained


(where applicable)


Food safety and health requirements must include:

National Environment Agency (NEA) environmental Public Health (Food Hygiene) Regulations

Workplace Safety and Health Regulations under the WSH Act 2006 and all updates and current policies

Hazard Analysis and Critical Control Points management system (HACCP)

Relevant food regulations under the Agri-Food and Veterinary Authority of Singapore (AVA) (e.g. Sale of Food Act)

Version Control


FSS-FBP-7001-1.1 4-Aug-17 Initial VersionSSG and SPRING

Singapore







N/A

Skill Manage Culinary Operations

Skill Description

This skill describes the ability to understand the principles of food services operations with emphasis on kitchen operations. It also includes operational procedures, logistics planning and overall resource management of a kitchen.




Health, safety and sanitation standards in kitchen operations Ranks, duties and roles of the kitchen Types of equipment in the kitchen Concepts of well-organised kitchen Different types of kitchen set-up and its operating and data

systems Flow of food services operations Concepts of efficient and lean operations



The ability to:

Set up guidelines on personal hygiene, food and utensils storage and sanitation

Assign ranks and duties to appropriate individual and brief them on their roles and objectives

Outline food preparation and/or work stations Adjust kitchen design or layout to improve efficiency,

sanitation, and ergonomics


It refers to the ability to generate purposive ideas to improve work

The ability to:

Analyse potential key areas (technical and/or business related) for process improvement and/or value creation to the organisation and suggest ways to adapt existing techniques drawing from personal experiences and feedback




performance and/or enhance business values that are aligned to organisational goals.

Generate ideas to create new products Innovate and implement kitchen operating systems to drive

efficiency and reduce waste in accordance with organisational procedures and recipes, food and Workplace Safety and Health (WSH) requirements

Provide recommendations on changes to brand standards to align with the evolving needs of the business and external environment



The ability to:





Learning to Learn


The ability to:



changing environment Attempt to apply learnings from other areas of work Be a brand ambassador and “live” the brand Ensure that there are standard procedures in place and

consistency in work output is maintained


(where applicable)










Version Control


FSS-FBP-5016-1.1 4 August 2017 Initial VersionSSG and SPRING

Singapore







N/A

Skill Manage Food and Beverage Operations

Skill Description

This skill describes the ability to manage Food and Beverage (F&B) operations. It also includes applying knowledge of various food and beverage outlet concepts, planning employee schedules to match business demands, managing opening, operating and closing procedures, administering purchasing and inventory systems, interviewing, hiring and training staff and developing food and beverage operating budgets.




Various concepts of food and beverage outlets Methods and considerations in developing employee

schedules Roles and job specifications for staff positions Hiring and screening activities for job applicants Employment regulations and union agreements Opening, operating and closing shift procedures Importance of managing inventory and minimum stock levels Purchasing procedures Steps in developing budgets History of sales and expenditures Importance of managing budgeted and actual financial

transactions


It refers to the ability to perform the work tasks and activities required of the occupation, and the ability to react to and manage the

The ability to:

Develop and review staff schedules to ensure adequate manpower for each shift

Conduct recruitment selection and hiring in line with regulations and agreements with union

Manage opening, operating, and closing of shifts Monitor stock levels and purchasing activities and conduct

inventory audits




changes at work. Examine historical sales and expenditure figures Prepare budgets and related documentation Investigate variances between actual and budgeted amounts,

determining causes and potential solutions, in accordance with organisational procedures



The ability to:

Analyse potential key areas (technical and/or business related) for operations improvement and/or value creation to the organisation and suggest ways to adapt existing techniques drawing from personal experiences and feedback



The ability to:





Learning to Learn


The ability to:










(where applicable)



National Environment Agency (NEA) Environmental Public Health (Food Hygiene) Regulations

Workplace Safety and Health Regulations under the WSH Act



Version Control



Singapore







N/A

Skill Manage High-volume Food Production Operations

Skill Description

This skill describes the ability to manage high-volume food production, station set-up, timing, service, and menu concept development and execution. It also includes understanding and recommending menu items suitable for customer segments.




Types of catering operations and their equipment requirement

Concepts and methods of menu selection and development for catering services

Importance of collaboration among the suppliers and intermediaries

Procedures for planning, setting up, replenishing, and tearing down catering events

Resources and manpower requirement to operate catering events

Methods to select suppliers and intermediaries Factors impacting room set-up Importance of choosing appropriate furniture and materials in

catering room set-up Importance of maintaining food safety in high-volume

productions



The ability to:

Identify possible drawbacks based on the types of operations and manage the risk

Develop concepts and menu for catering services and recommend selections to the customers where appropriate

Communicate and coordinate with suppliers, intermediaries and other relevant parties during preparation and execution of catering events




changes at work. Analyse manpower requirement and ensure sufficient

manpower resources during the service Oversee catering preparation and execution activities in

accordance with organisational procedures and recipes, food and Workplace Safety and Health (WSH) requirements



The ability to:





The ability to:





Learning to Learn


The ability to:










(where applicable)







Version Control


FSS-FBP-6007-1.1 4-Aug-17 Initial VersionSSG and SPRING

Singapore







N/A

Skill Oversee Cost Controlling and Food Purchasing Activities

Skill Description

This skill describes the ability to oversee cost control activities in a Food and Beverage (F&B) establishment by setting up systems, policies, procedures and ensuring implementation. It also includes managing purchasing and flow of food in and out of the organisation.




Importance of standard operating procedures (SOPs) and policies to manage and control costs

Importance of building a culture of cost awareness in the organisation

Methods of controlling and optimising costs Income and expenses reporting systems Methods to implement cost management programmes in the

organisation and measure their success Purchasing cycles and flows of raw material in the

organisation Importance of tracking movements and flows of food Common faults in food purchasing activities



The ability to:

Develop policies and procedures for cost management and purchasing activities and monitor compliance

Set strategies and implement cost efficiency programmes in the organisation and measure their effectiveness

Monitor food purchasing cycles, including tracking of inflows and outflows of goods

Create standards and procedures for checking the quality and quantity of purchased food

Facilitate identification of gaps and potential cost-leakages within purchasing cycles, in accordance with organisational




procedures



The ability to:

Analyse potential key areas (technical and/or business related) for cost control improvement and/or value creation to the organisation and suggest ways to adapt existing techniques drawing from personal experiences and feedback



The ability to:





Learning to Learn


The ability to:





Ensure that there are standard procedures in place and






(where applicable)







Version Control



Singapore







N/A

Skill Plan and Develop Menus for Food Service Establishments

Skill Description

The skill describes the ability to plan and develop menus for food service establishments. It also includes reviewing existing menus, layout, design, pricing, menu item’s description and analysing sales mix and station balance.




Steps, considerations and key contributors in menu planning Principles of conducting studies on customers'

demographics, needs and wants Importance of collaborating with purchasing, warehousing

and inventory management when developing menu items Principles and importance of menu design, layout and

printing Different methods of menu classifications Methods of evaluating sales, popularity, and profitability of

menu items Importance and methods of training staff in food preparation

and serving of new menu items Food pairing with other product offerings Principles of menu engineering Waste reporting Methods to assess and analyse developed menus, based on

quality, quantity and delivery


It refers to the ability to perform the work tasks and activities required of the occupation, and the ability to react to

The ability to:

Conduct external assessments on the need for developing new menus, including assessing customers and their demographics with time and seasonal considerations

Conduct internal assessments, including analysing availability of organisation's equipment, space, staff for new menu items and identifying opportunities to cross-utilise ingredients to




and manage the changes at work.

maximise menu possibilities without sourcing for new, additional ingredients

Develop or improve menus based on business, aesthetic and nutritional balances

Review and classify new menu items, including assessing current and new items for complements to theme and set-up of restaurant and assessing and classifying menus based on profitability, popularity and sales performance

Compare and differentiate various pricing strategies Train cooks and service staff to ensure effective

implementation of menus, in accordance with organisational procedures and recipes, food and Workplace Safety and Health requirements



The ability to:

Analyse potential key areas (technical and/or business related) for menus improvement and/or value creation to the organisation

Generate ideas to create new menus



The ability to:





Learning to Learn The ability to:











(where applicable)







Version Control



Singapore





Skill Category Food and Beverage Service


N/A

Skill Study Food Additives and Apply in Menu Creation

Skill Description

This skill describes the ability to understand and use common food additives in food manufacturing/production/preparation. It includes emulsifiers, stabilizers, sweeteners, flavourings, colourings, acidulants, bulking agents, chelating agents and leavening agents. It also includes food regulations and guidelines on the use of food additives.




Food safety and regulatory requirements on the use of food additives

Audit and monitoring systems on the use of food additives Risks and benefits on the use of additives Types and uses of commonly used food additives Implications oon the use of food additives on operational

efficiency, product quality, storing methods, and business profitability

Common allergies and hypersensitive body reactions to food additives



The ability to:

Create policies and guidelines on the use of food additives in food preparation activities

Monitor and manage compliance on the use of food additives in the organisation which may include conducting audit, identifying excess use of food additives and rectifying issues with food additives where applicable

Assess impact of food additives on taste, quality, shelf life and other factors, and propose and advise alternatives use of food additives in accordance with organisational procedures and recipes, food and Workplace Safety and Health (WSH) requirements






The ability to:

Analyse potential key areas (technical and/or business related) for process improvement and/or value menu creation to the organisation and suggest ways to adapt existing techniques drawing from personal experiences and feedback

Generate ideas to create new menus



The ability to:





Learning to Learn


The ability to:










(where applicable)





Hazard Analysis and Critical Control Points management systems (HACCP)


Version Control



Singapore




Skill Code FSS-FBS-6001-1.1

Skill Category Food and Beverage Service


N/A

Skill Design Restaurant Concepts

Skill Description

This skill describes the ability to design a restaurant concept. It also includes applying knowledge of various food and beverage restaurant concepts, analysing restaurant operational characteristics, analysing the relationship between restaurant concepts and markets trends and developing a restaurant concept to match market demands.




Methods to conduct market and demographic studies Markets and customer demographics and their preferences Significance and functions of different food and beverage

operation concepts Types of restaurants and their characteristics, based on food

offerings, dining categories, themes, menu styles, services, and market demographics

Steps in developing a restaurant concept Operational elements of restaurants such as menus, space

requirements, degree of service, acoustics, lighting, ambience and atmosphere characteristics



The ability to:

Conduct market and demographic study of Food and Beverage (F&B) industry

Develop or propose restaurant concepts, based on the management's direction

Modify concepts according to changes in market preference or demographics

Innovation and Value The ability to:




Creation


Analyse potential key areas (technical and/or business related) for design improvement and/or value creation to the organisation and suggest ways to adapt existing techniques drawing from personal experiences and feedback



The ability to:




Learning to Learn


The ability to:







(where applicable)










Version Control


FSS-FBS-6001-1.1 4 August 2017 Initial VersionSSG and SPRING

Singapore




Skill Code SVCF-SI-501C-1

Skill Category Innovation


Skill Champion Service Innovation

Skill Description

This skill describes the ability to champion a service innovation culture within the organisation. It also includes establishing a service innovation strategy to provide directions that initiate the development of operating systems, policies and processes to support service excellence and innovation and evaluating the service innovation strategy and its impact on the organisation’s internal and external key performance indicators.




Organisation’s vision, mission and values Components of a service innovation framework Components of innovation audit Methods to establish a service innovation culture Methods to evaluate service innovation framework



The ability to:

Develop a service innovation framework that is in line with the organisation’s vision, mission and values

Conduct innovation audit to gather data on newly proposed or implemented service plans against established benchmarks

Evaluate service innovation framework to analyse impact on organisation’s key performance indicators






The ability to:

Identify and validate service innovation processes and procedures that best suit the organisation



The ability to:

Solicit feedback from customers on implemented service innovation ideas

Establish a culture that promotes service innovation

Learning to Learn The ability to:

Review service innovation practices within and across industries through industry networks to update own knowledge of latest practices

Share industry leading practices and research on service innovation with staff






(where applicable)


Service innovation is defined as changes in the product or service offering that is aimed at transforming the customer’s experience.

Types of service innovation must include:

Products People Place Processes

A service innovation framework is defined as the established structure within an organisation for development of new or significantly improved service concept that is to be taken into practice.

Components of service innovation framework must include: Process of idea generation Process and procedures for communicating ideas Evaluation criteria for service innovation ideas generated Process and procedures for implementing service innovation Process and procedures for evaluating implemented service innovation

ideas Evaluation criteria for service innovation ideas implemented Methods to champion service innovation throughout the organisation

Methods to establish a service innovation culture must include: Defining the service innovation culture and putting it in writing Integrating the envisioned culture within the orientation and training

process of service staff Implementing staff award systems to encourage service innovation

ideas Creating an environment of creativity and intellectual satisfaction Highlighting real life examples of how service staff have embodied the

service culture Removing constraints from people by sharing knowledge and the

decision-making process with staff Implementing communication channels to share ideas and discuss

potential innovation opportunities




Version Control


SVCF-SI-501C-1 1-Sep-16 Initial Version WDA




Skill Code SVCF-SI-502C-1



N/A

Skill Innovate the Customer Experience

Skill Description

This skill describes the ability to identify the elements that forms customer expectations so as to provide the desired customer experience that is line with the organisation’s vision, mission and values. It also includes various methods to design, innovate and translate the desired customer experience into a service operations plan.




Organisation’s vision, mission and values Methods to collect customer intelligence Components of desired customer experience Methods to innovate the desired customer experience Components of a service operations plan Methods to evaluate the impact of the desired customer experience Code of ethics and relevant regulatory requirements in collecting

customer intelligence data



The ability to:

Interpret customer intelligence to determine desired customer experience

Define operational objectives, service levels and service standards based on the desired customer experience

Formulate support necessary for service delivery to meet the desired customer experience

Evaluate impact of desired customer experience






The ability to:

Innovate the desired customer experience by identifying changes required in processes and policies, in line with the organisation’s vision, mission and value



The ability to:

Adhere to code of ethics and relevant regulatory requirements when collecting customer intelligence data

Learning to Learn


The ability to:

Stay abreast of customer intelligence by subscribing to customer attitudinal reports to ascertain customer’s perceptions of the organisation

Range of Application Customer needs must include:

Quality of products and services Safety of products and services Superior performance of products and services Aesthetic appearance of products and services Comfort of products and services Durability of products and services Perceived value of products and services

Customer expectations must include: Reliability

(where applicable)





Responsiveness to customers’ requests Efficient and accurate service Friendly and helpful service Prompt response to enquiries Empathy and support Comfort

The desired customer experience is the defined level and quality of service that an organisation wants to offer based on its service vision, mission, values and strategy. Defining the desired customer experience and consistently meeting and exceeding it will create an intimate relationship with customers that result in increased customer satisfaction and loyalty.

The desired customer experience must include: Interpreting customer intelligence data Physical elements that are more permanent or long-term, that cannot

be changed




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Skill Code FSS-INO-6001-1.1



Skill Leverage Technology for Productivity and Innovation

Skill Description

This skill describes the ability to analyse emerging market trends and their impact, identify appropriate technology, assess business risks, plans for improvements to productivity and innovation as well as monitor barriers to adoption of technology.




Importance of leveraging technology for the organisation Sources of information on technology for business needs Trends in the use of social media and mobile devices Trends in customers’ dining experiences Risk assessment techniques for using technology Organisational policies and procedures on use of technology Barriers against adopting technology innovation in the

organisation or industry



The ability to:

Analyse emerging market trends impacting the industry locally, regionally and globally

Identify appropriate types of technology innovations relevant to organisational vision, mission and strategic objectives

Describe how key emerging technologies can be leveraged for productivity and innovation, in accordance with organisational strategic objectives

Assess business risks associated with leveraging key emerging technologies for organisation

Develop technology strategy plans to increase productivity and innovation, in accordance with organisational strategic plans

Monitor barriers against adoption of technology innovations, in accordance with technology strategies developed in accordance with organisational procedures.






The ability to:





The ability to:





Learning to Learn


The ability to:










(where applicable)







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Skill Code BM-IM-401E-1



N/A

Skill Manage Innovation in the Business Function

Skill Description

This skill describes the ability to develop and implement innovation initiatives in a business function. It also includes identifying opportunities for innovation, conducting pilot testing, refining innovation strategies and making recommendations for implementation with the support from various stakeholders.




Characteristics of business functions that are more likely to be open to innovation

Characteristics of broader environments that support and encourage innovation

Creative approaches to identify innovation opportunities Range of creative techniques to generate innovative ideas



The ability to:

Evaluate business function performance to identify opportunities for innovation and improvement

Create opportunities to maximise innovation within a business function

Support and guide employees to contribute to the implementation of organisational innovation strategies

Conduct pilot testing and prototyping of innovation concepts within business function to determine feasibility of innovation initiative

Make recommendations of innovation initiatives to relevant stakeholders for implementation






The ability to:

Develop and refine innovative initiatives to ensure achievement of desired business outcomes within a business function



The ability to:

Consult with relevant stakeholders to agree on broad parameters for developing innovation initiatives

Acknowledge and address the feelings and perspectives of employees arising from the impact of innovation implementation to maintain positive working relationships

Learning to Learn


The ability to:

Keep abreast of innovation management practices by subscribing to diverse learning channels and participating in peer discussion platforms to enhance workplace performance


(where applicable)


N/A




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Skill Code LPM-DEV-401C-0

Skill Category People Management


N/A

Skill Develop Team Leaders through Capability Development and Coaching

Skill Description

This skill describes the ability to identify team leaders’ skill requirements and facilitate their learning opportunities to enhance performance. It also includes coaching of team leaders to help them develop their skills and gain confidence.




Legal and ethical considerations relating to the management of capability development

Organisational policies and procedures relating to capability development

Relevant professional or industry codes of practice and standards relating to management of capability development as a manager of a department or cross functional team

Implications and impact of coaching and mentoring activities on the individuals participating in the process

Models and methods of training needs analysis Market trends and developments on new and emerging skill

requirements, and learning and development



The ability to:

Review organisational strategies and business plans to identify impact on team competency requirements

Review current skills of team leaders using appropriate methods and tools to identify skills requirements

Work with team leaders to establish their learning priorities and learning and development plans

Identify learning and development opportunities and provide resources and support to facilitate the development of team leader skills


The ability to:





Review capability development approach for team leaders to identify areas for improvement



The ability to:

Provide coaching to team leaders to enhance their role performance, taking into consideration their emotional states

Learning to Learn


The ability to:

Review coaching outcomes against coaching goals to identify areas for improvement in the coaching process

Improve own coaching skills by subscribing to diverse learning channels and participating in peer discussion platforms to enhance workplace performance


(where applicable)


N/A

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Skill Code FSS-PDV-5002-1.1

Skill Category People Development


Skill Manage Training

Skill DescriptionThis skill describes the ability to manage training. It also includes conducting training needs assessments, developing training plans, implementing training plans and evaluating training effectiveness.




Importance of training-needs assessments prior to developing training plans

Different objectives of training Adult learning principles and individual learning styles Methods to measure training effectiveness Five levels of evaluation and relevant tools Importance of short-term and long-term evaluation of

trainings Various training delivery options along with their advantages

and disadvantages Training facilitation and coaching techniques Strategies for meeting training objectives



The ability to:

Conduct training needs analysis to identify skills, knowledge and attitudes required for business

Develop training plans for relevant departments and create learning and development visions

Analyse and select appropriate training strategies Source and coordinate resources to implement training Capture and track training evaluation results Coach others to develop their facilitation skills Assess skills, knowledge and attitude of trainees


N/A







The ability to:





Learning to Learn


The ability to:






Range of Application N/A




(where applicable)


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Skill Code LPM-PER-501C-0

Skill Category Personal Management and Development


N/A

Skill Develop Self to Maintain Professional Competence at Senior Management Level

Skill Description

This skill describes the ability to improve organisational communications and influence decision-making as a senior member of a business unit or division. It also includes developing own leadership style and capability.




Legal and ethical considerations relating to organisational communications, decision-making and personal conduct at the workplace

Organisational policies and procedures relating to organisational communications and development of professional competence

Implications and impact of organisational communication processes on stakeholders

Implications and impact of own leadership style and capability on employees and the organisation

The relationship between high level organisational strategy and the development and implementation of business plans and processes at business unit or divisional level

Underlying issues and trends that may affect decision-making by stakeholders



The ability to:

Use appropriate methods of communication to promote the organisation

Encourage and display effective communication techniques and behaviours to demonstrate the organisation’s values and ethics

Work with the leadership team to develop plans to achieve strategic priorities and directions of the organisation






The ability to:

Collaborate with stakeholders to develop communication channels and enhance organisational communications



The ability to:

Influence stakeholders to pursue actions which support the achievement of the organisation’s strategic priorities and directions

Maintain integrity of self throughout the decision-making process to meet requirements on organisational code of conductdecision-making

Apply emotional intelligence to guide own thinking and actions when interacting with stakeholders

Demonstrate alignment between personal ethics and values and those of the organisation to develop own leadership style

Learning to Learn


The ability to:

Use opportunities to self-reflect on own work performance and leadership style to identify areas for improvement

Maintain awareness and understanding of the skills and knowledge of colleagues and competitors to identify professional development opportunities for self


(where applicable)


N/A




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Skill Code SVCF-PL-401C-1

Skill Category Planning and Implementation


Skill Develop Service Operations

Skill Description

This skill describes the ability to develop a service operations plan in order to deliver service excellence. It also includes evaluating the plan against key performance indicators and implementing corrective actions to improve performance.




Organisation’s customer-focused strategy Platforms to communicate the service operations plan Methods to evaluate performance of service operations Types of corrective actions to improve service operations performance



The ability to:

Develop service operations plan in accordance with the organisation’s customer-focused strategy

Analyse organisation’s performance data against key performance indicators and industry benchmarks to ascertain gaps

Implement corrective actions to improve service operations performance



The ability to:

Propose areas of improvement to enhance organisation’s operations performance and efficiency







The ability to:

Communicate service operations plan to team at appropriate platforms Seek key stakeholders endorsement on improvements to operations

plan

Learning to Learn


The ability to:

Explore best practices in resource allocation through industry networks and research with a view to enhancing own ability to allocate resources more efficiently and effectively


(where applicable)


A service operations plan is a roadmap for an organisation that charts out the key organisational functions and resources which are required in order to meet, or exceed, the expectations of customers. This must include:

Organisation’s short-term and long-term goals Workflow processes and standard operating procedures for

implementation of service operations Workflow processes and standard operating procedures for working

with customer service centres, which must include:o Call centres




o Online sales and service centreso Mail order operationso After sales service and repair centreso Technical support units

Measures to manage high volume customer traffic which must include: Customer queue management systems Technology to enable customers to independently access information

and services Budget and resources required to implement service operations Potential risks and mitigating actions to manage the risks Service recovery plans Contingency plans Service operations performance standards

An organisation’s customer-focused strategy sets out the direction for an organisation which puts the customer at the centre of business decisions to achieve the organisation’s vision, mission and values.

Communicating the service operations plan must include communicating the organisation’s: Customer-focused strategy Service operations guidelines Service standard Service recovery framework




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Skill Code FSS-PNI-6001-1.1



N/A

Skill Foster Entrepreneurship

Skill Description

The skill describes the ability to identify the core values of an entrepreneur and to create and evaluate viable business proposals. It also includes identifying, assessing and selecting viable businesses, and developing preliminary business proposals.




Concept of entrepreneurship and its relation to risk management, innovation and wealth creation

Importance of entrepreneurship and innovation in ensuring business sustainability

Importance of leading and forming cohesive teams Importance of identifying appropriate products and business

development models Concepts of product differentiation and niche specifications Importance of funding and finances when pursuing

entrepreneurial activities Available government support and programmes fostering

entrepreneurial activities Purpose and concept of writing business proposals and

business plans Importance of goal setting, accountability and motivation

when pursuing entrepreneurial activities



The ability to:

Explain the concept of entrepreneurship and how it benefits the organisation and economy

Identify individual and team strengths, weakness, opportunities and threats

Assess needs for hiring staff and identify required attributes and experience

Identify potential business opportunities and resources




changes at work.required

Assess risks of new businesses and identify options to manage the risks

Assess financial and investment requirements Conduct market feasibility studies and formulate business

proposals and/or plans, in accordance with organisational procedures and recipes, food and Workplace Safety and Health requirements



The ability to:





The ability to:





Learning to Learn


The ability to:










(where applicable)




Workplace Safety and Health Regulations under the WSH Act 2006



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Skill Code BM-SPI-402E-1



N/A

Skill Manage and Review Systems and Processes

Skill Description

This skill describes the ability to manage, review and evaluate systems and processes with a view for enhancements. It also includes gathering of feedback and developing solutions to close gaps and to make improvements.




Different tiers of systems and processes within the organisation Tools and methodologies to review systems and processes



The ability to:

Manage systems and processes to meet organisational guidelines and policies


It refers to the ability to generate purposive ideas to improve work performance and/or

The ability to:

Review and evaluate systems and processes in accordance with organisational policies to identify areas for improvement

Develop and establish solutions to gaps and areas of improvement to further enhance organisational systems and processes




enhance business values that are aligned to organisational goals.



The ability to:

Adhere to organisational code of conduct, values and ethics when managing and reviewing systems and processes to ensure continued efficiency of organisational business processes

Learning to Learn


The ability to:

Keep abreast of best practices in managing systems and processes by subscribing to diverse learning channels and participating in peer discussion platforms to enhance own knowledge for workplace application


(where applicable)


N/A

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Skill Code BM-SPI-407E-1



Skill Manage External Service Providers

Skill Description

This skill describes the ability to manage external service providers. It also includes identifying, evaluating and appointing of providers as well as executing and optimising utilisation of providers’ services through relationship management.




Objectives of using external service providers Range of external business services that may be used by

organisation Sources of information when identifying potential external service

providers Processes to evaluate and choose external service providers Criteria for evaluating and selecting external service providers Challenges in using external service providers Appropriate communication and negotiation techniques to use

when liaising with external service providers Legal, regulatory, ethical and socio-cultural constraints in

managing external service providers



The ability to:

Identify potential external service providers in accordance with organisational procedures to determine the pool of available providers

Compare and evaluate external service providers to determine if they meet business needs of the organisation

Present recommendations on appropriate external service providers to management to seek approval for engagement


The ability to:





Optimise utilisation of providers’ services to maximise value to achieve organisational objectives and business needs



The ability to:

Maintain working relationships with external service providers to ensure successful execution of engaged services

Adhere to organisational code of conduct, values and ethics when managing external service providers to ensure execution of engaged services meets organisational requirements

Learning to Learn


The ability to:

Seek advice from peers and supervisors on their past experiences with the external service providers to gain insights for the evaluation and selection of providers


(where applicable)


Legal, regulatory, ethical and socio-cultural constraints must include:

Relevant legislation and regulations Codes of practice Business ethics Policies and guidelines Social responsibilities Cultural and societal expectations and influences

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Skill Code BM-PM-412E-1

Skill Category Project Management


Skill Conduct Project After Action Review

Skill Description

This skill describes the ability to conduct project after action review (AAR). It includes determining need for an AAR, facilitating AAR discussion, documenting AAR and applying key learning points for future projects.




Importance and objectives of an AAR Potential project management issues Components of AAR documentation templates Communication techniques



The ability to:

Determine need to conduct an AAR following project activity or event

Document AAR to ensure that key learning and discussion points are captured


It refers to the ability to generate purposive ideas to improve work performance and/or enhance business

The ability to:

Follow-up on key points to apply in future projects




values that are aligned to organisational goals.



The ability to:

Demonstrate empathy and openness to feedback to facilitate discussion to assess project management outcomes

Learning to Learn


The ability to:

Improve own capability in conducting AAR by subscribing to diverse learning channels and discussion platforms to enhance workplace performance


(where applicable)


N/A

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Skill Code BM-RM-403E-1

Skill Category Risk Management


Skill Manage and Monitor the Operation of Compliance Management Requirements and System

Skill Description

This skill describes the ability to manage and monitor the implementation of compliance management requirements and system. It includes identifying and interpreting compliance requirements, monitoring roles and responsibilities of managers and employees to achieve organisational compliance, evaluating procedures for non-compliance as well as monitoring, evaluating and reviewing compliance management system for improvements.




Components of organisation’s compliance management system

Sources of information for compliance requirements Relevant stakeholders



The ability to:

Identify and interpret compliance requirements applicable to the organisation to guide compliance management

Monitor roles and responsibilities of managers and employees to achieve organisational compliance

Evaluate procedures to response to non-compliance Implement compliance requirements in relevant functional

areas to support risk management practices Monitor implementation of compliance management system

and organisation’s awareness and understanding on compliance requirements to determine implementation effectiveness

Communicate changes on compliance requirements to




relevant stakeholders to ensure stakeholders are updated



The ability to:

Evaluate and review compliance management system in accordance with performance criteria to identify areas for improvement



The ability to:

Apply ethical code of practice in the implementation of compliance management to ensure organisational adherence to legislative and regulatory requirements

Learning to Learn


The ability to:

Keep abreast of the latest legislative and regulatory requirements applicable to the organisation by subscribing to various information channels to ensure currency of knowledge and organisational compliance


(where applicable)


N/A




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Skill Code FSS-WSH-4002-1.1



Quality and Hygiene standards

Skill Manage Compliance with Food and Beverage Hygiene Policies and Procedures

Skill Description

This skill describes the ability to manage compliance with Food and Beverage hygiene policies and procedures. It also includes establishing and implementing food and beverage hygiene policies and procedures, establishing monitoring systems, and addressing non-compliance issues.




Requirements of National Environmental Agency licenses for food production

Importance of meeting the licensing requirements Handling and storing requirements of various types of food

and beverages Biological, chemical and physical hazards in food handling

processes Importance of developing food and beverage hygiene

procedures Critical control points, limits and control measures Staff communication and training strategies Equipment maintenance plans Importance and uses of signs and labels for food safety Methods of conducting audits Audit principles, procedures and techniques



The ability to:

Adhere to, and plan, equipment set-up and maintenance, according to maintenance requirements

Conduct analysis of operations to identify potential hazards or points of non-compliance

Establish and document standards and guidelines in compliance with licensing requirements

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changes at work.hygiene

Create checklists for food standard checks and audits Develop schedules and tracking mechanisms to ensure

activities are carried out Establish in-house audit process Reduce non-compliance cases Ensure eventual compliance to policies and procedures,

including disciplining staff for non-compliance, in accordance with organisational procedures and recipes, food and Workplace Safety and Health requirements



The ability to:

Analyse potential key areas (technical and/or business related) for compliance improvement and/or value creation to the organisation and suggest ways to adapt existing techniques drawing from personal experiences and feedback



The ability to:





Learning to Learn

It refers to the ability to develop and improve one’s self within and

The ability to:


Coach others to overcome constraints at work




outside of one’s area of work.

Constantly update learning in relevant work area to adapt to changing environment

Attempt to apply learnings from other areas of work Be a brand ambassador and “live” the brand Provide recommendations on changes to brand standards to




(where applicable)







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Skill Code HAS-RIM-5002-1.1



Skill Manage Loss/Risk Prevention

Skill Description

This skill describes the ability to identify causes, areas and perpetrators of potential loss and risk and review safety, privacy and security practices. It also includes managing inspection activities, measures and mitigation actions to minimise loss and risk, handling exceptional cases and implementing changes to meet objectives.




Significance of loss and risk prevention Significance of identifying potential safety or security

concerns Benefits of empowerment in the delegation of responsibilities Investigation and disciplinary actions in exceptional cases Criteria for setting targets for success Importance of implementing changes after reviewing loss and

risk policies and procedures Guidelines for maintaining safe work areas, in accordance

with the Workplace Safety and Health Act



The ability to:

Identify causes, areas and perpetrators of potential loss and risk

Review safety, privacy and security practices with relevant stakeholders

Manage inspection activities and mitigation actions to minimise loss and risk

Handle exceptional cases via investigation and disciplinary actions

Review effectiveness of loss and risk policies and procedures, and implement changes


N/A







The ability to:

Influence others to be vigilant in safeguarding privacy and security of property, guests, customers and residents

Learning to Learn


The ability to:

Participate in discussions with stakeholders to improve on managing loss and risk prevention


(where applicable)


N/A




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Skill Manage Risk Across Business Units

Skill Description

This skill describes the ability to manage risk across business units. It includes assessing risk profiles, establishing risk context, evaluating and selecting risk response activities, as well as guiding and refining risk management process to achieve alignment across business units.




Factors in enterprise risk management Financial tools related to risk management



The ability to:

Assess risk profiles across business units to determine applicable risk response activities

Establish risk context to define scope of risk management process across business units

Evaluate and select appropriate risk response activities to manage risks across business units

Guide alignment of risk management process across business units to ensure effective organisational risk management


It refers to the ability to generate purposive ideas to improve work performance and/or enhance business

The ability to:

Refine risk management process for business units to achieve appropriate return on investment




values that are aligned to organisational goals.



The ability to:

Demonstrate empathy and openness to feedback to communicate risk management process across business units to garner support and buy-in

Learning to Learn


The ability to:

Augment own knowledge on organisational risk management practices by subscribing to diverse learning channels and discussion platforms to ensure continuous learning for workplace application


(where applicable)


N/A

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Skill Operationalise and Manage Corporate Governance Policy for the Business Unit

Skill Description

This skill describes the ability to operationalise corporate governance policy for the business unit through an operational plan to monitor compliance. It also includes interpreting, executing and communicating corporate governance policy as well as evaluating compliance with the policy.




Regulatory frameworks Corporate governance principles and related issues Components of the Code of Corporate Governance Techniques used in implementing operational plans



The ability to:

Interpret corporate governance policy for execution to ensure compliance on roles, accountabilities and responsibilities of employees

Develop processes to operationalise the corporate governance policy for the business unit

Communicate corporate governance policy to relevant stakeholders in accordance with organisational procedures to facilitate organisational compliance

Evaluate compliance with corporate governance policy to determine appropriate follow-up action


The ability to:

Facilitate development of an operational plan to monitor and





internalise corporate governance within the organisational culture



The ability to:

Apply ethical code of practice in the evaluation of compliance by the business unit to ensure adherence to legislative and regulatory requirements

Learning to Learn


The ability to:

Keep abreast of the latest legislative and regulatory requirements applicable to the organisation by subscribing to various information channels to ensure currency of knowledge and organisational compliance


(where applicable)


Regulatory frameworks applicable to local organisations must include:

Organisation Legislation and Regulatory FrameworkSingapore Code of Corporate Governance (Monetary Authority of Singapore)

Companies Act Statements of Accounting Standards Statements of Recommended Accounting Practice International Accounting Standards Monetary Authority of Singapore Securities Industry Council Registrar of Companies Commercial Affairs Department of the Ministry of Finance Takeover Code




Components of the Code of Corporate Governance must include:

Organisation director matters Remuneration matters Accountability and audit Communication with shareholders

Disclosure of corporate governance arrangements

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Skill Code FSS-SNM-6002-1.1

Skill Category Sales and Marketing


Skill Foster e-Business in Food and Beverage

Skill Description

This skill describes the ability to use information and communication technologies (ICT) in the Food and Beverage (F&B) industry. It also includes utilising basic concepts and key components of e-business such as revenue models, technology infrastructure, online advertising and social and/or legal issues




Trending technologies and their applications in the operational and management process in the F&B sector

Considerations in adopting e-business technologies Common challenges in new technology adoption and

strategies to avoid them Methods and steps to introduce technologies into F&B

operations Available government support and programmes for adoption

of e-business technology in the F&B sector Importance of information security in adopting e-business

technology Change management and communication methods for best

adoption of new platforms and technologies



The ability to:

Identify organisational technology needs, requirements and industry best practices

Set strategies and technology adoption roadmaps in the organisation

Assess potential and conduct cost-benefit analyses for technology adoption

Introduce technology and manage resistance to change and potential conflicts within the organisation

Create clear policies and guidelines for newly adopted




technology Secure information and sensitive data in technology adoption Guide staff and set training programs for newly adopted

technology Monitor initial usage and ensure technology is adopted

appropriately in accordance with organisational procedures and recipes, food and Workplace Safety and Health requirements



The ability to:





The ability to:





Learning to Learn


The ability to:










(where applicable)







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Skill Manage Revenue Management

Skill Description

This skill describes the ability to apply principles and techniques of revenue management in the business environment. It also includes evaluating profitability of business decisions and making decisions in the global market place.




Concept, principles and objectives of revenue management Methods to improve yield and revenue, based on revenue

management principles Products and services positioning in the market Importance of product pricing Concept of market segmentation Methods of analysing current and new market segments Methods to study and analyse customer and market

segments Methods of measuring and forecasting demand Brand positioning and marketing campaigns for products Importance of product mixes Benefits of multi-channel distribution and/or booking Methods of studying current and potential competitors



The ability to:

Assess and modify products and prices to suit target market preferences

Make recommendations to venture into untapped market segments

Analyse and make recommendations based on the characteristics of consumers

Review branding strategies and marketing campaigns Check on market relevance and disruption Assess possibility of using new channels for sales Identify and analyse current and potential competitors in




accordance with organisational procedures and recipes, food and Workplace Safety and Health requirements



The ability to:





The ability to:





Learning to Learn


The ability to:





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(where applicable)







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Skill Optimise Sales

Skill DescriptionThis skill describes the ability to optimise sales. It also includes directing staff to maximise sales, analysing and monitoring sales and applying yield management principles.




Sales management systems in the organisation Pricing structures Methods to build a motivated and skilled sales force Sales reporting and its related documentation Methods to prepare and analyse sales reports Features of products and services the relation to sales

performance Methods to calculate and manage yield Methods to forecast demands



The ability to:

Plan sales efforts and pricing Communicate, train, motivate, and provide sales staff Plan and execute data collection relevant data for sales

reports and analysis Monitor sales performance through sales management

systems Analyse sales reports Plan initiatives and introduce incentives to optimise sales and

improve yield Forecast demand activities for services and/or products



The ability to:

Analyse potential key areas (technical and/or business related) for process improvement and/or value creation to the





organisation and suggest ways to adapt existing techniques drawing from personal experiences and feedback




The ability to:





Learning to Learn


The ability to:







(where applicable)










Version Control



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Skill Code FSS-SEM-5001-1.1

Skill CategorySite/Outlet and Equipment Management


Skill Manage Site/Outlet and Equipment Maintenance

Skill Description

This skill describes the ability to manage site and/or outlet and equipment maintenance. It also includes developing site and/or outlet maintenance plans, purchasing and/or leasing equipment, developing equipment maintenance plans, managing servicing contracts, evaluating site and/or outlet and equipment maintenance plans, and managing environmental programmes.




Methods of maintenance planning and its pros and cons Manufacturer's guidelines, timelines and specifications Factors impacting equipment needs (i.e. expansion,

automation, equipment life cycle) Procedures for buying or leasing equipment Methods to develop maintenance schedules Servicing contracts and its common components Maintenance records Environment friendly programmes and its importance towards

business in long-term



The ability to:

Develop maintenance planning based on business plan, industry and technology trends, and current and future equipment standards

Review manufacturers' maintenance specifications and expected end-of-life cycle

Manage site/outlet equipment maintenance and service providers

Maintain maintenance records Study maintenance records and make adjustment to

maintenance plans when necessary Plan and develop environment-friendly programme in line

with organization objectives Conduct environment audits and make appropriate changes




to action plan in accordance with organisational procedures and recipes, food and Workplace Safety and Health requirements



The ability to:





The ability to:





Learning to Learn


The ability to:






Range of Application Food safety and health requirements must include:Copyright 2017 © SkillsFuture Singapore Agency. All rights reserved. Version 1.1.

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(where applicable)






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Definitions of the Five (5) Domains

Domain Definition


Knowledge includes the gathering of facts and information through traditional and digital forms. Analysis involves the cognitive processing, integration and inspection of single or multiple sources of facts and information required to perform work tasks and activities and takes into consideration, the work contexts in which the tasks and activities are carried out. The result of knowledge and analysis produce judgements on work tasks/activities/issues/areas, and the conceptualisation of solutions to solve problems at work.


Application involves the ability to perform work tasks and activities defined by the requirements of the occupation. Adaptation involves the ability to react to and manage the changes in the work contexts. The result of application and adaptation leads to the production of psycho-motor actions and behavioural reactions to the work tasks/activities/issues/areas, and the execution of the planned solutions to solve problems at work.


Innovation includes the ability to generate purposive ideas to improve work performance and/or enhance business values that are aligned to the organisational goals. As a result of innovation, the organisation is able to reap the values from individual or team contributors to achieve organisational growth.


Social intelligence includes the ability to appreciate and use affective factors in leadership, relationship and diversity management guided by professional codes of ethics as effective individuals or team contributors.

Learning to Learn

Learning-to-learn includes the ability to improve on self-development within and outside of one’s area of work. It involves the continual inspection of one’s knowledge, analytical, application, adaptive, innovative and social skills that are needed to perform the work optimally and/or solve problems effectively.


Documents

· Web viewMicrobiological methods of food testing for spoilage and existence of pathogens Damages caused by foodborne-disease microorganism, what influence their growth and how