chief Operating Officer

2.1 Strategic Leadership and Business Development

 Develop and execute the Group's short-term and long-term business strategies in

alignment with the Company's objectives.

 Identify business opportunities, market trends, new concepts, expansion plans and

strategic partnerships.

 Lead business transformation, organisational development and continuous

improvement initiatives.

 Evaluate new business ventures, acquisitions, investments and expansion

opportunities.

 Drive revenue growth, market share and the Group's competitive positioning.

2.2 Business and Financial Management

 Take overall responsibility for the Group's financial and commercial performance.

 Oversee annual budgets, financial forecasts, revenue targets and operating

expenditures.

 Monitor profitability, EBITDA, net profit, food costs, labour costs and other operating

expenses.

 Review financial reports and implement corrective measures to address

underperformance.

 Ensure effective cost control, cash flow management and utilisation of Company

resources.

 Evaluate the financial viability and returns of new outlets, projects and major

investments.

2.3 Group Operations Management

 Oversee the overall operations of all restaurants, central kitchen facilities and business

units.

 Ensure consistent standards in food quality, service delivery, hygiene, cleanliness and

operational efficiency.

 Monitor outlet and departmental performance through regular reviews, inspections and

operational audits.

 Drive productivity, cost efficiency, inventory control and wastage reduction.

 Resolve major operational issues and ensure effective business continuity.

 Ensure proper coordination between operations, central kitchen and supporting

departments.

2.4 Human Resources, Leadership and Management Accountability

 Provide overall leadership and direction to Department Heads, General Managers,

Operations Managers and senior management personnel.

 Oversee manpower planning, organisational structure, recruitment and workforce

development.

 Ensure managers are accountable for the performance, conduct and management of

their respective departments and employees.

 Review management and employee performance and ensure appropriate performance

improvement measures are implemented.

 Oversee succession planning, leadership development, employee engagement and

talent retention.

 Exercise management and disciplinary authority within the Company's policies,

applicable employment laws and delegated authority.

 Promote a culture of accountability, professionalism, teamwork and performance

excellence.

2.5 Management and Decision-Making Authority

 Exercise overall executive authority in managing and directing the Group's business

operations.

 Establish operational priorities, departmental objectives and management

expectations.

 Direct and supervise management personnel and ensure effective execution of

Company policies and instructions.

 Make operational, manpower and resource allocation decisions within approved

authority limits.

 Review management performance and implement appropriate corrective or disciplinary

measures within delegated authority.

 Resolve interdepartmental issues and ensure accountability across all business units.

 Escalate major investments, significant financial commitments and reserved matters to

the CEO, Chairman or Board for approval.

2.6 Sales, Marketing and Customer Experience

 Develop strategies to increase sales, customer traffic, market share and overall

business revenue.

 Oversee marketing campaigns, promotions, brand positioning and customer acquisition

initiatives.

 Establish customer service standards and monitor customer satisfaction and feedback.

 Drive improvements in food quality, service standards and overall guest experience.

 Protect and strengthen the Group's brand image and reputation.

2.7 Procurement, Supply Chain and Central Kitchen

 Oversee procurement strategies, supplier management and major purchasing

agreements.

 Ensure competitive pricing, product quality, supply continuity and cost optimisation.

 Monitor inventory management, purchasing controls and wastage reduction.

 Oversee central kitchen production, food quality, hygiene and distribution efficiency.

 Ensure effective coordination between suppliers, central kitchen and restaurant outlets.

2.8 Compliance, Risk Management and Corporate Governance

 Ensure compliance with applicable Singapore employment laws, food safety

regulations, workplace safety requirements and licensing obligations.

 Oversee internal controls, corporate governance, operational audits and regulatory

compliance.

 Manage significant business risks, operational incidents and corrective action plans.

 Ensure proper maintenance of licences, permits, insurance coverage and statutory

requirements.

 Oversee business continuity, emergency response and risk mitigation arrangements.

2.9 Corporate Administration and Stakeholder Management

 Oversee corporate support functions including HR, Finance, Administration, IT,

Facilities, Legal, Insurance and other assigned departments.

 Review major contracts, leases, commercial agreements and Company asset

management.

 Maintain effective relationships with shareholders, landlords, suppliers, government

agencies, financial institutions, auditors and strategic partners.

 Represent the Group in major commercial negotiations and corporate engagements.

 Ensure effective communication and reporting to the CEO, Chairman and Board of

Directors.

2.10 Performance Management and Reporting

 Establish Group-wide business objectives, KPIs and performance standards.

 Conduct regular business and performance reviews with Department Heads and senior

management.

 Monitor financial, operational and departmental performance and implement

improvement plans.

 Ensure management personnel are accountable for achieving their respective targets.

 Report business performance, significant operational matters and strategic initiatives to

senior management and the Board.

3. DECISION-MAKING AUTHORITY

The COO shall have the executive authority necessary to manage and oversee the Group's

business operations, subject to the Company's policies, approved budgets and Delegation of

Authority (DOA).

The authority includes:

 Directing and supervising all departments, business units and management personnel.

 Making operational and management decisions necessary for the effective running of

the Group.

 Approving operational arrangements, manpower deployment and resource allocation

within delegated limits.

 Reviewing employee and management performance and exercising disciplinary

authority within approved policies and procedures.

 Approving operational expenditure and commercial arrangements within approved

budgets and authority limits.

 Recommending major recruitment decisions, salary adjustments, investments, capital

expenditure and business expansion projects for higher approval where required.

Matters exceeding the COO's delegated authority or reserved for the CEO, Chairman, Board

or shareholders shall be subject to the relevant approval requirements.

4. KEY PERFORMANCE INDICATORS (KPIs)

The COO's performance shall be evaluated based on the following key areas:

Financial Performance

 Achievement of Group revenue, EBITDA and net profit targets.

 Food cost, labour cost and operating expense control.

 Outlet profitability, budget management and cash flow performance.

Operational Excellence

 Outlet and central kitchen operational performance.

 Food quality, service standards and customer satisfaction.

 Operational efficiency, productivity and wastage reduction.

People and Management

 Employee retention and manpower productivity.

 Management effectiveness and accountability.

 Leadership development and succession planning.

Compliance and Risk Management

 Regulatory, food safety and workplace safety compliance.

 Internal and external audit performance.

 Timely resolution of operational risks and audit findings.

Business Growth and Development

 Successful implementation of expansion plans and new outlets.

 Development of new business opportunities and revenue streams.

 Achievement of strategic business initiatives.

The Company may establish specific KPI targets and weightages annually and review them

according to business requirements.

5. GENERAL RESPONSIBILITIES

 Perform other duties and responsibilities as reasonably assigned by the CEO,

Chairman or Board of Directors.

 Act in the best interests of the Company and the Group at all times.

 Maintain the highest standards of integrity, professionalism, confidentiality and

corporate responsibility.

 Protect the Company's assets, business interests and reputation.

 Comply with all applicable laws, regulations, Company policies and management

directives.