Assistant Operations Manager

The Assistant Operations Manager (AOM) supports the Operations Manager (OM) in managing the day-to-day operations of the group’s restaurant portfolio, together with the area management team. The AOM helps implement and ensure compliance with operational and inter-departmental processes and policies across all branches and concepts of the group.

The Assistant Operations Manager reports directly to the Operations Manager, carries out the duties and areas of accountability delegated by the OM, and acts on behalf of the OM in their absence.

Restaurant Operations

Opening and Closing Procedures

· The AOM shall assist the OM in leading the operational side of opening new branches and properly closing branches that are being terminated, and shall oversee the day-to-day execution of each step and phase by the area and branch management teams.

· The AOM and their team shall coordinate with the Branch Expansion, External Project Management, Commissary and Supply Chain, Accounting & Finance (A&F), IT, Admin and Audit to ensure that branch openings and closings are executed in a timely and orderly manner, and shall escalate issues to the OM as needed.

Labor Management

· The AOM, together with the area management team (Area Manager, Area Supervisor and Restaurant Managers), shall assist the OM in managing key branch-level labor matters in both front-of-house (FOH) and back-of-house (BOH), including but not limited to:

o Shift planning and endorsement of leaves and overtime (OT) for the OM’s approval, or approval within the limits delegated by the OM

o Manpower allocation at the branch level

o Internal and external labor compliance, together with the HR Department

o Performance reviews and disciplinary actions, together with HR

o Training, mentoring and engagement programs that build a competent and highly motivated workforce

· The AOM shall help the OM manage labor cost across the group through sound budgeting, shift management, and the monitoring and immediate correction of key labor cost contributors. The AOM shall work with the cost analyst from the Corporate Planning Department to analyze labor cost data, and shall prepare the labor cost reports and justifications that the OM presents at ManComm.

· The AOM shall ensure that labor allocation (e.g., temporary transfers, pre-opening or under-training labor cost, permanent transfers) is documented and monitored in accordance with current policy, so that costs are properly attributed to each branch.

· The AOM shall coordinate with the HR – Training and Development (TAD) department and external consultants on the development and competency building of operations personnel.

· The AOM shall help ensure that all restaurant and operations personnel are afforded due process in disciplinary actions, promotions and appointments, in order to build a fair and professionally managed organization.

· The AOM shall communicate effectively and ensure that information from the OM is cascaded accurately across all levels and branches. The AOM shall act in good faith when representing the company on labor-related matters, protecting the best interests and image of the company and its management team.

· The AOM shall contribute to the continuous improvement of the group’s personnel-related processes and policies.

Asset Management

· The AOM, together with the area management team and the Accounting & Finance, Audit, Corporate Planning and Procurement departments, shall help safeguard the company’s financial, tangible and intangible resources and ensure they are put to proper use.

· The AOM and their team shall help ensure the proper utilization and safekeeping of company assets across all branches by implementing procedures and policies that account for every asset. These include, but are not limited to:

o Requisition: ensuring that assets (equipment, wares and supplies) are requested according to branch needs, prudently and cost-effectively.

o Procurement: ensuring that assets are procured through the Procurement Department, or through cash advance or authorized revolving funds, and reported to Accounting and Procurement so that each asset is properly tagged and included in the branch inventory.

o Maintenance: ensuring that periodic maintenance is performed diligently and that equipment and other assets are used properly.

o Recording: ensuring that regular inventories are conducted, pullouts and store transfers are documented, and asset movements are immediately reported to Accounting and Procurement.

o Loss and damage: ensuring that lost or damaged assets, whether accidental or intentional, are reported and accounted for, to support accountability and the recovery of devalued or lost assets.

· The AOM shall review asset requisitions based on operational need, and shall endorse them to the OM for approval, or approve or deny them within the limits delegated by the OM, only after cost-effective alternatives have been exhausted, such as reusing or recommissioning equipment and assets available in the company warehouse or unused in other branches.

· The AOM shall coordinate day-to-day with the Repairs and Maintenance (R&M) team, which reports to the OM, to ensure the timely maintenance and repair of equipment and assets.

· The AOM shall cooperate with the Audit Department in the regular conduct of audit activities across all stores, ensuring timely responses to audit queries and immediate correction of deviations identified by Audit.

· The AOM shall help ensure that an updated on-hand asset inventory list is kept for each branch, and that each branch takes ownership of, and accountability for, safekeeping its assets.

Finance Management

· The AOM, together with the area management team, shall help ensure the proper accounting, safekeeping, submission and reporting of cash, credit, GCs and other forms of payment vouchers, through strict implementation of the sales recording, safekeeping and reporting procedures prescribed by Accounting & Finance. These procedures include:

o Timely and proper requisition of branch-level cash funds: change fund, petty cash and revolving fund.

o Ensuring that funds are accounted for at all times and assigned to the proper branch personnel (Cashier, OIC or Assistant OIC), who must be a direct-hire, regular employee of the company.

o Ensuring that all cash items are kept in-store at all times, except during the daily deposit/remittance to HQ, and are kept in the branch vault or cash box. No personnel may move or borrow cash outside the designated area where it is required to be kept.

o Cash remitted to a store personnel’s bank account is considered a personal cash advance. That personnel is directly accountable for its disbursement and for its timely and orderly liquidation.

o Following opening and closing procedures, which include: (a) depositing the previous day’s sales to the designated account before 12 noon the next day; (b) generating the Z-reading and preparing the DSR and other attachments; and (c) providing a written endorsement of the cash box balance to the next cashier or OIC.

o Ensuring that the team complies with procedures on cash advances and payment requisitions, and with orderly and timely liquidation and reimbursement, including the submission of attachments, such as ORs and vouchers, upon liquidation.

o Keeping the branch revolving fund at the lowest practicable level by regularly reviewing and reducing it.

· The AOM and their team shall regularly check sales transactions for inconsistencies, including trends and incidence of voids, shortages and overages, OTH, discounts, and the timeliness of previous-day sales deposits, as well as statutory requirements such as BIR journal recording and DSRs sent to the head office, and shall report exceptions to the OM.

· The AOM shall strictly enforce the highest standard of integrity in sales transactions and cash/fund handling at all levels, with zero tolerance for:

o Misappropriation of funds (using funds for any purpose other than that intended, without proper authorization, regardless of purpose or intent)

o Borrowing of cash

o Reckless safekeeping

o Unauthorized discounts and OTH consumption

o Transactions not coursed through the POS

o Over- or under-declaration of transactions

o Failure to liquidate or account for cash advances or disbursements on time

o Delegation of cash handling/management to unauthorized personnel

o Inaccurate or late reporting and remittance

o Unauthorized liquidations and reimbursements

External Compliance

· The AOM and their team shall help ensure that restaurant operations adhere to external requirements, such as government licenses, clearances and permits, and mall/landlord requirements.

· The AOM and their team shall work with DCD, A&F, Admin and HR on the application for, fulfillment of, and resolution of these requirements.

Support to the Operations Manager

· The AOM shall perform the duties and accountabilities delegated by the OM, and shall keep the OM informed of operational performance, risks and issues in a timely manner.

· The AOM shall act as OM, within the authority granted by the OM and the Executive Committee, whenever the OM is unavailable.

· The AOM shall represent the OM in meetings and committees when asked to, and shall prepare the reports, data and recommendations the OM needs for ManComm and other management forums.

· The AOM shall prepare for the OM role by learning the full scope of the OM’s duties and by taking on development assignments as directed by the OM.

· As a key leader in the organization, the AOM shall faithfully perform all primary and ad hoc duties and accountabilities assigned to them, even those beyond the scope of their portfolio.

· The AOM and other key leaders are encouraged to discuss, deliberate and act on issues affecting the group, guided by the following principles:

o Respect and professionalism: Every member of the group is expected to be mature and professional and is treated with utmost respect. Proper venues and channels are provided for delicate discussions and differences in position.

o Good faith: Everyone shall act in good faith, with the shared goal of achieving our business objectives and elevating the organization in line with the group’s Vision and Mission.

o Entrepreneurial, service-oriented mindset: All leaders are expected to possess this mindset and culture, balancing financial metrics with the satisfaction of our customers and employees in everything we do.

o Collaboration: Each unit is a link in the value chain, and any change in a unit’s processes or policies affects other stakeholders. Every Tasteless Group leader is therefore expected to be collaborative and a good communicator, and to take responsibility for avoiding silos and keeping communication smooth, timely and orderly.

o Leading by example: All leaders are expected to practice what they preach. Tasteless Group leaders may delegate tasks and authority but always retain command responsibility within their group or team.

o Mentoring: All leaders mentor their subordinates by guiding them in their tasks and development, instilling professionalism and Tasteless Group values, and proactively planning their career paths and succession.

Benefits:

• Company events
• Employee discount
• Flexible schedule
• Health insurance
• Life insurance
• Opportunities for promotion
• Paid training
• Pay raise
• Promotion to permanent employee

Work Location: In person