Executive Chef

Executive Chef – N/A11309
Applications accepted until:
Number of Openings


Boardwalk Hotel, Casino, Spa and Convention Centre



Job Purpose

  • The Executive Chef will be accountable for providing effective leadership and management of the culinary teams in producing and presenting quality, tasty and innovative menus and food products for kitchen operations across the business unit in line with legislative requirements and Sun standards. The role will be responsible to oversee the planning, integration and implementation of the strategic plans and objectives with the aim of growing the profitability of existing product offerings and creating great customer experiences for guests.


This will be achieved through collaboration with the Business Unit leadership team; leveraging partnerships with relevant stakeholders, minimising wastage, optimising the use of technology and focusing on high levels of operational compliance in line with food safety and other regulations. The role will also focus on building and enabling solid and engaged culinary talent and management to support the sustainability of culinary operations and enable the business vision


3-Year Hotel School / Culinary Diploma


  • 10 years in the culinary industry of which at least 5 years are at a management level

Skills and Knowledge

·          Deciding

·          Innovating

·          Taking action

·          Implementing skills (Managing            projects, driving results,                      creating  customer experiences)

·         Controlling (risks, results and                relationships)

·          Relating (connecting, valuing                 diversity, interacting)

·          Integrating

·          Leading People

·          Applying expertise and                         technology

·          Maintaining focus

·          Emotional maturity

·          Food product knowledge

·          Culinary methodology and skills

·          Culinary equipment usage, care                 and maintenance

·          Food hygiene & safety regulations,             Labour & risk legislation

·          Food costing and waste

·          Financial & Business acumen

·          Team Planning

·          Project management

·          Stock control

·          Computer literate; MS Office;                   Micros

·          Coaching

Key Performance Areas:

Key Performance Areas:

Delivered Culinary Planning Results

  • Understand the F&B strategy and align Culinary objectives
  • Provide input into the strategic objectives for the Unit€™s F&B deliverables
  • Facilitate the project management and achievement of milestones of Culinary team€™s deliverables
  • Direct Culinary product analyses and benchmark with leading Culinary trends
  • Provide clear delegation of authority and accountability for deliverables within the kitchen
  • Communicate with all relevant Stakeholders internally at a unit and Group level
  • Manage and allocate people and operational resources
  • Align strategies with EE, SD and procurement transformation strategies which contribute towards BBBEE targets being achieved for the property
  • Report monthly on food safety and hygiene; and cost of sales across culinary operations


Culinary Governance & Standards:

  • Oversee Kitchen working standards and processes at a unit level
  • Integrates Group standards into Unit Operations
  • Align practices with new legislative compliance around health, hygiene, safety and the environment
  • Implement sufficient control measures (including systems and processes) & checks within each department to mitigate any financial risk to the business.
  • Conduct weekly walkabouts of all kitchen areas to monitor compliance
  • Conduct cleaning spot checks and health, safety and hygiene inspections
  • Drive a waste management culture and ensure all staff are trained.
  • Participate in all month-end stock-takes
  • Participate in operating equipment counts
  • Work with internal stakeholders (F&B, maintenance, finance, HR, and security) to identify risk areas and address these


Product Innovation & Development:

  • Track guest feedback with regards quality and presentation of food across the business unit
  • Conduct product performance analyses / reviews and make recommendations to address opportunities and gaps
  • Provide menu rationalisation on a regular basis or as required
  • Motivate new menu and recipe proposals and enhancements quarterly, annually or seasonally (as per outlet and target market requirements)
  • Budget and direct the implementation of approved menu items and recipes
  • Measure ROI and performance on a regular basis
  • Share unit successes with other operations


People Leadership:

  • Communicate daily briefing sessions
  • Lead and motivate kitchen employees and promote positive working relationships, direction and support
  • Lead and oversee departmental communication ensuring employee and management interaction
  • Measure and develop strategies to enhance employee engagement
  • Identify and manage training, coaching and development requirements in line with strategic plans, e.g. skills shortages, succession plans, talent management
  • Encourage and manage team participation in culinary trade shows and competitions
  • Assess that competence levels of staff in the kitchen are sufficient to meet operational level requirements
  • Source and Select talent as per EE plan to build the future food and beverage talent pipeline
  • Performance Manage and coach reporting managers to ensure KPA€™s are achieved
  • Manage employee relations within the kitchen (monthly meetings with staff – formalised, minuted, issues addressed).


Budget Management:

  • Budget forecasts & control
  • Motivate and manage Capex requirements
  • Monitor and report on the 10 day, 20 day cost report results
  • Financial performance of the department including:
  • Salary forecast vs actuals €“ salary monthly forecast to be based on rosters. Track and monitor salary cost in relation to revenue achieved daily and make adjustments throughout the month to bring salary cost in line as a percentage of revenue.
  • Absenteeism €“ actively manage and report on absenteeism in line with company policy, rules, and regulations
  • Productivity €“ rations needs to be monitored daily to ensure staff are operating at the required level to achieve and exceed budgeted revenues with remedial action taken when not tracking on target.
  • Monitor departmental leave liability
  • Report on all Operational Expenses during financial review utilizing the financial pack, ensuring all items are in line with budget as a percentage of revenue; including the monitoring of par stock levels.
  • Report monthly on the function expense line, per outlet, justifying the use of the expense line in relation to revenue generation specifically relating to Food charges;
  • Check that a monthly Maintenance Report per department is submitted with progress on items stated on the report;
  • Strategize and implement cost saving initiatives throughout all outlets, ensuring that the guest experience is not affected;
  • Check all outlet staff wages / spend are in line with budget as a % of revenue; maintain productivity ratios of performance for line ` staff
  • Check all outlets operating expenses is in line with budget as a percentage of revenue
  • Continuously monitor slow moving stock in all outlets and compile a monthly report with action plan to minimize and reduce current slow moving stock as well as what action already taken



Stakeholder Relationship Management:

  • Maintains regular communication with all relevant stakeholders with regards progress, issues, changes, etc. happening within the kitchen environment
  • Provides feedback on operations to Group Executive Chef on initiatives, performance, concerns, etc.
  • Liaise with business partners around staffing requirements
  • Liaise with procurement and product suppliers with regards food product quality assurance and suppliers
  • Manage performance of suppliers and business partners against negotiated contracts
  • Work with the warehouse and operations control around the control of stock
  • Departments / staff are informed of information required to meet their needs and contributes to operational effectiveness
  • Department€™s objectives, standards and operating procedures are communicated to internal and external service providers as per SLA


Preference will be given to employees from the designated groups in line with the provisions of the Employment Equity Act, No. 55 of 1998, SISA internal recruitment policy as well as units employment equity plans.