(Finlalized) Food and Beverage Control Level-III

Introduction
FEDERAL DEMOCRATIC REPUBLIC OF ETHIOPIA

Ethiopia has embarked onOCCUPATIONAL
a process of reformingSTANDARD
its TVET-System. Within the policies and
strategies of the Ethiopian Government, technology transformation – by using international
standards and international best practices as the basis, and, adopting, adapting and verifying
FOOD
them in the Ethiopian contextAND
– is a BEVERAGE CONTROL
pivotal element. TVET is given an important role with
regard to technology transfer. The new NTQFparadigm in the
Level III outcome-based TVET system is the
orientation at the current and anticipated future demand of the economy and the labor market.
The Ethiopian Occupational Standards (EOS) are - a core element of the Ethiopian National
TVET-Strategy and an important factor within the context of the National TVET-
Qualification Framework (NTQF). They are national Ethiopian standards, which define the
occupational requirements and expected outcome related to a specific occupation without
taking TVET delivery into account.
This document details the mandatory format, sequencing, wording and layout for the
Ethiopian Occupational Standard comprised of Units of Competence.
A Unit of Competence describes a distinct work activity. It is documented in a standard

format that comprises:
 Occupational title, NTQF level
 Unit code
 Unit title
 Unit descriptor
 Elements and Performance criteria
 Variables and Range statement
 Evidence guides
Together all the parts of a Unit of Competence guide the assessor in determining whether the
candidate is competent.
The ensuing sections of this EOS document comprise a description of the respective
occupation with all the key components of a Unit of Competence:
 The chart with an overview of all Units of Competence for the respective occupation
(Unit of Competence Chart) including the Unit Codes and the Unit of Competence
titles
 The contents of each Unit of Competence – this includes further directions on the
contents and format of the unit of competence
 Occupational map providing the technical and vocational education and training
(TVET) providers with information and important requirements to consider when
Ministry
designing training programs for these standards and for the of aEducation
individual, career path
October 2021
UNIT OF COMPETENCE CHART
Occupational Standard: Food and Beverage Control
Occupational Code: CTH FBC
NTQF Level
CTH III 01 1021
FBC3 CTH FBC3 02 1021
Develop and Update Develop and apply
Hospitality Industry cookery skills
CTH FBC3 03 1021
Maintain and practice
food safety and quality
CTH FBC3 04 1021 CTH FBC3 05 1021 CTH FBC3 06 1021

Develop and Update Establish stock Monitor Receiving and
Tourism Industry purchasing and control storing stock
systems

Maintain financial Apply 5S Procedures Conduct Basic Workplace
records Oral Communication in
language Other Than
English
Occupational Code: CTH FBC
NTQF Level
CTH IV01 1021
FBC4 CTH FBC4 02 1021 CTH FBC4 03 1021
Manage food and Implement food safety Use a computerized cost
beverage revenue and quality system control system

Prepare and monitor Plan menus Apply Catering Control
budget Principles
CTH FBC4 08 1021 CTH FBC4 09 1021

CTH FBC4 07 1021
Conduct Food and Prevent and eliminate
Prepare and Interpret
Beverage control MUDA
Financial Information
CTH FBC4 10 1021

Conduct Workplace
Oral in language Other
Than English
Occupational Standard: Food and Beverage Control Level III
Unit Title Develop and Update Hospitality Industry Knowledge
Unit Code CTH FBC3 01 1021
Unit Descriptor This unit describes the performance outcomes, skills and knowledge
required to develop and update knowledge of the hospitality industry
including the role of different industry sectors and key legal and ethical
issues that must be considered by hospitality industry personnel in their
day-to-day work.
Elements Performance Criteria
1. Seek information 1.1 Information sources on the hospitality industry are identified and
on the hospitality accessed appropriately and correctly.
industry 1.2 Information is obtained to assist effective work performance
within the industry.
1.3 Specific information is accessed and updated on relevant sectors of
work.
1.4 Knowledge of the hospitality industry is used in the correct context
to enhance quality of work performance.
2. Source and apply 2. 1 Information is obtained on legal and ethical issues to assist
information on effective work performance.
legal and ethical 2. 2 Day-to-day hospitality industry activities is conducted according to
issues for the legal obligations and ethical industry practices.
hospitality
industry
3. Update hospitality 3.1 A range of opportunities to update general knowledge of the

industry hospitality industry is identified and used.
knowledge 3.2 Current issues of concern to the industry are monitored.
3.3 Updated knowledge with customers and colleagues is shared as
appropriate and incorporate this knowledge into day-to-day work
activities.
Variable Range
Information sources May include but not limited to:
 Media
 Reference books
 Libraries
 Unions
 Industry associations
 Industry journals
 Internet
 Information services
 Personal observation and experience
 Colleagues, supervisors and managers
 Industry contacts, mentors and advisers
Information May include but not limited to:

 Different sectors and businesses of the hospitality industry,
 Relationships between tourism and hospitality
 Relationships between the hospitality industry and other
industries,
 Entertainment and recreation
 Types of hotels
 Food production
 Wine production
 Meetings and events
 Housekeeping and laundry
 Restaurant and bar
 Front office operation
 Inter departmental relationship of hotel
 Industry working conditions
 Environmental issues and requirements
 Industrial relations issues and major organizations
 Career opportunities within the industry
 Work ethic required to work in the industry
 Industry expectations of staff
 Quality assurance
Legal issues May include but not limited to:
 Consumer protection
 Duty of care
 EEO (equal employment opportunity)
 Anti-discrimination
 Work place relations
 Child sex tourism
Ethical issues May include but not limited to:
 Confidentiality
 Commission procedures
 Overbooking
 Pricing
 Tipping
 Familiarizations
 Gifts and services free of charge
 Product recommendations
Current issues May include but not limited to:
 Government initiatives
 Emerging markets
 Environmental and social issues
 Labor issues
 Industry expansion or retraction
Evidence Guide
Critical aspects of Assessment requires evidence that the candidate:
competence  Sourced initial and updated hospitality industry information and
to apply this to day-to-day activities.
 Understood the hospitality industry, including main roles,
functions and interrelationships of different sectors, with a more
detailed knowledge of issues relating to a specific sector or
workplace
 Understood the key legal and ethical issues for the hospitality
industry.
Underpinning Demonstrates knowledge of:
Knowledge and  Different sectors of the hospitality industry and their
Attitudes interrelationships, including a general knowledge of the role and
function of:
 Food and beverage
 Front office
 Food production or kitchen operations
 Housekeeping
 Clubs
 Gaming
 Security and maintenance
 Finance and marketing
 Overview of quality assurance, quality activities and continuous
improvement in the hospitality industry and the role of individual
staff members within the quality process.
 Industry information sources.
 Role of trade unions and employer groups in the industry
 Environmental responsibilities of the industry, including waste
minimization and recycling.
 Main objectives, requirements and impact on individual staff of
federal and regional legislation, regulations and guidelines that
apply to the industry in the following areas:
 Liquor, including responsible service of alcohol
 Health and safety
 Hygiene
 Gaming
 Workplace relations
 Workers’ compensation
 Consumer protection and trade practices
 Duty of care
 Building regulations
 Equal employment opportunity (EEO) and anti-
discrimination
 Overview of current and emerging technology used in the
hospitality industry
Underpinning Skills Demonstrates skills to:
 Identifying relevant information
 Questioning techniques to obtain information
 Note taking
 Sorting and summarizing information
 Communication and literacy skills to source, read and interpret
general information on the hospitality industry
 Literacy skills to read and interpret plain English information
documents that relate to legal issues affecting the hospitality
industry
Resources  The candidate has accessed appropriate computers, printers and
Implication communication technologies to facilitate the processes involved
in sourcing industry information
 Access to information sources in order to conduct research and
collect sufficient information
Assessment Methods Competency may be assessed through:
 Interview / Written Test / Oral Questioning
 Observation / Demonstration
Context of Competency may be assessed in the work place or in a simulated work
Assessment place setting
Occupational Standard: Food and Beverage control Level III
Unit Title Develop and apply cookery skills
required to apply basic principles and methods used in cookery
including foreign and local cuisines as well as regional specialisations
and aassembling and preparing ingredients for menu items.

1. Select and use 1.1. Appropriate equipment and technology for particular cuisine
cooking styles and required cooking methods were selected.
equipment and 1.2. Equipment’s were set up, used and maintained hygienically,
technology safely and according to manufacturer instructions, enterprise
specifications and traditional requirements
2. Assemble and 2.1 Ingredients are identified according to recipes or enterprise
prepare requirements.
ingredients for 2.2 Correct quantities are calculated and ratios are prepared for
foreign menu ingredient of specific menu items.
items 2.3 Cut and portion ingredients for specified dishes are prepared based
on enterprise portion specifications.
2.4 The ingredients according to the correct quantity, type and quality
required are assembled.
2.5 Ingredients in the required form and timeframe are prepared using
appropriate preparation methods and cutting techniques.
3. Apply methods of 3.1 Dishes using specified ingredients are prepared by employing a
cookery, and range of cookery methods according to recipe specifications for a
prepare and cook given menu.
a range of given 3.2 Cooking process are completed in a logical and sequential
menu items manner.
3.3 Problems with the cooking process identified promptly and
corrective actions are taken.
3.4 Menu items are presented according to cuisine style and
enterprise practices.
3.5 Kitchen team members are worked together to ensure timely
preparation of dishes.
4. Carry out safe 4.1. legislative and regulatory requirements are complied.
work practices 4.2. A clean and tidy workplace is maintained by maintenance staffs
according to health and safety requirements and enterprise
procedures.
4.3. Workplace food hygiene and safety procedures are followed during
preparation, cooking and serving of food and menu items.
Variable Range
A range of cooking May include but not limited to:
methods:  Deep-frying
 Stir-frying1
 Barbecuing
 Grilling
 Shallow frying
 Roasting
 Braising
 Stewing
 Steaming
 Baking
 Boiling
 Oil and water blanching
Equipment May include but not limited to:
 Barbecues
 Roasting drums
 Charcoal grills
 Mincers
 Tandoori ovens
 Contemporary ovens
 Woks
 Steamers
 Cutting, chopping and slicing implements such as cleavers and
knives
 Strainers
 Scoops and skimmers
 Ladles
 Whisks
 Food processors
 Microwaves
 Skewers
 Sharpening steels and stones
Dishes to be prepared May include but not limited to:
 Fresh and dried vegetables, fruits and salad vegetables
 Culturally appropriate meats, such as chicken, beef, lamb, goat
and pork
 Seafood, such as prawns and other crustaceans, squid, shellfish
and fish
 Herbs, spices and condiments
 Eggs
 Rice and farinaceous products
 Items specific to particular dishes and cuisines
Legislative and May include but not limited to:
regulatory  Hygiene in food handling and storage
requirements  OHS
 Council regulations
 Pest and vermin control
Maintenance May include but not limited to:
 Seasoning woks and other utensils
 Sharpening knives and cleavers
 Care of pestles and mortars
 Care of specialised equipment, such as steamers
Evidence Guide
competence  Prepare dishes within realistic time constraints using a range of
cookery methods appropriate to the style of cuisine.
 Apply knowledge of major ingredients, culinary terminology and
equipment to the various methods of cookery and cuisine styles
being used.
 Apply range of cookery methods applied to ingredients relevant
to the particular foreign cuisine, on more than one occasion.
 Application of food hygiene and ohs principles and procedures
during the cooking and presentation process.
Knowledge and  Underlying principles of foreign cookery for particular cuisine
Attitudes styles.
 Culinary terms related to particular foreign cuisines.
 Knowledge and use of typical ingredients, herbs and spices,
condiments, thickening and flavouring agents relevant to the
particular foreign cuisine and appropriate cookery methods.
 Effects of cooking techniques on nutrition, taste, texture and
appearance.
 Typical food allergies and consequences
 Principles and practices of personal and professional hygiene
related to working in a kitchen, including appropriate uniform
and other personal protective equipment
 Food preparation techniques for particular cuisines.
 Use of equipment, both traditional and contemporary, including
its care and maintenance.
 Safe work practices, particularly in relation to bending, lifting
and using cutting implements, appliances, heated surfaces and
other equipment that carries a risk of burns.
 Waste minimization techniques and environmental
considerations in relation to different methods of foreign
cookery.
 Problem-solving skills to deal with shortages of food items,
mistakes or problems in ingredients or meals produced, and
equipment failure.
 Numeracy skills to calculate quantities and portions against
menus and orders.
Resources Access is required to real or appropriately simulated situations,
Implication including work areas, materials and equipment, and to information on
workplace practices and OHS practices.
Assessment place setting.
Occupational Standard: Food and Beverage Control III

Unit Title Maintain and practice food safety and quality
required to use personal hygiene practices to prevent contamination of
food that might cause food-borne illnesses and also about the delivery
of stock and appropriately store, rotate and maintain the quality of stock
items.

1. Follow hygiene 1.1. Organizational hygiene procedures are followed.
procedures and 1.2. Unsafe practices that breach hygiene procedures are reported
identify food promptly.
hazards.
1.3. Food hazards that may affect the health and safety of customers
and colleagues are identified.
1.4. Hygiene hazards are removed or minimized and also reported as
appropriate for follow-up.
2. Report any personal 2.1. Personal health issues are reported likely to cause a hygiene
health issues. risk.
2.2. Incidents of food contamination are reported that resulting from
personal health issues.
2.3. Participation in food handling activities is ceased where own
health issue may cause food contamination.
3. Prevent food
3.1 . Clean clothes are maintained, required personal protective
contamination. clothing are worn, and only organization-approved bandages and
dressings are used.
3.2 Food contamination is prevented from clothing and other items
worn.
3.3 Unnecessary direct contact with ready to eat food is prevented.
3.4 Hygienic personal contact with food and food contact surfaces
are ensured.
3.5 Hygienic cleaning practices are used to prevent food-borne
illnesses.
Variable Range
Organizational May include but not limited to:

hygiene procedures  Wash your hands with soap and clean water before touching
food and immediately after handling raw food (e.g., meat, eggs),
handling bins, touching pets, or going to the toilet.
 Clean and disinfect all surfaces immediately after preparing
food.
 Ideally, use different colour-coded chopping boards for raw and
ready-to-eat foods.
 Cover food or keep it in sealed containers to stop germs getting
in.
 Store and prepare raw food away from cooked and ready-to-eat
foods.
 Keep any pets or animals away from food preparation and eating
areas.
Personal health issues May include but not limited to:

 Physical Activity and Nutrition.
 Overweight and Obesity.
 Tobacco.
 Substance Abuse.
 HIV/AIDS.
 Mental Health.
 Injury and Violence.
 Environmental Quality
Food contamination May include but not limited to:
 Biological contamination.
 Chemical contamination.
 Physical contamination.
 Cross-contamination
Evidence Guide
Critical aspects of Skills must be demonstrated in a retail environment.

competence
Assessment must ensure use of:
 Project or work activities that show the candidate's ability to

identify workplace hazards, and assess and control safety risks
for a given service industry operation in line with regulatory
requirements
 Access and use appropriate template documents for hazard
identification and risk assessment
 Apply appropriate methods for hazard identification, and risk
assessment and control
 Understand the consultative approach to hazard identification,
assessment of associated safety risks and implementation of
controls
 Apply knowledge of OHS legislation requirements for hazard
identification, and risk assessment and control
 Able to implement and monitor OHS management practices
within the context of an established system where policies and
procedures already exist
 Apply knowledge of specific and relevant OHS legislative
requirements
 Demonstrate of skills in conducting risk assessments for
different hazard scenarios

Knowledge and Reasons for protecting food from contamination
Attitudes  Different types of contamination:
Methods of rejecting contaminated food
 Quarantining the storage of items that are likely to be the source
of contamination of food:
 Infestation of animal and pest waste
Underpinning Skills Demonstrates skills to control and monitor

 Commercial refrigeration facilities:
 Freezer
 Fridge
 Computers, printers and stock control software systems
 Electronic equipment used for stock control
 Containers for hot and cold storage
 Designated:
 Delivery area
 Storage areas for dry goods and perishables
 Recording systems
 Proformas used by the workplace
 Organisation specifications:
 Temperature recording charts
 Thermometers

Assessment Methods Competence may be assessed through:
Context of Competence may be assessed in the work place or in a simulated work

Occupational Standard: Food and Beverage III
Unit Title Develop and Update Tourism Industry Knowledge
required to develop and update current and emerging information on the
tourism industry, including industry structure, current technology and
key environmental issues, community, legal and ethical issues that must
be considered and applied by tourism industry personnel in their day-to-
day work.
1. Source and apply 1.1. Sources of information are understood and the structure and operation of
general the tourism industry are identified.
information on 1.2. Specific information of relevance to the tourism industry is accessed and
the structure and comprehended.
operation of the 1.3. Knowledge of the tourism industry to enhance the quality of work
tourism industry performance is accessed and used
2. Source and apply 2.1 Information on legal issues to assist effective work performance is
information on obtained.
legal and ethical 2.2 Day-to-day tourism organization activities according to legal obligations
issues that impact and ethical industry practices are conducted.
on the tourism
industry
3. Source and apply 3.1. Information on current and emerging technologies that impact on the
information on tourism organization process is sourced and accessed.
tourism industry 3.2. The potential effects of different technologies on the tourism organization
technology process are identified.
3.3. Knowledge of current and emerging technology in day-to-day work
activities is applied.
4. Update personal 4.1. A range of opportunities to update knowledge of the tourism industry are
and identified and used.
organizational 4.2. Current issues of concern to the industry are monitored.
knowledge of the 4.3. Updated information with colleagues, according to organizational
tourism industry procedures, and incorporate into day-to-day work activities are shared.
Variable Range
Sources of information May include but not limited to:
on and opportunities to  Formal and informal research
update knowledge  Media
 Reference books
 Legislation or Ethiopian publications describing the law and
responsibilities to comply
 Libraries
 Unions
 Industry associations and organisations
 Industry journals
 Computer data, including internet
 Personal observations and experience
 Informal discussions and networking with colleagues
 Industry seminars
 Training courses
 Familiarisation tours of tourism destinations and facilities
 Participation or membership in professional industry associations
 Participation in industry accreditation schemes
 Use of industry codes of conduct or ethics
Tourism industry May include but not limited to:
 Accommodation
 Attractions
 Transport
 Retail travel
 Tour wholesaling:
 Tour operations
 Meetings, incentives, conventions and events
 Tour guiding
 Information services and promotion:
 Coordination
Information of relevance May include but not limited to:
to the tourism industry  Different tourism markets and their relevance to industry sectors
 Relationships between tourism and other industries including:
 Events
 Hospitality
 Entertainment
 Arts
 Sports
 Agriculture
 Conservation
 Science and research
 Retail
 Different sectors and businesses within the industry, their
interrelationships and the services available in each sector
 Major tourism industry bodies and associations
 Economic and social significance of the tourism industry, which
may relate to:
 Employment
 Effect on local amenities and facilities
 Population changes due to tourism development
 Community role in tourism
 Role of and impacts on local communities
 Environmental issues for tourism including:
 Protection of natural and cultural integrity
 Minimal impact operations
 Environmental sustainability
 Waste management
 Energy-efficient operations
 Land ownership
 Land access and usage
 Industrial relations
 Specific features of the local and regional industry
 Career opportunities within the industry
 Roles and responsibilities of individual staff members in a
successful tourism business, including ethical practices and
quality assurance
Enhancing the quality of May include but not limited to:
work performance  Making contacts with networks for obtaining key information
to develop, deliver and improve tourism operations
 Suggesting new and improved ways of doing things
 Performing work duties within legal, ethical and social
guidelines to ensure smooth tourism operations
 Improving skills, knowledge and productivity to improve
tourism operations by accessing and attending industry
professional development courses or activities
Legal issues May include but not limited to:
 Consumer protection
 EEO
 Anti-discrimination
 Workplace relations
 Public liability and duty of care
 Licensing
 Land ownership, management and access
 Environmental management
 Risk management
 OHS
 Child sex tourism
Ethical industry practices May include but not limited to:
 Maintaining the rights and lifestyle conditions of local
community residents.
 Agreed compliance with codes of conduct, practice or ethics.
 Truth and honesty regarding all information given to
customers
 Product recommendations
 Declaration of commissions, fees and other charges
 Subcontracting and provision of services as promoted
 Pricing
 Procedures for payment of commissions
 Bookings at venues
 Overbooking
 Confidentiality of customer information
 Tipping
 Familiarisations
 Gifts and services free of charge
 Preferred product arrangements
Technologies May include but not limited to:
 Current and emerging industry technology, including e-
business
 Internal and industry wide reservation, operations and
financial and tracking systems.
 Project management systems.
Current issues May include but not limited to:
 Maintaining organisational and industry profitability by
productivity and pricing flexibility
 Industry initiatives
 Government initiatives
 Emerging markets
 Environmental and social issues
 Labour issues
 Industry expansion or retraction
Evidence Guide
competence  Able to source initial and updated tourism industry
information and apply this to day-to-day activities to
maximise effective performance in specific tourism sector
contexts
 Develop general knowledge of the tourism industry, including
main roles, functions and interrelationships of different
sectors, with a more detailed knowledge of issues that relate
to a specific sector or workplace
 Develop general knowledge of the key environmental,
community, legal and ethical issues for the tourism industry
Underpinning Knowledge Demonstrates knowledge of:
and Attitudes  Sources of general information on the tourism industry
structure, the functions, key characteristics and business
interrelationships of the different sectors.
 The general nature of allied and crossover industries
including hospitality, meetings, incentives, conferences and
events
 The existence and primary functions of trade unions in the
industry.
 The existence and primary functions of local, regional, state
and national tourism information service and marketing
organisations
 The existence and primary functions of tourism research
bodies
 The existence and basic aspects of state, territory and local
council laws that impact on tourism operations and actions
that must be adhered to by tourism businesses.
 Current and emerging technology used in the tourism
industry, including e-business
 Research skills to identify, interpret and sort relevant
information
 Communication skills including active listening and
questioning to obtain information and to provide a verbal
summary of information.
 Ethiopian information documents about legal issues, industry
accreditation schemes and codes of conduct.
 Summarise and record information in basic documents such
as information sheets, portfolios and files.
Resources Implication Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information
on workplace practices and OHS practices.
Context of Assessment Competence may be assessed in the work place or in a simulated
work place setting
Unit Title Establish stock purchasing and control systems
Unit Code CST FBC3 05 2021
required to establish and implement stock control and cost-effective
stock purchasing and supply systems for a business. This unit is relevant
to organisations where stock management is an integral and essential
part of business operations, and where there are complex purchasing
and control issues to be considered.
1. Determine stock 1.1. Business data, forecasting methods and standard measures
requirements. are used to calculate required stock levels for specific
industry sector.
1.2. Stock requirements for standard business periods are
determined for peak seasons and special events.
1.3. Cost-effective purchase quantities are established based on
business information and supplier advice.
2. Establish optimum 2.1 Quality of supply is evaluated based on feedback from
supply arrangements colleagues and customers.
. 2.2 Source of potential suppliers are reviewed.
2.3 Appropriate and accurate purchase specifications are
developed.
2.4 Suppliers are assessed against specifications, considering all
relevant factors.
2.5 Terms of purchase is assessed, and negotiated with suppliers
to achieve optimum supply arrangements.
2.6 Sources of supplies are adjusted and make accurate records of
agreements.
3. Develop and 3.1.Stock control systems are developed and communicated to
implement stock relevant staff.
control systems. 3.2.Special control systems are developed for stock with high
wastage or loss.
3.3.Workplace systems are monitored and make adjustments
according to feedback and operational experience.
3.4.Training of staff is initiated to minimize stock wastage
specific organizations.
4. Develop and 4.1. Receiving Tasks and Records completed.
maintain inventory 4.2.The difference between physical and perpetual inventory
and receiving systems are explained.
systems 4.3.The two key objectives of an effective beverage purchasing
programs are listed.
4.4. The purpose of effective beverage receiving and storage
practices are explained.
Variable Range
Specific industry May include but not limited to:
sector:  Forecasting methods for calculating required stock levels
 Formulas for yield testing and use of standard measures
 Methods to calculate cost-effective order quantities for
different stock items
 Types of computer stock control systems used, their functions
and features
 Stock security systems
 Types of storage and their suitability for different kinds of
stock
 Supply sources for different types of products
 Appropriate terminology and formats for, and inclusions of,
purchase specifications
Specific organisation May include but not limited to:

 Relevant stock and product life and storage requirements for
specific goods.
 Standard business periods, peak seasons and special events.
Perpetual inventory May include but not limited to:

 Tracking and updating inventory records after every
transaction of goods received or sold through the use of
technology.
 Regular physical inventory counts on a scheduled and periodic
basis.
Purchase specifications May include but not limited to:
 Budget
 Color
 Deadlines for supply
 Delivery or pick up requirements
 Detailed description
 Expected supply cost
 Fresh or frozen food
 General description
 Grade
 Numbers to be purchased
 Product name
 Quality
 Required labelling
 Size
 Special instructions or requirements
 Storage procedures
 Upper purchase price barrier
 Use for product
 Weight
Stock control systems: May include but not limited to:
 Bin card system
 Integrated point-of-sale system
 Ledger system
Evidence Guide
competence  Establish and implement cost-effective stock purchasing and
control systems.
 Monitor stock control systems involving the above stock items,
stock quality and cost-effectiveness of supply over one stock
cycle.
 Produce stock control reports and data required to calculate
cost-effective purchasing of the above items.
Knowledge and  Specific industry sector
Attitudes
 Specific organisation
 Sources of business data relevant to stock purchasing and
control
 Factors which influence purchase specifications:
 Reasons for stock loss and damage and methods to control
these
 Stock control systems
 Stock control procedures and template documents and reports.
Underpinning Skills  Interpret complex supplier cost sheets, specific terms of
purchase, and supplier contracts.
 Sort and analyse information to make decisions on supply
arrangements.
 Prepare complex and accurate purchase specifications and
stock control system documents.
 Negotiate complex supply arrangements and liaise with stock
suppliers.
 Work with budgets
 Interpret complex stock performance, wastage and stocktake
reports.
 Interpret supply costs and calculate cost-effective quantities for
purchase.
 Monitor the quality and cost of supply, identify deficiencies
and adjust purchasing arrangements.
 Negotiate cost-effective supply and maximise profitability.
 Plan, establish and monitor stock control systems.
 Use a computer, keyboard and stock control software.
Resources Implication 
The candidate has accessed appropriate computers, printers and
stock control software systems current commercial purchase
specifications, stock control procedures and reports, supplier cost
and contractual documentation used for the purchase of stock
suppliers with whom the individual can interact and negotiate.
Methods of Assessment Competence may be assessed through:
Context of Assessment Competence may be assessed in the work place or in a simulated work
place setting
Occupational Standard: Food and Beverage Control III
Unit Title Monitor Receiving and storing stock
required to maintain the quality of perishable supplies for food and
beverage, replenishing stock levels, taking delivery of stock, Store
supplies in appropriate conditions and also to rotate and maintain stock.
It requires the ability to store perishable supplies in optimum conditions
to minimise wastage and avoid food contamination.

1. Replenish stock 1.1. Stocks are rotated, replenished and presented according to
levels. organizational requirements for stock levels.
1.2. Stock waste or shrinkage is recorded according to
organizational procedures.
1.3. Optimal stock levels are maintained on retail shop floor.
2. Take delivery of 2.1. Incoming stocks are checked against orders and delivery
stock. documentation.
2.2. Records are identified and discrepancies are reported.
2.3. Items are inspected for damage, quality and use-by dates and
findings are recorded according to organizational procedures.
2.4. Details of incoming stock are recorded according to
organisational procedures.
3. Maintain perishable 3.1 Environmental conditions of all storage areas and equipment to
supplies at optimum maintain perishable supplies are regularly checked and adjusted
quality. at optimum quality.
3.2 Temperature checks are conducted and supplies are protected
from spoilage according to food safety procedures.
3.3 Supplies are protected from damage of cross-contamination and
pests.
3.4 Perishable supplies are rotated for maximum use according to
expiration dates.
3.5 Stocks are promptly stored or displayed in designated location.
4. Store supplies in 4.4. Temperature checks on delivered goods ensured that they are
appropriate within specified tolerances are conducted.
conditions 4.5. Temperature results are recorded according to organizational
procedures.
4.6. Deficiencies with delivered food items are identified, and supply
within scope of own responsibility, or report findings are
rejected.
4.7. Correct environmental conditions are chosen and prepared for the
storage of perishable supplies.
4.8. Dates are coded for perishable supplies to maximize their use.
4.9. Supplies are promptly stored in appropriate storage area to
minimize wastage and avoid food contamination.
5. Rotate and maintain 5.1. Stocks are rotated for maximum use and minimum wastage.
stock. 5.2. The quality of stock and report findings is regularly checked.
5.3. All excess or spoilt stock and waste, especially hazardous
substances are safely disposed, to minimize negative
environmental impacts.
5.4. Cleanliness of stock handling and storage areas are maintained,
and problems are identified and reported.
5.5. Stock control systems and equipment’s are used according to
organizational speed and accuracy requirements.
Variable Range
Stock control May include but not limited to:

 Used to show how much stock you have at any one time and
how you keep track of it.
 It applies to every item you use to produce a product or service,
from raw materials to finished goods.
May include but not limited to:

Organizational
procedures  Procedure explains a specific action plan for carrying out a
policy.
 Procedures tells employees how to deal with a situation and
when
 Procedures save time and stress
Discrepancies May include but not limited to:

 incorrect data recorded during receiving/inbound stock
 Misplaced stock/incorrect location
 Inadequate handling of damaged and returned stocks
 Stock loss due to theft
 Human error during stocktake process
 Incorrect unit of measurement in counting used
 Not updating the inventory system
 Stocks incorrectly labelled
 Stocks mistaken for similar product and mixing
 Human error during order processing (e.g. Picking)
 Supplier fraud
 Faulty inventory management software or stocktake equipment
Cross-contamination May include but not limited to:

 Infected linen
 Dirty equipment and utensils
 Food to food
 Equipment to food
 People to food
Stock May include but not limited to:

 Raw materials and components - ready to use in production
 Work in progress - stocks of unfinished goods in production
 Finished goods ready for sale
 Consumables - for example, fuel and stationer
Evidence Guide
Critical aspects of Must demonstrate knowledge and skills of competence to:
competence  Establish and implement stock rotation systems, replenish
and present stock according to organizational requirements.
 Monitor dates are coded for perishable supplies cycle.
 Produce stock control reports and data required to calculate
cost-effective purchasing of the above items.
and Attitudes  Replenishing and presenting stocks according to
organizational requirements for stock levels.
 Know details of incoming stock are recorded according to
organisational procedures.
 Developing how perishable supplies are rotated for maximum
use according to expiration dates.
Underpinning Skills Demonstrates skills to control and monitor

 Commercial refrigeration facilities:
 Freezer
 Fridge
 Computers, printers and stock control software systems
 Electronic equipment used for stock control
 Containers for hot and cold storage
 Designated:
 Delivery area
 Storage areas for dry goods and perishables
 Recording systems
 Performance used by the workplace
 Diverse and comprehensive range of perishable food supplies
for commercial cookery or catering operations for the groups
selected from the list in the Performance Evidence
 Organisation specifications:
 Current commercial stock control procedures and documentation
for the ordering, monitoring and maintenance of stock
 Temperature recording charts
 Thermometers

Context of Assessment Competence may be assessed in the work place or in a simulated

work place setting
Unit Title Maintain financial records
Unit Descriptor This unit describes the skills and knowledge required to the concepts of
accounting, maintains daily financial records such as reconciling
debtors’ and creditors’ systems, preparing and maintaining a general
ledger and trial balance and includes activities associated with
monitoring cash control for hospitality purposes. It includes carry out
basic routine cost calculations.

1. Understand basic
1.1. Basic accounting is defined and understood to perform company’s
accounting financial information efficiently and effectively in accordance with
the requirement of organization.
1.2. Accounts are classified and described in accordance within the
organization.
1.3. Business transaction is analysed and identified accurately and
completely within organizational timelines
2. Maintain daily 2.1 . Daily financial records are maintained in accordance with
financial records organizational requirements for accounting purposes
2.2 Discrepancies or errors are identified and rectified in
documentation
2.3 Transactions are communicated to designated persons in accordance
with organizational requirements.
2.4 Credit and debit transactions are promptly and accurately entered
into journals in accordance with organizational requirements
3. Monitor cash 3.1 Cash flow is ensured for accuracy of accounts in accordance with
control organisational and legislative requirements
3.2 Payments are made and received in accordance with organisational
and legislative requirements
3.3 Outstanding accounts are collected or followed up within designated
timelines
3.4 Payment documentation is checked for accuracy of information and
despatch to creditors within designated timeline
Variable Range
Classifications May include but not limited to:
 Asset
 Liability
 Capital
 Revenue
 Expense
Organizational May include but not limited to:
requirement  guidelines for reconciling journals
 legal and organizational policies, guidelines and
requirements
 procedures for totalling adjusted journals
 quality assurance and/or procedures manuals
 resolution procedures
 security procedures
Discrepancies May include but not limited to:
 bank charges
 dishonoured cheques
 errors in transposing between source documents and
journals interest.
Documentation May include but not limited to:
 purchase credit notes
 purchase invoices
 sales credit notes
 sales invoices
Journals May include but not limited to:
 cash payments
 cash receipts
 purchases and purchase returns
 sales and sales returns
Transactions May include but not limited to:
 cash and credit card receipts
 cash and credit card payments
 petty cash
 sales
 refunds
 rebates
 interest expenses or interest received
 direct debits and credits
 returns and allowances journal entries
 bad debts journal entries
 main, general journal entries
 purchase of a fixed asset on credit
 sale of a fixed asset on credit
 withdrawal of stock/assets by owner
 write-off a bad debt
Payments May include but not limited to:
 cash
 cheque
 credit card
 direct debit
Evidence Guide
Critical aspects Must demonstrate knowledge and skills competence of/to:
of competence  understanding the concepts accounting practice
 identify business transactions
 identifying and responding to discrepancies and errors
 transferring and recording financial data accurately
 reconciling expenditures and revenue
 knowledge of organizational policies and procedures
relating to maintaining financial records
Required Demonstrates knowledge of:
Knowledge  features of financial record-keeping systems relevant to
and Attitudes the industry sector or organization
 bookkeeping cycle relevant to a particular industry sector
or organization
 principles of bookkeeping and general understanding of
bookkeeping terminology, including
 income and expenditure types relevant to a particular
industry sector or organization
 nature of source documents relevant to a particular
industry sector or organization
 Procedures for identifying and using relevant workplace
technology when carrying out cost calculations
 Typical mathematical problems and appropriate action and
solutions
Required Skill Demonstrates skills to:
s  problem-solving skills to identify and resolve
discrepancies in transaction journals and reconciliations
 organizational skills to logically organize, file and
maintain a wide range of business source documents
 literacy skills to interpret a range of source documents
numeracy skills to make basic calculations, identify
numerical discrepancies and work with financial
reconciliations
 Communicate effectively with others when carrying out
basic workplace calculations
 Read and interpret instructions, procedures and information
relevant to basic workplace calculations
 Work collaboratively with others when carrying out basic
workplace calculations
 Promptly report and/or rectify any identified problems that
may arise when carrying out basic workplace calculations
 Operate and adapt to differences in equipment in
accordance with standard operating procedures
Implication including work areas, materials and equipment, and to
information on workplace practices and OHS practices.
Methods of Competence may be assessed through:
Assessment  Interview / Written Test
 Observation / Demonstration with Oral Questioning
Context of Competence may be assessed in the work place or in a simulated
Assessment work place setting.
Occupational Standard: Food and Beverage control

Conduct Basic Workplace Oral Communication in language Other
Unit Title
Than English
Unit Descriptor This unit describes the knowledge, skills and attitude required to
understand and use a language other than English for very simple,
commonly used expressions of a basic and predictable nature in
tourism and hospitality workplaces.
1. Be courteous to 1.1. The specific language needed in order to conduct basic

customers and communications is identified.
colleagues 1.2. Use appropriate, very simple, commonly-used courtesy
expressions with customers or colleagues including greeting and
welcoming, fare welling, apologizing and thanking.
1.3. Recognize and observe any social and cultural conventions of
the specific language speaker to support communication.
1.4. Make efforts to communicate through use of gestures or use of
basic vocabulary in the other person's language where language
barriers exist.
1.5. Identify and use appropriate resources and seek assistance
from those with suitable language skills
2. Communicate 2.1 Understand and use key words, short phrases and gestures to
with customers enhance communication.
and colleagues 2.2 Use any visual techniques to enhance or replace oral
in a language communication.
other than 2.3 Workplace interactions are conducted in a courteous manner.
English to 2.4 Questions about simple routine workplace procedures and
support routine matters concerning working conditions of employment are asked
and responded.
workplace
activities
3. Identify and 3.1 Issues and problems are identified as they arise.
communicate
issues arising in 3.2 Information regarding problems and issues are organized
the workplace coherently to ensure clear and effective communication.
3.3 Dialogue is initiated with appropriate staff/personnel.
Communication problems and issues are raised as they arise.
Variable Range
Commonly-used May include, but not limited to:
courtesy  Good Morning
expressions  How are you?
 Goodbye
 May I help you?
 This way please
 Have you had lunch?
 Did you have a good trip?
 May I clean your room now?
 Do you need another towel?
 Sorry, I don't understand. Do you speak English?
Appropriate May include, but not limited to:
resources  language mats
 phrase books
 dictionaries
 pamphlets written in the specific language
 menus written in the specific language
 signs written in the specific language
 international signage, such as 'No Smoking' signs
 websites with translating facilities
Communication May include, but not limited to:
 listening to requests and comments
 providing factual information
 conducting simple product and service transactions, such as:
 answering very simple queries about products and services,
including:
 in-house facilities
 local attractions and places of interest
 shopping centres
 tour desk
 pick-up and drop-off point for tours
 transport terminals, and taxi and other transport services
 providing general assistance within the scope of
responsibility
 providing very simple directions
Evidence Guide
competence  This unit can be used to assess basic oral proficiency in any
language other than English. Assessment is customised to the
requirements of a particular language.
 Assessment should not only focus on the language being assessed
but must also incorporate the practical customer service
requirements of the tourism or hospitality industry, i.e. the
assessment of language are conducted while the candidate is
carrying out typical tourism or hospitality vocational activities.
 This unit can apply to any tourism and hospitality sector, workplace
and circumstance. Assessment activities must ensure that the use of
a specific language is contextualised and linked to vocational
activities which are relevant to the particular tourism or hospitality
sector and workplace. For example, if assessment is linked to
restaurant service, language usage should relate to a restaurant.
Evidence of the following is essential:
 ability to use appropriate courtesy expressions, key words, phrases,
short expressions and numbers in a language other than English in
order to fulfil common customer needs
 ability to gesture in a socially and culturally appropriate manner
Knowledge and  general knowledge of the culture and the social and cultural
Attitudes conventions relevant to the language being assessed, including
traditions, attire, eating habits, table manners, body language and
taboo topics
 general awareness of cross-cultural communication issues sufficient
to avoid giving offence to customers and colleagues
 communication and interpersonal skills to allow for positive and
courteous interaction with customers
 cross-cultural language skills to use key words, phrases, short
expressions and numbers routinely required to fulfil common
customer needs relevant for the particular workplace and to the
language being assessed
Assessment Competence may be accessed through:
Methods  Interview / Written Test / Oral Questioning

Unit Title Manage food and beverage revenue
required to make, implement, and monitor pricing decisions to
maximise yield and business profitability.
1. Analyze and 1.1. Existing performance data and budget targets analyzed.

forecast business 1.2. Sources of business activity from different distribution channels
activity. and market segments are interrogated and compared.
1.3. External market factors, competitor activity and changing
customer demand patterns are evaluated.
1.4. Scenarios and forecasts around future business performance and
revenues are developed.
2. Make pricing 2.1 Net, fixed and variable delivery costs confirmed.
decisions. 2.2 Distributor commissions and mark-ups reviewed and incorporated.
2.3 Standard and promotional rates are set for different times, trading
periods and based on analysis of forecasts, pricing options and
optimum yield.
2.4 The need for special conditions is assessed and applied as required.
2.5 Pricing structures and associated terms and conditions are
documented with consideration of consumer protection
requirements.
3. Implement pricing 3.1. Pricing initiatives to colleagues are communicated to internal and
decisions. external partners, and distribution channels.
3.2. Mechanisms and collateral are established to support pricing
decisions in different market segments.
4. Monitor pricing 4.1.Revenue results achieved monitored through pricing and distribution
initiatives. initiatives on a timely basis.
4.2.Initiatives are adjusted based on results and broader business and
market analysis.
4.3.Performance data for future analysis recorded.
Variable Range
Business May include but not limited to:
performance and  Financial reports
revenue  Historical trends
 Market analysis
 No-show reports
 Occupancy and load reports
 Sources of business
 Supply and demand analysis
Mechanisms and May include but not limited to:
collateral  Channel management systems
 Global distribution systems
 Types of promotions
 Online requirements:
External market May include but not limited to:
factors  Competitor activity
 Complementary activity
 Travel capacity
Special conditions May include but not limited to:
 Block out dates
 Inclusions
 Payment requirements
 Stay controls
.
Evidence Guide
competence  Apply key principles and terminology of revenue management
 Interpret complex business performance information
 Apply current information and communications technology
 Apply current industry and business data.
Knowledge and  Key principles and terminology of revenue management:
Attitudes  Types of business performance data used in revenue
management:
 Mechanisms and collateral that support initiatives in different
market segments:
 Sector-specific factors that impact revenue management
initiatives:
 Aspects of consumer protection law that impact on pricing and
distribution.
Underpinning Skills Demonstrates skill of:
 Interpret complex business performance information.
 Analyse business performance data
 Calculate different commission and markup-structures
 Assess profitability scenarios.
 Interrogate complex business information and develop business
strategies in response
 Develop strategic responses to business performance challenges.
 Work with financial and forecasting models and online
distribution channels.
Unit Title Implement food safety and quality system
required to develop, implement and evaluate a food safety program for
all stages in the food production process, including receipt, storage,
preparation, service and disposal of food. It requires the ability to
determine program requirements and prepare policies and procedures
for other personnel to follow.
1. Evaluate 1.1 The characteristics of the organization are evaluated.

organization 1.2 All food handling operations and processes are examined, and
requirements for potential or existing food hazards are identified.
the food safety 1.3 All critical control points in the food preparation system are
program identified where food hazards can be controlled.
1.4 Product suppliers are identified and the quality assurance
specifications that relate to foodstuffs supplied are determined.
1.5 Existing product specifications covering all food items prepared and
sold are evaluated.
1.6 Existing policies, procedures and monitoring practices, including
record keeping are evaluated, and the need for change is assessed.
2. Develop a food 2.1 The food safety program is designed to suit the characteristics and
safety program to needs of the organization, in consultation with appropriate
control hazards colleagues and stakeholders.
2.2 The food safety program is ensured to comply with regulatory
requirements and standards.
2.3 Food production flow charts are developed to document the critical
control points for the ongoing control of food hazards.
2.4 Methods of food hazard control are established and documented for
each critical point.
2.5 Food safety policies and procedures are developed for food hazard
control.
2.6 Procedures for the systematic monitoring of controls are developed
and a recording system is established to document the monitoring.
2.7 Procedures are developed for implementing corrective actions when
hazards are found not to be under control.
2.8 The product specifications are developed, modified and recorded
covering all food items prepared and sold.
2.9 Training needs are identified and a training plan or program is
developed based on needs.
2.10 A schedule is developed for regular review of the food safety
program.
2.11 The food safety program, including all policies and procedures is
set out, in a clearly articulated written document and provided to
regulatory authorities as required
3. Implement the 3.1 Food safety programs, policies, procedures and product
food safety specifications are communicated to colleagues in the workplace and
program display of appropriate signage and access to information is ensured.
3.2 Appropriate training and mentoring related to the food safety
program are organized.
3.3 Operational activities are monitored to ensure that policies and
procedures for hazard control, monitoring and documentation are
consistently followed by all employees.
3.4 The response to incidents where food hazards are found not to be
under control is managed and the implementation of corrective
action procedures are overseen.
3.5 Swift amendments are made to any practices that led to the food
safety breach, and changes are documented, communicated and
implemented.
3.6 All documents that relate to the management of the food safety
program, monitor performance are maintained and the program is
adjusted accordingly
4. Participate in food 4.1 The food safety program is ensured that it is audited by a food
safety audit safety auditor or compliance inspector at the auditing frequency.
4.2 Participated in any inspections of the premises or documents that
relate to food safety management.
4.3 All records of food audits are retained according to legislative
requirements
5. Evaluate and 5.1 A regularly scheduled review of the food safety program is
revise the food conducted in consultation with colleagues to ensure its adequacy.
safety program 5.2 Tests and measures are carried out to validate required food safety
controls.
5.3 Policies, procedures, product specifications, monitoring systems and
all record keeping methods are reviewed; required changes are
identified and amendments are incorporated.
5.4 An updated food safety program, including all current policies,
procedures, product specifications and monitoring documents is
prepared, in a clearly articulated written document and provided to
regulatory authorities as required.
5.5 The need for additional training is identified based on changes to
food safety practices.
Variable Range
Characteristics of the May include but not limited to:
organisation  Size and nature of organisation
 At risk client groups
Food hazards May include but not limited to:
 Anything related to food, actual or potential
 Chemical, microbiological or physical
 Foods highly susceptible to microbiological contamination
Critical control points May include but not limited to:
 Receiving
 Storing
 Preparing
 Processing
 Displaying
 Packaging
 Serving
 Transporting
 Disposing
Policies and May include but not limited to:
procedures  Food receiving, storage, preparation, display and service
 Methods of food hazard control for each critical point
 Personal hygiene and suitable dress standards
 Record maintenance
 Contingency management
 Audit of food safety program
 Pest control
 Cleaning and sanitation
 Equipment maintenance
Monitoring of May include but not limited to:
controls  Food quality reviews and tests
 Bacterial swabs and counts
 Chemical tests
 Temperature tests
 Internal audit of food safety practices
Incidents where food May include but not limited to:
hazards are found not  Food poisoning
to be under control  Customer complaints
 Misuse of single use items
 Stocks of out-of-date foodstuffs
 Spoilt or contaminated food
 Unclean equipment
 Existence of pests and vermin
Documents May include but not limited to:
 Documented food safety program
 Policies, procedures and product specifications
Evidence Guide
competence  Able to develop, implement, monitor, evaluate and make ongoing
improvements.
 Develop a documentation of a comprehensive food safety program
inclusive of policies, procedures, product specifications and
monitoring documents
 Know food safety systems and options suitable for a service industry
food preparation organization
 Develop a project or work activities conducted over a period of time
so that establishing, monitoring, evaluating and reviewing a food
safety program can be assessed
Knowledge and  Components of food safety programs as specified and required by
Attitudes food safety regulators and under national codes or standards for food
safety
 Components of policies, procedures, product specifications and
monitoring documents
 Options for the structure and implementation of a food safety
program, including the use of the HACCP method as the basis
 Consultative and communication mechanisms used by organizations
to develop and implement procedural systems
 Understanding food safety legislative compliance requirements,
contents of national codes and standards that underpin regulatory
requirements, and local government food safety regulations and
inspection regimes
 Regulatory requirements for food safety audits
 HACCP principles, concepts, procedures and processes
 Techniques for identifying hazards and critical control points
 Principles and methods of food storage, production, and display and
service for the industry sector and food business
 Main types of safety hazards and contamination found in food
handled by the industry sector and food business
 Conditions for development of microbiological contamination for
the food types handled by the industry sector and food business
 Principles and methods of personal hygiene and safe food handling
practices
 Acceptable control methods for identified food hazards, especially
time and temperature controls used in the storage, preparation,
display and service of food
 Ability to develop, implement, monitor, evaluate and make ongoing
improvements to a complete food safety program for a given service
industry operation and in line with regulatory requirements
 Development and documentation of a comprehensive food safety
program inclusive of policies, procedures, product specifications
and monitoring documents
 Knowledge of food safety systems and options suitable for a service
industry food preparation organization
 Project or work activities conducted over a period of time so that
establishing, monitoring, evaluating and reviewing a food safety
program can be assessed

Unit Title Use a computerized cost control system
required to use a computerised food and beverage controlling system to
create, maintain and administer food and beverage products and
services. The unit covers the required computer skills to use all system
functions and capabilities and not the related sales skills, which are
found in other units.

1. Apply 1.1. Manual or paper-based stock records are verified and
Computerized transferred to the system as per the industry standards.
Stock control and 1.2. How much stock should you keep are followed?
inventory 1.3. Stock control methods are prepared
1.4. Different stock control systems are used to keep and track
using computer software
1.5. Stock security is maintained
1.6. Quality of your stock is controlled
1.7. Stock control administration is handled
2. Apply 2.1 Minimum stock level prepared and maintained.
computerized 2.2 Stock review is updated and recorded.
Stock control
2.3 Just in Time (JIT) computerized controlling systems are
methods
performed.
2.4 Re-order lead time using computerized controlling systems is
performed.
2.5 Economic Order Quantity (EOQ) computerized controlling
system is performed
2.6 First in, first out (FIFO)computerized controlling system is
performed.
3. Perform Stock 3.1 Delivery and supplier notes for incoming goods are prepared.
control 3.2 Purchase orders, receipts and credit notes are controlled.
administration 3.3 Reports and returns notes are investigated.
3.4 Requisitions and issue notes for outgoing goods are developed
and controlled.
4. Use 4.1 Expensive portable equipment’s are Identified and marked
Computerized 4.2 Regular inventories are taken.
and manual Stock
4.3 Procedures to prevent theft are set.
security
Variable Range
First in, first out May include but not limited to:
(FIFO)  First In, First Out, commonly known as FIFO, is a stock-management
and valuation method in which stock produced or acquired first are
sold, used, or disposed of first
May include but not limited to:

Lead time  The amount of time between when a purchase order is placed to
replenish products and when the order is received in the warehouse
Just-in-Time (JIT) May include but not limited to:

 A form of inventory management that requires working closely with
suppliers so that raw materials arrive as production is scheduled to
begin, but no sooner. The goal is to have the minimum amount of
inventory on hand to meet demand.
Evidence Guide
Critical aspects of Must demonstrate knowledge and skills competence of/to:
competence  Interpret system codes, abbreviations and complex product
information controlled by the system,
 Use capabilities and functions of a computerized F&B control or
operations system.
Knowledge and
Attitudes  Manage controlling processes for particular stock and inventory
 Interpret statistical data within various reports.
Underpinning Skills Demonstrates skills of:
 Accessing product information
 Providing specific product information and advice for
department of foods and beverages, or finance
 Numeracy skills to calculate quantities of stocks and to measure
different inventories

Occupational Standard: Food and Beverage Control Level IV

Unit Title Prepare and Monitor Budgets
Unit Descriptor This unit describes the performance outcomes, skills and knowledge required
to prepare and monitor budgets. It builds on the skills in unit Manage
finances within a budget. It includes budget planning, estimation,
development, negotiation and monitoring. It requires sound knowledge of
accounting principles, budget development methods, and presentation
formats for different types of budgets.

1. Prepare 1.1 Scope and nature of budgetary planning activity are determined and
budget confirmed with relevant colleagues.
information. 1.2 Sources of data required for budget preparation are identified, accessed
and interpreted.
1.3 Internal and external factors are analyzed for potential impact on
budget.
1.4 Adequate notice of the opportunity is provided to relevant colleagues to
contribute to the budget planning process.
2. Prepare 2.1 Budget is drafted based on analysis of all available information and
budget. according to organization policy.
2.2 Income and expenditure and support are estimated with valid, reliable
and relevant information, including income and expenditure for previous
time periods.
2.3 Types of costs are defined and classified according to organizational
requirement
2.4 Options are assessed and presented where appropriate.
2.5 Recommendations are presented clearly, concisely and in an appropriate
format.
2.6 Organization objectives are reflected appropriately within the draft
budget.
2.7 The draft budget is circulated to appropriate individuals for comment.
3. Finalize 3.1 Budget is negotiated according to organization policy and procedures.
budget. 3.2 Modifications are agreed and incorporated accurately and in
consultation with colleagues.
3.3 Final budget is completed in required format within designated
timelines.
3.4 Colleagues are informed of final budget decisions and their application
within the relevant work area, including reporting and financial
management responsibilities.
4. Monitor and 4.1 Budget is reviewed regularly against estimated performance to assess
review actual performance and accurate financial reports are prepared.
budget. 4.2 All financial commitments are incorporated promptly and accurately
into budget and all budget reports.
4.3 Significant deviations are taken and appropriated investigate.
4.4 Changes in the internal and external environment are analyzed during
budget review, and adjustments made accordingly.
4.5 Relevant information is collected and recorded to assist in future budget
preparation.
Variable Range
Sources data May include but not limited to:
 performance data from previous periods
 financial proposals from key stakeholders
 financial information from suppliers
 customer or supplier research
 competitor research
 management policies and procedures
 organization budget preparation guidelines
 declared commitments in given areas of operation
 grant funding guidelines or limitations
Budgets May include but not limited to:
 sales budgets
 purchasing budgets
 stock budget
 debtor budget
 departmental budgets
 wage budgets
 event budgets
 cash flow budgets and grant funding budgets
 budgets for micro, small, medium or large businesses
Internal and external May include but not limited to:
factors  organizational and management restructures
 organizational objectives
 new legislation or regulation
 growth or decline in economic conditions
 significant price movement for certain commodities or items
 shift in market trends
 venue availability and cost (for events)
 human resource requirements
Financial reports May include but not limited to:
 periodic reports showing budget versus year-to-date actual and
financial commitments
 periodic sales reports
 taxation commitments
 funding acquittals in relation to grants received
Types of costs May include but not limited to:
 Direct cost
 Indirect cost
 Overhead cost
Evidence Guide
competence  Understanding of the technical processes and procedures that
must be followed in budget preparation sound analysis of the
factors that impact the budget and budget development process
ability to prepare realistic and accurate budgets within relevant
workplace context preparation of multiple budgets to meet
specific and differing workplace needs project or work activities
conducted over an operationally realistic period of time so that
the planning and evaluation aspects of preparing and monitoring
a budget can be assessed
Required Knowledge Demonstrates knowledge of:
and Attitudes  Role and nature of the budget development process within
different businesses and contexts accounting terminology,
principles and practices relevant to budget preparation in any
context and for different types of budgets budget preparation and
monitoring principles, practices and techniques, including:
 information required for budget preparation
 components of a budget and a budget performance report
 techniques for making budget estimates
 type of supporting information required
 use of software for preparing and monitoring budgets
 how to present budgets and budget reports
 budget deviation management, including common reasons for
deviations
 regulatory issues that may impact on budget development in the
relevant work context
Required Skills Demonstrates skills of:
 Planning and organizational skills to organize a timely,
efficient and consultative budget development process
communication and negotiation skills to liaise with colleagues
on potential complex and conflicting budget development issues
critical thinking and problem-solving skills to develop different
options for addressing budgetary challenges literacy skills to
interpret and analyse information that deals with complex ideas
and concepts numeracy skills to interpret and analyse financial
information, including forecasts and previous performance data,
and to develop financial estimates and scenarios
Assessment Interview / Written Test
Observation / Demonstration with Oral Questioning
Occupational Standard: Food and Beverage Service Supervision Level IV
Unit Title Plan menus
required to plan menus for cuisines. It requires the ability to develop
menu concepts and content, cost and developing systems required to
support the menu and its production, and to plan, design and arrange the
printing of menus
1. Plan and develop 1.1 Key characteristics of menus for cuisines are Identified according
menus to enterprise practices.
1.2 Menus and the sequence of menu items are planned and designed
according to cuisine requirements and conventions, enterprise
procedures and customer requirements and preferences.
1.3 Menus are planned to provide a balanced variety of freshness,
flavors, colors, textures and delicacies according to cuisine
requirements, seasonal factors and enterprise practice.
1.4 Results of a sales analysis incorporated into menu planning.
1.5 Menus are planned including the number of courses offered, within
the constraints of kitchen equipment, utensils and the staff skill
levels within the enterprise
2. Cost menus for 2.1 Ingredients, overhead expenses, and labor and production costs
profitability and Calculated accurately.
control 2.2 Yields, losses and portions are considered when costing dishes.
expenditure 2.3 Menu items are priced according to constraints, appropriate selling
prices, seasonal influences and to ensure maximum profitability.
2.4 Food costs are monitored and controlled through implementing
procedures to determine percentages and reduce wastage.
2.5 . Labor costs, monitored and controlled through staff rosters,
scheduling, and award conditions and rates.
3. Plan and design 3.1 Printed menus are Planned and designed to suit traditional
printed menus customs, theme, occasion and decor of the enterprise.
3.2 Required conventions in using names, description of menu items and
terminology are followed and ensure that all are suitable for the
market, style of menu, occasion, festivities and cultural practices.
3.3 The sequence or arrangement of service Presented on printed menus.
3.4 Printing of menus arranged taking into consideration color
combinations, paper stock and weight, and costing.
3.5 That spelling, meanings and descriptions checked proofed to ensure
that are correct and according to instructions
4. Control menu- 4.1. Product use and quality through portion control and yield testing
based production Optimized.
4.2. Stock control measures Applied
Variable Range
Characteristics of May include but not limited to:
menus  Quality commodities
 Correct cooking methods
 Harmonising of flavours
 Nutritional balance
 Textures
 Colours
 Presentation
 Seasonal influence
 Festivities, festivals, formal banquets and religious events
Menus May include but not limited to:
 Classical
 Modern
 Speciality
 Ethnic
 European
 Asian
 Arabian
 Ethiopian
Planning and May include but not limited to:
designing  Consulting others about styles and requirements according to
tradition
 Developing and producing menus in consultation with
professional designers and printers
Stock control May include but not limited to:
measures  Ordering in economic quantities
 Receipt and checking procedures
 Storage practices
 Inventory control and security
 Seasonal variations in temperature
Evidence Guide
competence Able to develop menus within a cuisine
Know cuisine style, including cultural considerations,
ingredients, culinary terminology and equipment
 Apply principles of costing menus
 Know of yield from raw materials, wastage and stock
control
 Plan and develop a menu within a particular cuisine,
including complementary and sequential menu items
 Prepare costing of a specific menu, including working
within budgetary constraints
 Able to undertake menu planning and design in consultation
with others
and Attitudes  Cuisine characteristics, and cultural and religious practices
related to food preparation, presentation and consumption;
typical menu items, accompaniments and garnishes; and
order of service
 Culinary terms related to particular cuisines, including
regional variations
 Costs of supply of ingredients
 Yield of raw ingredients and portion sizes in general and for
the organisation in particular
 Food wastage and control
 Stock control
 Labour costs for commercial kitchens in general and for the
organisation in particular
 Menu planning and development, including conventions and
constraints
 Preparation of menu information for design and printing
 Problem-solving skills to proofread printed menus and
identify errors
 Literacy skills to research information for menu
development within a specific cuisine
 Writing skills to write menus and explanations about
specialised cuisines
 Numeracy skills to cost a menu within budgetary constraints
and operate stock control systems
Context of Assessment Competency may be assessed in the work place or in a simulated
work place setting
Unit Title Apply Catering Control Principles and procedures
Unit Descriptor This unit deals with the skills and knowledge required to apply catering
control principles and procedures, minimizing wastage in a range of
settings within the hotel and travel industries workplace context.

1.1 Production standards are established
1. Develop Catering
1.2 A control process is developed
Industry Cost Control
1.3 Control measures are formulated
2. Apply catering 2.1 Range of catering products used within the enterprise
control principles and are identified
procedures 2.2 Requisition/portion control is effectively used
2.3 Standard recipes are correctly used
2.4 Ordering and stock rotation practices are implemented
2.5 Optimum storage conditions are used
3. Minimize wastage 3.1.Trimmings of food products are properly used
3.2.Food wastage is disposed in line with enterprise and local
authorities’ requirements
3.3.Recyclable products are processed to local authority
requirements
4. Determine the final pric 4.1.Final price to charge the client based on the package is
e to charge the client for prepared.
an event 4.2. Final price to charge the client based on the quality of
food is prepared.
4.3. Final price to charge the client based on the and level of
service is prepared
Variable Range
Catering products May include but not limited to:
 Perishable products, including fruit, vegetables, meat,
seafood
 Paper goods, such as wrapping, boxes, gift ware
 Chemicals
 Glass
 Plastic products, such as disposable cups, plates, cutlery
 Foam products, such as fast-food packaging.
A standard recipe May include but not limited to:
 Summary of ingredients
 Required quantities or each item
 Specific preparation guidelines
 Garnish and service details
 Portion sizes
 Accurate costs
 % Wastage
 Date.
Ordering and stock May include but not limited to:
rotation systems  A computer-based system
 A manual, paper-based
Optimum storage May include but not limited to:
conditions  Perishable foods
 Correct temperature
 Food Safety Plan (FSP)
Trimmings May include but not limited to:
 Off cuts
 Vegetable trimmings
 Tomato trimmings
 Cuts of meats
Food wastage May include but not limited to:
 Refuse
 Debris
 Garbage
 Rubbish
Recyclable products May include but not limited to:
 Paper
 Plastic
 Glass
 Metals.
Evidence Guide
competence  Able to identify the range of catering products used within the
enterprise
 Able to use requisition/portion control effectively
 Able to use standard recipes correctly
 Ability to implement ordering and stock rotation practices
 Ability to use optimum storage conditions

Knowledge and  Identifying the range of catering products used within the
Attitudes enterprise
 Disposing of food wastage in line with enterprise and local
authorities’ requirements
 Processing recyclable products to local authority requirements
 Prepare requisition/portion control effectively
 Develop standard recipes correctly
 Implement ordering and stock rotation practices
 Apply optimum storage conditions
 Perform trimmings of food products

Unit Title Prepare and Interpret Financial Information
required to interpret the types of financial information used by
operational supervisors and managers in their day-to-day work
activities. It includes different types of financial reports, on how
financial information is used in the management of a business and
preparing end of period financial reports.

1. Access and interpret 1.1 . Relevant business performance indicators and benchmarks are
financial identified and used for decision-making purposes.
information 1.2 . The range of financial information reports are required to
monitor business performance and identified effectively on a
day-to-day operational management level.
1.3 . Relevant financial information is accessed and reviewed at
appropriate times according to organization policy and
financial reporting periods.
1.4 . Financial information is interpreted correctly.
2. Prepare financial 2.1 . Profit/loss statement is prepared in accordance with

reports organizational requirements to reflect operating profit for
reporting period.
2.2 . Balance sheet and cash flow is prepared to reflect financial
position of business at end of reporting period.
2.3 . Errors are identified corrected for resolution in accordance
with organizational policy and procedures.
3. Apply financial 3.1 . Financial information applies to particular areas of work
information to work operation is identified.
activities 3.2 . Financial information is reviewed in terms of its impact on
day-to-day work operations and action taken accordingly.
3.3 . Appropriate financial information is shared with colleagues in
a timely manner.
Variable Range
Profit/loss statement Must include but not limited:
 food and beverage sales
 room sales
 gross profit
 operating net profit
Balance sheet and Must include but not limited:
cash flow  Asset
 Liability
 Capital
 Operative activity
 Investing activity
 Financing activity
Financial information Must include but not limited:

 Source documents
 Journal entries
 Transaction reports
 Account summaries and balances
 Balance sheets
 Profit and loss statements
 Invoices
 Budget reports
 Expenditure reports (labor or non-labor)
 Trial balance
 Receivables reports
 Stocktaking sheets
 Purchase summary reports
 Stock reports
 Variance reports
 Wastage reports
 Sales reports
 Supporting reports (e.g., covers, occupancy rates, staff costs,
units sold)
 Business activity statements
 Labor/wages reports
 Cash flow reports
 Bank statements
 Bank deposit documentation
 Transaction reports
Evidence Guide
Critical aspects of Must demonstrate knowledge and skills to competence of :
competence  Understanding of the accounting process and of key accounting
terminology
 Ability to interpret financial information and determine the
relationship between the information and the performance of a
business
Required Knowledge Demonstrates knowledge of:
and Attitudes  The basic features of accounting and how it provides information
for business management, including:
 Charts of accounts and account categories, such as assets,
liabilities, equity, cost of sales, income and expense
 Basic rules underpinning double-entry accounting and the
concept of debits and credits
 Accrual versus cash accounting
 Profit and loss statements and balance sheets as key financial
statements used to measure business performance, including
their role; how these reports are generated; and the format,
Features and key information an operational manager should
look for
 Reporting periods, including variations different financial years
observed by different businesses
 Concept of reconciliations
 Concept of costing, including fixed and variable costs
 General features of computerized accounting packages,
including the types of packages suitable for different industry
sectors
 Overview of the financial record-keeping process and key
terminology, including:
 Ledgers, subsidiary ledgers and journals
 Transactions, receipts and disbursements
 Invoices, accounts payable, debtors and creditors
 Reconciliations, including purpose, different types of
reconciliation and the impact of un presented cheques, bank
charges, direct debits and credits on reconciliations
 Cash flow
 Financial terminology used specific to different industry sectors,
e.g. average spend, cover, usage and Travel Compensation Fund
requirements
 Overview accounting and reporting processes for business and
the impact of this on day-to-day operations
 Critical thinking skills to evaluate financial information and
determine its impact and importance for day-to-day workplace
operations
 Literacy skills to interpret a wide range of business documentation
 Numeracy skills to interpret and use financial reports
Unit Title Conduct Food and Beverage control
Unit Descriptor This unit covers the knowledge, skills and attitudes required to control
overall activities in the food and beverage operation. The unit is relevant
to organisations where food and beverage is an integral and essential
part of business operations.
1. Overview food and 1.1 Revenue and costs are analyzed.

beverage control. 1.2 Standards are established and maintained.
1.3 Food and beverage selling prices are determined according to
calculation principles.
1.4 Mechanism to prevent fraud and waste are developed.
1.5 Management information of food and beverage activities are
channeled.
2. Solving special 2.1 Control perishability of the produces is controlled.
problems of food 2.2 Calculate revenue, volume of sales and menu mix are
and beverage forecasted.
control 2.3 Monitor the quality of catering operation is appropriately
tackled.
2.4 Departmentalization of food and beverage operation is
adopted.
3. Performing the 3.1. Financial, marketing and catering policy is determined by
fundamentals of planning.
food and beverage 3.2. The food and beverage operational cycle are determined.
control 3.3. The management control after events is established.
Variable Range
Cost May include but not limited to:
 Food costs
 Beverage costs
Revenue May include but not limited to:
 Food sales
 Beverage sales
Quality of catering May include but not limited to:

operation  Customer Focused
 Attention to Detail
 Flexibility
Evidence Guide
1. Critical aspects Assessment requires evidence that the candidate:
of competence  Perform food and beverage inspections regularly.
 Supervise food and beverage facilities regularly.
2. Resource The following resources must be provided:
implication  Workplace or assessment location
 Case studies/scenarios special control systems
3. Methods of Competency may be assessed through:

assessment  Interview
 Simulation/Role-plays
 Observation
 Third party reports
 Exams and tests
 Work with budgets
Context of  Competency may be assessed in the work place or in a simulated
Assessment work place setting
 The unit should be assessed in conjunction with other relevant
technical unit standards selected from this domain
Conduct Workplace Oral Communication in language Other than
Unit Title
English
Unit Descriptor This unit covers the knowledge, skills and attitudes required to gather,
interpret and convey information in response to workplace
requirements with courteous.
Performance Criteria
Elements
Italicized terms are elaborated in the Range of Variables
1. Give asking, 1.1 Different pieces of information are put forward.
presenting 1.2 The pieces of information are sorted out and classified.
information and
recommend 1.3 Some expressions related to giving, asking and presenting
information are practiced.
1.4 Corrections and Clarifications are made.
2. Deal with Polite 2. 1 Expressions of polite requests and responses are required.
Requests and 2. 2 Expressions of polite requests and responses are identified and
Responses discussed by the trainees.
2. 3 Expressions of polite requests and responses are practiced.
2. 4 Corrections and clarifications on expressions of polite requests
and responses are made.
3. Deal with 3.1 Various ways of complaint expressions are identified and
complaints and discussed by thetrainees
apologize 3.2 Various ways of complaint expressions are practiced. Corrections
and clarifications are made on different complaint expressions.
3.3 Different ways of apologizing expressions are identified and
discussed by the trainees.
3.4 Different ways of apologizing expressions are practiced.
3.5 Corrections and clarifications on apologizing expressions are
made.
Variable Range
pieces of information May include:
 Information related to day activities, facilities, services and
procedures at workplace
expressions related May include:
to giving, asking and  expressions on giving, asking, and presenting information related to
presenting information day-to-day activities, facilities, services and procedures at
workplace.
polite requests and May include:
responses  expressions of polite requests and responses related to day-to-day
activities, facilities, services and procedures at workplace
Expressions on May include:
complaints and  expressions on complaints and apologizing related today to day
apologizing activities, facilities, services and procedures at workplace
Evidence Guide
Critical Aspects of Must demonstrates knowledge and skill to:
Competence  uses expressions of:
giving, asking and presenting information,
polite requests and responses, and
complaints and apologizing
Underpinning demonstrates knowledge of:
Knowledge and  giving, asking and presenting information,
Attitudes  polite requests and responses, and
 complaints and apologizing
Underpinning Skills demonstrates skills to:
make conversations in various situations using expressions of:
 giving, asking and presenting information,
 polite requests and responses, and
 complaints and apologizing
Methods of Competence may be accessed through:
Acknowledgement
We wish to extend thanks and appreciation to the many representatives of business, industry,
academe and government agencies who donated their time and expertise to the development
of this occupational standard.
We would like also to express our appreciation to the Staff and Experts of Federal TVET
Agency, Ministry of Education (moe) who made the development of this occupational
standard possible.
This occupational standard was developed in October 2021 at Adama, authority for research
and conservation of cultural heritage.

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Introduction

FEDERAL DEMOCRATIC REPUBLIC OF ETHIOPIA

A Unit of Competence describes a distinct work activity. It is documented in a standard

CTH FBC3 04 1021 CTH FBC3 05 1021 CTH FBC3 06 1021

CTH FBC3 07 1021 CTH FBC3 08 1021 CTH FBC3 08 1021

CTH FBC4 04 1021 CTH FBC4 05 1021 CTH FBC4 06 1021

CTH FBC4 08 1021 CTH FBC4 09 1021

CTH FBC4 10 1021

Elements Performance Criteria

3. Update hospitality 3.1 A range of opportunities to update general knowledge of the

Information May include but not limited to:

Elements Performance Criteria

Occupational Standard: Food and Beverage Control III

Elements Performance Criteria

Organizational May include but not limited to:

Personal health issues May include but not limited to:

Critical aspects of Skills must be demonstrated in a retail environment.

 Project or work activities that show the candidate's ability to

Underpinning Demonstrates knowledge of:

Underpinning Skills Demonstrates skills to control and monitor

Resources Access is required to real or appropriately simulated situations,

Context of Competence may be assessed in the work place or in a simulated work

Elements Performance Criteria

Specific organisation May include but not limited to:

Perpetual inventory May include but not limited to:

Elements Performance Criteria

Stock control May include but not limited to:

May include but not limited to:

Discrepancies May include but not limited to:

Cross-contamination May include but not limited to:

Stock May include but not limited to:

Underpinning Skills Demonstrates skills to control and monitor

Resources Implication Access is required to real or appropriately simulated situations,

Context of Assessment Competence may be assessed in the work place or in a simulated

Elements Performance Criteria

Occupational Standard: Food and Beverage control

Elements Performance Criteria

1. Be courteous to 1.1. The specific language needed in order to conduct basic

Occupational Standard: Food and Beverage Control Level III

Elements Performance Criteria

1. Analyze and 1.1. Existing performance data and budget targets analyzed.

Elements Performance Criteria

1. Evaluate 1.1 The characteristics of the organization are evaluated.

Occupational Standard: Food and Beverage Control Level III

Elements Performance Criteria

May include but not limited to:

Just-in-Time (JIT) May include but not limited to:

Resources Access is required to real or appropriately simulated situations,

Occupational Standard: Food and Beverage Control Level IV

Elements Performance Criteria

Elements Performance Criteria

Elements Performance Criteria

Underpinning Demonstrates knowledge of:

Occupational Standard: Food and Beverage Control Level IV

Elements Performance Criteria

2. Prepare financial 2.1 . Profit/loss statement is prepared in accordance with

Financial information Must include but not limited:

Elements Performance Criteria