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Bar and catering supervisors

assigning duties, developing maintenance schedules for bar and catering equipment to ensure service quality and planning and organising work to meet customers' requirements and priorities. If that's your week, this page is about your job.

The honest answer

AI is already taking a real slice of the routine work here: placing catering orders for meetings. That is a slice of tasks, not of you.

Your move: what you can actually do about this ↓

That slice is not coming back; the core of the job, coordinating an effective bar service, stays yours. The tools change hands, the accountability doesn't.

Your week, as this page understands it

Bar and catering supervisors oversee operations and directly supervise and coordinate the activities of those working in the catering industry, in bars, restaurants and other establishments. The job title says “bar” or “catering supervisors”: officially one job, two names. The real job is the part underneath: coordinating an effective bar service. That is the thing someone has to be right about.

The exposed part of this job is specific, and we won’t pretend it is coming back. But bar and catering supervisors is not one task. It is 37 scored ones, and they are nowhere near equally exposed. The most durable of them, on this evidence, is coordinating an effective bar service, and the ledger below shows exactly why.

Where the work sits, by task weight

shifting to AI
16%
changing shape
21%
staying human
62%

These bars are tasks changing hands, not people being counted out. The ledger below shows which.

Whole-job exposure score 31 out of 100 (26–37 allowing for uncertainty): low exposure, across 37 scored tasks. The number is the support for the sentence above it, not a headline about anyone’s future.

How we know this

What is measured: Every published task statement for bar and catering supervisors is rated on five dimensions: can a model produce the output, does the work need a body in a room, does it need a legally accountable person, does it depend on a person being trusted in the moment, and how much data exists. A published formula turns those five ratings into the score; the model never writes the number.

How the bar is built: Each task’s share of the bar is its published importance weight, so a task you do all day counts for more than one you do twice a year.

Release: 2026-q4.1, scores computed 2026-08-04. Read the full method.

Your job, task by task

These are the official task statements for this occupation, in plain English, sorted by what the evidence says is happening to each one. The official wording sits under every line so you can check the rewrite against it.

Shifting to AI

7 tasks

Tasks today’s tools can already do most of. This is the part we will not soften: where these rows are the bulk of your week, the week changes.

  • Developing maintenance schedules for bar and catering equipment to ensure service quality

    This is reading one thing and writing another: maintenance schedules in, a record out. That is the shape today's tools are built for.

    importance 60 · 9261/00
    Source: “Develop maintenance schedules for bar and catering equipment to ensure service quality.” (UK task statement)
    How this row was scored

    Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.

    Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.

    The rating behind it: Maintenance schedules follow manufacturer guidance and service patterns, which is straightforward planning on paper.

    The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.

  • Planning and organising work to meet customers' requirements and priorities

    This is reading one thing and writing another: work in, a record out. That is the shape today's tools are built for.

    importance 60 · 9261/00
    Source: “Plan and organise work to meet customers' requirements and priorities.” (UK task statement)
    How this row was scored

    Exposure score: 64 out of 100 (60–68 allowing for uncertainty): high exposure, high confidence.

    Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.

    The rating behind it: Planning shifts and work around customer demand is scheduling that software does quickly and well.

    The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.

  • Placing catering orders for meetings

    This is reading one thing and writing another: orders in, a record out. That is the shape today's tools are built for.

    importance 50 · 9261/00
    Source: “Place catering orders for meetings.” (UK task statement)
    How this row was scored

    Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.

    Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.

    The rating behind it: Placing catering orders for meetings is routine booking admin.

    The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.

  • Recording staff data on specified forms to manage team schedules

    This is reading one thing and writing another: staff data in, a record out. That is the shape today's tools are built for.

    importance 50 · 9261/00
    Source: “Record staff data on specified forms to manage team schedules.” (UK task statement)
    How this row was scored

    Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.

    Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.

    The rating behind it: Recording staff details on set forms is routine data entry that scheduling systems already handle.

    The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.

Changing shape

8 tasks

Tasks where the machine takes the producing and a person keeps the checking, the deciding, or the answering-for-it. For most jobs this is the biggest group, and it is where "transformation, not termination" is literally visible.

  • Assigning duties, responsibilities and work stations to employees in accordance with work requirements

    The software now makes the first pass at duties, responsibilities and work stations, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.

    importance 80 · 9261/00
    Source: “Assign duties, responsibilities, and work stations to employees in accordance with work requirements.” (UK task statement)
    How this row was scored

    Exposure score: 48 out of 100 (41–55 allowing for uncertainty): partial exposure, medium confidence.

    Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.

    The rating behind it: Matching staff to stations against the shift plan is scheduling work that software does well.

    The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.

  • Recommending measures to improve worker motivation and equipment performance

    The software now makes the first pass at measures, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.

    importance 60 · 9261/00
    Source: “Recommend measures to improve worker motivation and equipment performance.” (UK task statement)
    How this row was scored

    Exposure score: 57 out of 100 (50–64 allowing for uncertainty): partial exposure, medium confidence.

    Why it sits in this group: reading one thing and writing another; mistakes that are cheap to catch.

    The rating behind it: Writing recommendations is easy; the useful part comes from having watched this team and this kit.

    The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.

  • Arranging inductions for new employees to facilitate smooth onboarding

    The software now makes the first pass at inductions, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.

    importance 60 · 9261/00
    Source: “Arrange inductions for new employees to facilitate smooth onboarding.” (UK task statement)
    How this row was scored

    Exposure score: 48 out of 100 (41–55 allowing for uncertainty): partial exposure, medium confidence.

    Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.

    The rating behind it: Induction arrangements are largely scheduling and paperwork, though someone usually welcomes the new starter in person.

    The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.

Staying human

22 tasks

Tasks that stay with a person, because they happen in the physical world, because the rules need someone accountable, or because the value is that a specific person does them.

  • Supervising the delivery of a quality service that supports the department in achieving overall business objectives

    This work happens in the physical world: the delivery of a quality service, in a real place. Software cannot follow it there.

    importance 80 · 9261/00
    Source: “Supervise the delivery of a quality service that supports the department in achieving overall business objectives.” (UK task statement)
    How this row was scored

    Exposure score: 20 out of 100 (13–27 allowing for uncertainty): low exposure, medium confidence.

    Why it sits in this group: the same decision, made over and over; work that happens in the physical world; the value is that a specific person does it.

    The rating behind it: Service standards can be planned and tracked on paper, but overseeing them happens in the room.

    The five ratings: output a model can produce 2/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.

  • Coordinating an effective bar service

    This work happens in the physical world: an effective bar service, in a real place. Software cannot follow it there.

    importance 80 · 9261/00
    Source: “Coordinate an effective bar service, ensuring licensing laws are adhered to at all times, customer issues are dealt with and potential conflict minimised.” (UK task statement)
    How this row was scored

    Exposure score: 4 out of 100 (0–11 allowing for uncertainty): minimal exposure, medium confidence.

    Why it sits in this group: work that happens in the physical world; someone qualified has to answer for it; the value is that a specific person does it.

    The rating behind it: Running the bar and keeping it within licensing law happens live on the floor, and the law puts a licence holder in charge.

    The five ratings: output a model can produce 1/4 · needs a body in a room 3/4 · needs an accountable person 3/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.

  • Leading and directing team with clear instructions

    This work happens in the physical world: team, in a real place. Software cannot follow it there.

    importance 80 · 9261/00
    Source: “Lead and direct team with clear instructions.” (UK task statement)
    How this row was scored

    Exposure score: 4 out of 100 (0–8 allowing for uncertainty): minimal exposure, high confidence.

    Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.

    The rating behind it: Directing a team mid-service depends on being there and on people trusting who is asking.

    The five ratings: output a model can produce 1/4 · needs a body in a room 3/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.

Show the other 27 tasks

  • Analysing operations to identify areas for cost reduction

    shifting to AI

    This is reading one thing and writing another: operations in, a record out. That is the shape today's tools are built for.

    importance 50 · 9261/00
    Source: “Analyse operations to identify areas for cost reduction.” (UK task statement)
    How this row was scored

    Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.

    Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.

    The rating behind it: Finding where costs could come down is number work over data the business already holds, which software does quickly.

    The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.

  • Developing procedures for own work area to enhance service delivery

    shifting to AI

    This is reading one thing and writing another: procedures in, a record out. That is the shape today's tools are built for.

    importance 50 · 9261/00
    Source: “Develop procedures for own work area to enhance service delivery.” (UK task statement)
    How this row was scored

    Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.

    Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.

    The rating behind it: Writing local working procedures is document work that drafting tools do well from a description.

    The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.

  • Establishing operating procedures to ensure adequate performance

    shifting to AI

    This is reading one thing and writing another: procedures in, a record out. That is the shape today's tools are built for.

    importance 50 · 9261/00
    Source: “Establish operating procedures to ensure adequate performance.” (UK task statement)
    How this row was scored

    Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.

    Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.

    The rating behind it: Operating procedures follow well-established hospitality patterns and are quick to draft.

    The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.

  • Managing stock to maintain a constant supply of ingredients

    changing shape

    The software now makes the first pass at stock, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.

    importance 50 · 9261/00
    Source: “Manage stock to maintain a constant supply of ingredients.” (UK task statement)
    How this row was scored

    Exposure score: 56 out of 100 (49–63 allowing for uncertainty): partial exposure, medium confidence.

    Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.

    The rating behind it: Ingredient stock is managed in software, with some physical checking.

    The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.

  • Arranging for repairs of catering equipment to ensure service continuity

    changing shape

    The software now makes the first pass at repairs of catering equipment, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.

    importance 50 · 9261/00
    Source: “Arrange for repairs of catering equipment to ensure service continuity.” (UK task statement)
    How this row was scored

    Exposure score: 48 out of 100 (41–55 allowing for uncertainty): partial exposure, medium confidence.

    Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.

    The rating behind it: Booking an engineer is routine admin, though someone usually has to see the fault first.

    The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.

  • Managing cash transactions

    changing shape

    The software now makes the first pass at cash transactions, but part of it still happens in the physical world. So the job becomes checking and deciding rather than producing.

    importance 60 · 9261/00
    Source: “Manage cash transactions.” (UK task statement)
    How this row was scored

    Exposure score: 43 out of 100 (36–50 allowing for uncertainty): partial exposure, medium confidence.

    Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch; work that happens in the physical world.

    The rating behind it: Card systems handle most payments now, though cash still passes across the bar.

    The five ratings: output a model can produce 4/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 4/4.

  • Balancing cash receipts

    changing shape

    The software now makes the first pass at cash receipts, but part of it still happens in the physical world. So the job becomes checking and deciding rather than producing.

    importance 60 · 9261/00
    Source: “Balance cash receipts.” (UK task statement)
    How this row was scored

    Exposure score: 41 out of 100 (37–45 allowing for uncertainty): partial exposure, high confidence.

    Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch; work that happens in the physical world.

    The rating behind it: Reconciling the takings is a straightforward calculation for software, but someone still counts the cash drawer at the end of service.

    The five ratings: output a model can produce 3/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.

  • Establishing clear communication objectives and leading effective communications to achieve desired outcomes

    changing shape

    The software now makes the first pass at clear communication objectives, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.

    importance 60 · 9261/00
    Source: “Establish clear communication objectives and lead effective communications to achieve desired outcomes.” (UK task statement)
    How this row was scored

    Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.

    Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.

    The rating behind it: Communications can be written for you, but leading them well depends on how people receive the messenger.

    The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.

  • Determining production and time sequences for kitchen operations

    staying human

    This work happens in the physical world: production, in a real place. Software cannot follow it there.

    importance 50 · 9261/00
    Source: “Determine production and time sequences for kitchen operations.” (UK task statement)
    How this row was scored

    Exposure score: 38 out of 100 (31–45 allowing for uncertainty): low exposure, medium confidence.

    Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch; work that happens in the physical world.

    The rating behind it: Timing plans can be worked out on paper, but kitchen sequencing is adjusted live at the pass.

    The five ratings: output a model can produce 3/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.

  • Implementing departmental policies and procedures

    staying human

    The ratings behind this row put departmental policies well outside what today's tools can do on their own.

    importance 50 · 9261/00
    Source: “Implement departmental policies and procedures.” (UK task statement)
    How this row was scored

    Exposure score: 37 out of 100 (30–44 allowing for uncertainty): low exposure, medium confidence.

    Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.

    The rating behind it: Software can write the procedure, but getting a team to actually follow it takes a manager.

    The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.

  • Coordinating the work of the team to ensure consistent brand/business standards

    staying human

    The value here is that a specific person handles the work of the team and stands behind it. That is earned, not computed.

    importance 70 · 9261/00
    Source: “Coordinate the work of the team to ensure consistent brand/business standards are delivered.” (UK task statement)
    How this row was scored

    Exposure score: 30 out of 100 (23–37 allowing for uncertainty): low exposure, medium confidence.

    Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.

    The rating behind it: Software can plan and track the work, but keeping a team to standard relies on the supervisor.

    The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.

  • Educating workers on service, sanitation and safety procedures

    staying human

    The value here is that a specific person handles workers and stands behind it. That is earned, not computed.

    importance 70 · 9261/00
    Source: “Educate workers on service, sanitation, and safety procedures.” (UK task statement)
    How this row was scored

    Exposure score: 26 out of 100 (19–33 allowing for uncertainty): low exposure, medium confidence.

    Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.

    The rating behind it: Training material on hygiene and safety is easy to produce, but getting a team to take it in is done in person.

    The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.

  • Hiring and dismissing staff

    staying human

    The value here is that a specific person handles staff and stands behind it. That is earned, not computed.

    importance 60 · 9261/00
    Source: “Hire and dismiss staff as necessary.” (UK task statement)
    How this row was scored

    Exposure score: 26 out of 100 (19–33 allowing for uncertainty): low exposure, medium confidence.

    Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.

    The rating behind it: Software can shortlist candidates and draft the letters, but hiring and dismissal decisions are delivered face to face by the employer.

    The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.

  • Collaborating on serving arrangements and related details

    staying human

    The value here is that a specific person handles serving arrangements and stands behind it. That is earned, not computed.

    importance 50 · 9261/00
    Source: “Collaborate on serving arrangements and related details.” (UK task statement)
    How this row was scored

    Exposure score: 26 out of 100 (19–33 allowing for uncertainty): low exposure, medium confidence.

    Why it sits in this group: the value is that a specific person does it.

    The rating behind it: Agreeing serving arrangements is a working conversation between people who know the venue and the event.

    The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.

  • Setting objectives for the team and department

    staying human

    The value here is that a specific person handles objectives and stands behind it. That is earned, not computed.

    importance 60 · 9261/00
    Source: “Set objectives for the team and department, provide necessary support, and review progress regularly.” (UK task statement)
    How this row was scored

    Exposure score: 24 out of 100 (20–28 allowing for uncertainty): low exposure, high confidence.

    Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.

    The rating behind it: Objectives motivate a team when they come from a supervisor working alongside them.

    The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 3/4.

  • Investigating and resolving complaints regarding food quality

    staying human

    This work happens in the physical world: complaints regarding food quality, in a real place. Software cannot follow it there.

    importance 70 · 9261/00
    Source: “Investigate and resolve complaints regarding food quality, service, or accommodation.” (UK task statement)
    How this row was scored

    Exposure score: 20 out of 100 (13–27 allowing for uncertainty): low exposure, medium confidence.

    Why it sits in this group: the same decision, made over and over; work that happens in the physical world; the value is that a specific person does it.

    The rating behind it: Complaints are often settled at the table, though systems can suggest a fair outcome.

    The five ratings: output a model can produce 2/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.

  • Activelying support team members to maximise potential in their role and identifying opportunities for development

    staying human

    The value here is that a specific person handles support team members and stands behind it. That is earned, not computed.

    importance 60 · 9261/00
    Source: “Actively support team members to maximise potential in their role and identify opportunities for development.” (UK task statement)
    How this row was scored

    Exposure score: 18 out of 100 (14–22 allowing for uncertainty): minimal exposure, high confidence.

    Why it sits in this group: the value is that a specific person does it.

    The rating behind it: Developing colleagues depends on knowing them and earning their confidence over time.

    The five ratings: output a model can produce 1/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.

  • Collecting payments from customers

    staying human

    This work happens in the physical world: payments, in a real place. Software cannot follow it there.

    importance 70 · 9261/00
    Source: “Collect payments from customers.” (UK task statement)
    How this row was scored

    Exposure score: 14 out of 100 (7–21 allowing for uncertainty): minimal exposure, medium confidence.

    Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch; work that happens in the physical world.

    The rating behind it: Taking payment at the bar is a face-to-face moment, even though the payment processing behind it is already fully automated.

    The five ratings: output a model can produce 2/4 · needs a body in a room 3/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 4/4.

  • Training and supervising staff to ensure effective job performance

    staying human

    This work happens in the physical world: staff, in a real place. Software cannot follow it there.

    importance 70 · 9261/00
    Source: “Train and supervise staff to ensure effective job performance.” (UK task statement)
    How this row was scored

    Exposure score: 9 out of 100 (5–13 allowing for uncertainty): minimal exposure, high confidence.

    Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.

    The rating behind it: Training and supervising staff depends on a person alongside them on the floor.

    The five ratings: output a model can produce 1/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.

  • Observing and evaluating workers' appearance and performance to ensure quality service and compliance with specifications

    staying human

    This work happens in the physical world: workers' appearance, in a real place. Software cannot follow it there.

    importance 60 · 9261/00
    Source: “Observe and evaluate workers' appearance and performance to ensure quality service and compliance with specifications.” (UK task statement)
    How this row was scored

    Exposure score: 7 out of 100 (0–14 allowing for uncertainty): minimal exposure, medium confidence.

    Why it sits in this group: work that happens in the physical world.

    The rating behind it: Judging how staff look and perform means watching them work on the floor.

    The five ratings: output a model can produce 1/4 · needs a body in a room 3/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.

  • Conducting training for workers on food preparation techniques

    staying human

    This work happens in the physical world: workers, in a real place. Software cannot follow it there.

    importance 60 · 9261/00
    Source: “Conduct training for workers on food preparation techniques.” (UK task statement)
    How this row was scored

    Exposure score: 6 out of 100 (0–13 allowing for uncertainty): minimal exposure, medium confidence.

    Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.

    The rating behind it: Teaching a cook a technique means showing them at the bench and correcting their hands.

    The five ratings: output a model can produce 1/4 · needs a body in a room 3/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.

  • Arranging workstations and equipment for efficient food service

    staying human

    This work happens in the physical world: workstations, in a real place. Software cannot follow it there.

    importance 70 · 9261/00
    Source: “Arrange workstations and equipment for efficient food service.” (UK task statement)
    How this row was scored

    Exposure score: 0 out of 100 (0–4 allowing for uncertainty): minimal exposure, high confidence.

    Why it sits in this group: work that happens in the physical world.

    The rating behind it: Moving equipment and setting up a service area is physical work.

    The five ratings: output a model can produce 1/4 · needs a body in a room 4/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 2/4.

  • Greeting and seating customers

    staying human

    This work happens in the physical world: customers, in a real place. Software cannot follow it there.

    importance 70 · 9261/00
    Source: “Greet and seat customers.” (UK task statement)
    How this row was scored

    Exposure score: 0 out of 100 (0–4 allowing for uncertainty): minimal exposure, high confidence.

    Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.

    The rating behind it: Greeting people and walking them to a table needs someone in the room.

    The five ratings: output a model can produce 0/4 · needs a body in a room 4/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 1/4.

  • Serving wine and spirits to guests

    staying human

    This work happens in the physical world: wine, in a real place. Software cannot follow it there.

    importance 70 · 9261/00
    Source: “Serve wine and spirits to guests.” (UK task statement)
    How this row was scored

    Exposure score: 0 out of 100 (0–4 allowing for uncertainty): minimal exposure, high confidence.

    Why it sits in this group: work that happens in the physical world; someone qualified has to answer for it; the value is that a specific person does it.

    The rating behind it: Pouring and carrying drinks to a table needs hands and presence, and alcohol may only be sold under a personal licence holder's authority.

    The five ratings: output a model can produce 0/4 · needs a body in a room 4/4 · needs an accountable person 2/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.

  • Inspecting supplies, equipment or work areas to ensure conformance to established standards

    staying human

    This work happens in the physical world: supplies, equipment or work areas, in a real place. Software cannot follow it there.

    importance 60 · 9261/00
    Source: “Inspect supplies, equipment, or work areas to ensure conformance to established standards.” (UK task statement)
    How this row was scored

    Exposure score: 0 out of 100 (0–4 allowing for uncertainty): minimal exposure, high confidence.

    Why it sits in this group: work that happens in the physical world.

    The rating behind it: Checking supplies, equipment and work areas means walking the kitchen and looking at them.

    The five ratings: output a model can produce 1/4 · needs a body in a room 4/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 2/4.

  • Maintaining and monitoring the cellar and beverage storage and cellar/wine dispense

    staying human

    This work happens in the physical world: the cellar, in a real place. Software cannot follow it there.

    importance 50 · 9261/00
    Source: “Maintain and monitor the cellar and beverage storage and cellar/wine dispense.” (UK task statement)
    How this row was scored

    Exposure score: 0 out of 100 (0–4 allowing for uncertainty): minimal exposure, high confidence.

    Why it sits in this group: work that happens in the physical world.

    The rating behind it: Cellar work means lifting, connecting and cleaning lines by hand.

    The five ratings: output a model can produce 1/4 · needs a body in a room 4/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 2/4.

  • Presenting guests with menus and wine lists

    staying human

    This work happens in the physical world: guests, in a real place. Software cannot follow it there.

    importance 50 · 9261/00
    Source: “Present guests with menus and wine lists.” (UK task statement)
    How this row was scored

    Exposure score: 0 out of 100 (0–4 allowing for uncertainty): minimal exposure, high confidence.

    Why it sits in this group: work that happens in the physical world.

    The rating behind it: Handing menus and wine lists to guests means being at the table.

    The five ratings: output a model can produce 0/4 · needs a body in a room 4/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 1/4.

What this job pays, and how many people do it

Median pay
£26,000a year, before tax, the middle of the range, so half earn more and half earn less.ashe-t14, 2025 · ASHE 2025 provisional (reference April 2025)Provisional, because the ONS revises this figure in the autumn.
How we know this

Source: ashe-t14

Reference period: ASHE 2025 provisional (reference April 2025)

Rounding: Shown to the nearest £100. The exact published figure is in the downloadable dataset. We do not render pounds the survey cannot support.

People doing this job
64,800in the UK, 2026.nomis-aps · Apr 2025-Mar 2026 (latest APS 12-month period)This headcount comes from a survey, not a census, so treat it as a good estimate rather than an exact count.

What is deliberately not here: a forecast of how many of these jobs exist in ten years. Where an official projection exists for a market we publish it with its vintage; where it does not, we leave the space empty rather than borrow the other country’s number.

Why this is shifting

The reason is boringly specific. Most of what is shifting here is reading one thing and writing another: maintenance schedules in, a record out. The rows above are exactly that shape: placing catering orders for meetings and developing maintenance schedules for bar and catering equipment to ensure service quality. What it cannot do is be answerable: an effective bar service needs a named person the rules will accept, and software cannot be that person. Which is why this page talks about your tasks changing, not your job ending.

Your move

Over a pint: what I’d tell you if you were my friend

Start with what does not change: coordinating an effective bar service is the middle of this job, and the evidence on this page says it stays with a person.

So, given all that: 16% of this job's task weight sits in rows the software is already learning, 21% in rows that change shape rather than disappear, and 62% in rows it is nowhere near. That is the position, measured across 37 scored tasks. It is not a forecast about you.

So the thing worth your attention is not the job going away. It is the layer around it. Placing catering orders for meetings is the part turning into software, and being the person who understands that layer is worth money.

This week: one thing

Ask the one question. Find whoever is bringing new software into your workplace (the manager, the office, whoever runs the system) and ask them what it is meant to do to maintenance schedules, and what it is not meant to touch. Ten minutes, this week, before anyone decides it for you.

What you end up holding
a straight answer about what is actually being rolled out, and when
How long it takes
ten minutes

If there’s nobody obvious to ask, or you’d rather not ask your manager: Put the same question to your union rep, your shift lead or the person who has been there longest, in person, over a break. Same ten minutes, same answer, and you will usually get a straighter one. Write down what they say. The note is the artifact, and it tells you whether an effective bar service is in scope or not. Nothing to log into, no licence needed.

Over the next 90 days

Get inside the tool rollout rather than waiting for it. Over the next ninety days, ask to be in the group that tests, checks or signs off whatever new system arrives near assigning duties, responsibilities and work stations to employees in accordance with work requirements. It is usually an unglamorous seat that nobody fights for, and it is the one that decides how the software is used on your job rather than to it.

Over the next 12 months

On this evidence I would not retrain out of this job, and I will say that plainly rather than hedge it. The task list here is dominated by work that stays with a person. What I would do with a year is get formally recognised for the layer around it (the systems, the compliance, the planning), so you are the one who understands the software instead of the one it is done to. Before you pay for anything, spend an hour with National Careers Service. It is free and government-funded, and it is listed below with the rest of the free routes.

The roads out of here, and why I am not sending you down them

I looked at the obvious moves out of this job, and here is what I found.

I checked the 12 nearest UK occupations to bar and catering supervisors (nearest by the work that AI is not taking, not by job title), and none of them survived. The closest was publicans and managers of licensed premises: only about 33% of its durable work is work you already do. And on the numbers you do not need one. This job scores 31/100 here, with only 16% of the task list in the top band, and “assign duties, responsibilities, and work stations to employees in accordance with work…” is not work that hands over cleanly. None of them beats deepening what you already have.

How that was checked: this job was compared against all 412 UK occupations in this release on their official task statements, and the 12 nearest were examined one by one. A move that turns on an industry, an employer or a qualification rather than on the work itself will not show up in a check like that. And this release carries no licence register, so anything you are weighing needs that looked up separately.

3 moves I checked and rejected

These are the obvious-looking jumps. They are here with their reasons rather than quietly dropped, because the ones that fail are worth knowing about. It is one less thing to turn over at night.

  • Publicans and managers of licensed premises

    Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “train and supervise staff to ensure effective job performance”. Across the whole of both lists that adds up to about 33% of the work in that job the software is not taking.

    Why I am not recommending it: It is closer than most, and still not close enough: about 33% of that job's durable work is already yours, against the 35% I want to see before I will call something a route.

    Look at that job’s page anyway →

  • Bar staff

    Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “serve wine and spirits to guests”. Across the whole of both lists that adds up to about 13% of the work in that job the software is not taking.

    Why I am not recommending it: You would be starting most of it from nothing: about 13% of the durable work in that job is work you do today, and the rest you would be learning while the bills carried on. It is a pay cut, in those words: £23,182 against your £26,019, 10.9% less (ASHE Table 14.7a, 2025 provisional (both)). Retraining to earn less is a decision, not advice.

    Look at that job’s page anyway →

  • Catering and bar managers

    Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “investigate and resolve complaints regarding food quality, service, or accommodation”. Across the whole of both lists that adds up to about 12% of the work in that job the software is not taking.

    Why I am not recommending it: You would be starting most of it from nothing: about 12% of the durable work in that job is work you do today, and the rest you would be learning while the bills carried on.

    Look at that job’s page anyway →

What I’d stop worrying about

A friend tells you what not to spend fear on. This is that list.

  • The headline number you read somewhere

    The big “X% of jobs” figures are about the whole economy, not about you. The number that describes your job is on this page: 16% of its task weight, across 37 scored tasks. Every row behind it is printed above with the source. Check ours; ignore theirs.

  • The headlines about your trade disappearing

    They are usually about the technology, not the timetable. Changes to work like coordinating an effective bar service arrive through rules, insurance and money, slowly and visibly. This page tracks the task evidence and will move when it moves.

  • Retraining out of a job that is holding up

    On this evidence I would not spend money leaving. Spend it on the layer around the job instead: the tools, the paperwork, the planning. That is where the change actually is.

  • The “obvious” next job everyone suggests

    I checked the obvious moves and most of them did not survive. The reasons are printed with the routes above, including the pay and the gate. A move that fails on the numbers is worth knowing about so you can stop turning it over at night.

If you run a team doing this job

If you run a team doing this job, the conversation you owe them is the one on this page, and sooner than feels comfortable. Show them the ledger rather than a reassurance: the rows moving toward the software are placing catering orders for meetings, and the rows that are not are where you want your people visible. Ask each of them to do the this-week move and bring the list to your next one-to-one. It turns a rumour into a piece of work, and it tells you which parts of your team's week are actually at stake. And say the thing out loud that a team lead usually leaves unsaid: a shrinking team is your exposure too, so do the move yourself as well.

You are reading the United Kingdom figures

The United States splits this work across more than one official group, of which Food Preparation Workers is the closest. The pay and employment figures are not directly comparable, and we do not average them together.

Switch to the United States page →partial match

The other groups this work is counted across:

In US official statistics this job is counted as Food Preparation Workers, Dining Room and Cafeteria Attendants and Bartender Helpers, Dishwashers and Food Preparation and Serving Related Workers, All Other. Pay is shown separately for each of those groups (medians cannot be averaged together), while the task list and the scores on this page are for this group only.

Your route through this

Where to go next, and what it costs

Free, and complete

The moves above cost nothing. These are the real services that go with them: public, government-funded, and free at the point of use. Nothing on this page is behind an email address or a payment.

No Space for this job, but one for what is happening to it

Nothing Collab365 runs is built for bar / catering supervisors, and we are not going to point you at the nearest one and call it a fit.

There is one that is not about a job title at all. The AI Authority is about being the person who directs these tools at work rather than the person they get compared to. That is worth saying here, because 16% of the work on this page is already inside what they can do.

Try The AI Authority free →

7 days free, no card needed. Explore up to 2 Spaces before you choose a plan: you pick a plan later, not now.

The AI Authority is a general community about working with AI, not a course for bar / catering supervisors. You do not need it to act on anything here: the moves above cost nothing and stand on their own. The data on this page is the same either way.

Noted, and thank you. We’ll email you if a Space for bar / catering supervisors launches. Nothing else.

That did not look like an email address, so nothing was saved. Have another go below.

We could not save that. The fault is ours, not yours, and your address was not stored. Please try again later.

No Space for bar / catering supervisors yet. Should there be one?

Collab365 Spaces is built by the same people as this site. We find the problems that AI and automation are creating inside one kind of work, then solve them as short courses, briefings and Blueprints. Each Space is the community too, so the research and the people doing your job are in the same place.

What a Space actually is, in full

Collab365 launches new communities where the need is real. If one for bar / catering supervisors existed, with researched problems, courses and people in the same boat, would you want in?

We use your email address for one thing: to tell you if a Space for bar / catering supervisors launches. We never sell it, never use it for unrelated marketing, and every email has a one-click unsubscribe. Our privacy policy has the full version.

This unlocks nothing. Every figure, every row and every step on this page is already yours, whether you fill this in or not.

No deadline on any of this. The page will still be here, and the data is refreshed on a published schedule rather than when someone wants a headline.

Questions people ask about this job

Will AI replace Bar and catering supervisors?
Not as a job, but it is already doing parts of the work. Across the 37 official task statements scored for Bar and catering supervisors (United Kingdom, SOC 9261), 16% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 31 out of 100 (range 26–37, band: low). That is a statement about tasks, not about headcount: this measures what AI could do, not whether any employer adopts it, whether the law allows it, or whether doing the routine parts faster creates more demand for the human parts. Figures are from release 2026-q4.1.
Which tasks in “Bar and catering supervisors” can AI already do?
The highest-scoring tasks in release 2026-q4.1 are: “Place catering orders for meetings” (93/100, very high); “Record staff data on specified forms to manage team schedules” (93/100, very high); “Develop maintenance schedules for bar and catering equipment to ensure service quality” (75/100, high). Each score comes from five published 0–4 ratings turned into a number by a published formula, and each carries the model's one-sentence reason on the page.
Which tasks in “Bar and catering supervisors” stay human?
About 62% of this job's task weight sits in work that scores low for AI exposure. The lowest-scoring tasks in release 2026-q4.1 are: “Present guests with menus and wine lists” (0/100, minimal); “Maintain and monitor the cellar and beverage storage and cellar/wine dispense” (0/100, minimal); “Inspect supplies, equipment, or work areas to ensure conformance to established standards” (0/100, minimal). Low scores usually mean the task needs a body in a room, a legally accountable human, or trust built in real time. Those are the three things the scoring rubric treats as gates rather than obstacles.
What should someone working in “Bar and catering supervisors” do about AI?
Start from the ledger rather than the headline: 16% of this job's weighted core work is exposed, and roughly 62% is not. The practical move is to spend more of your week on the tasks that score low, the ones above, and to get fluent at directing AI through the tasks that score high, because those are the parts that change whether or not you are ready for them. This page does not predict your job, and nothing here is career advice tailored to you: the score describes the occupation, not the person.
How is the AI exposure score for Bar and catering supervisors calculated?
Each official task statement for the occupation is rated on five published 0–4 dimensions (output replicability, physical embodiment, licensed accountability, real-time human trust, and data availability) by claude-opus-5 using scoring prompt task_scoring_v1.0. The model never writes the score; a published formula turns the five ratings into a 0–100 number, so every score can be recomputed by hand. The occupation figure is the importance-weighted mean across 37 scored tasks. The prompt, the rubric, the formula and the full dataset are published at https://futureproof.collab365.com/method and https://futureproof.collab365.com/data/2026-q4.1 under CC BY 4.0.

Where these numbers come from

About the data on this page

  • Provisional, because the ONS revises this figure in the autumn.
  • This headcount comes from a survey, not a census, so treat it as a good estimate rather than an exact count.
  • The match between this job and its counterpart in the other country is partial, so the two pages count slightly different groups of people.
  • 20 of this occupation's scored task statements carry a score that was measured under a different occupation's context, because the statement is shared between jobs and has only been scored once so far. Each one names the occupation it was measured under in the free routes below; none is presented as a measurement for this job.
  • Task clusters are not derived in this release, so the task-cluster field is empty and no Collab365 Space routing is attached to this occupation yet.
Task statements
gaisi-indexProcessing: catalogue-bridge → ssc-relatedness-weighting → task-scoring → score-aggregation
Task weights
gaisi-index (relatedness)
Scores
Rubric task_scoring_v1.0, model claude-opus-5, computed 2026-08-05.
Pay and employment
ashe-t14 (ASHE 2025 provisional (reference April 2025))nomis-aps (Apr 2025-Mar 2026 (latest APS 12-month period))

Figures on this page come from release 2026-q4.1, published 2026-08-05. Every release keeps its own permanent address, so a figure you cite in March is still there, unchanged, in November.

The plain-English wording on this page is assembled directly from the task statements and the published ratings, not written by hand for this occupation. That is why it is specific, and it is also why we say so.

The routes and free resources further up are today’s, not the release’s (last reviewed 2026-08-05). A route is an offer, not a historical fact, so it moves on its own clock.

How we score a jobDownload this releaseLook up another job

Using these figures?

Cite this

Everything on this site is published under CC BY 4.0. Quote it, chart it, sell something built on it. Just say where it came from, and cite the dated release rather than the site, so the figure you quote stays checkable.

Plain text

Collab365 (2026). Collab365 Futureproof: task-level AI exposure for US and UK occupations, release 2026-q4.1 (methodVersion 2.0.0, promptVersion task_scoring_v1.0). https://futureproof.collab365.com/data/2026-q4.1. Licensed CC BY 4.0. Built with O*NET data (USDOL/ETA, CC BY 4.0); ONS data (Open Government Licence v3.0); GAISI task framework (arXiv:2507.22748, MIT); BLS data (public domain).

BibTeX

@misc{collab365futureproof2026q41,
  title        = {Collab365 Futureproof: task-level AI exposure for US and UK occupations, release 2026-q4.1},
  author       = {{Collab365}},
  year         = {2026},
  url          = {https://futureproof.collab365.com/data/2026-q4.1},
  note         = {Release 2026-q4.1, methodVersion 2.0.0, promptVersion task_scoring_v1.0, CC BY 4.0}
}

Permalink

https://futureproof.collab365.com/data/2026-q4.1

Data as of release 2026-q4.1, published . Releases never change after publication; when the figures move, a new dated release is published beside this one and this one stays exactly where it is.