FairPrice Group’s group chief executive officer (GCEO) Mr Vipul Chawla was once chastised by an aunty while working at the till at a FairPrice supermarket. “I was too slow,” he recounted.

His stint as a cashier was part of a self-imposed directive of investing at least 100 hours in familiarising himself with the work on the ground as the new GCEO of Singapore’s largest retailer back in 2022.

“Unless I invest at least 100 hours doing something, I don't have the licence to even have a conversation with my team, let alone make decisions,” added Mr Chawla, who later went on to spend time carrying out other frontline roles across FairPrice Group.

In an exclusive interview with the Singapore National Co-operative Federation (SNCF), Mr Chawla shares insights on his empathetic leadership style, and key takeaways from steering the co-operative.

Ler Jun: Since helming as FairPrice Group’s GCEO, how has it been like?

Vipul Chawla: It feels good. When I first joined, I had the opportunity to spend time on the ground to understand how the business was run and the sentiments of our frontliners in stores, supermarkets, distribution centres and more.

LJ: You even committed to working 100 hours on the ground alongside these frontliners.

VC: I’ve always believed in the philosophy of “Seek first to understand, then seek to be understood”. This means that unless I invest at least 100 hours doing something, I don't have the licence to even have a conversation with my team, let alone make decisions.

LJ: Having spent your first six months shadowing and working with the frontliners, what did you learn on the ground?

VC: I realised how demanding these jobs can be for frontliners. It’s seven to eight hours of hard work on the floor, and it taught me empathy. Empathy for what our staff go through, and what is possible. I recall getting yelled at by a customer because I was slow at the cashier. It wasn’t easy and I developed a newfound appreciation for what our frontliners – whom I call ‘Fairmily’ –  do to serve our customers every day.

LJ: Beyond FairPrice Supermarkets, you have even spent a portion of the 100 hours with Kopitiam. Tell us, what’s it like to be in the hot seat?

VC: As you’d know, Kopitiam is a well-known brand. We walk by it; we use its services; and we interact with it. For a start, it boggles my mind how many different types of kopi (coffee) orders there are. Fortunately, I had the privilege of working with one of our kopi and teh experts, Uncle Huat, who kindly showed me the ropes. Honestly, I find the time spent in our stores more exciting than my time spent in the boardroom. To have been part of the real action was truly humbling. 

LJ: One of the earlier projects you managed to introduce was the Progressive Wage Model (PWM) across FairPrice’s businesses. What are some other areas you hope to champion or do as FairPrice Group CEO?

VC: We decided to fast track the implementation of PWM for food services ahead of the stipulated government schedule so that our non-executive employees would be better provided for. We want our employees to feel future-confident and be equipped with the necessary skills for the fast-changing omni-channel retail landscape, so that they could deliver the best experiences for our customers.

Besides enabling and empowering our staff, I am also focused on delivering “Easy” experiences for our customers: firstly, easy on the wallet; and secondly, easy on the experience.

LJ: What do you mean?

VC: To be Easy on the Wallet is to provide greater savings that keep daily essentials within reach for our customers. We freeze the prices of 50 key value items every month, selected from a pool of over 500 popular daily essentials, which can range from rice, oil to eggs, and more. At our Kopitiams, customers who use our FPG App can also enjoy 10% off their meals and offset purchases with LinkPoints.

When it comes to Easy on the Experience; through years of widening our digital platform and expanding our digital capabilities, we serve more than a million digitally connected customers. These customers can engage with our brands everyday through our app, from supermarkets to Kopitiam food courts, to a loyalty programme that gives them greater value for every spend with us, and even with financial services through our joint venture Trust Bank. The ability of our customers to be served with ease, wherever they are — from ordering groceries in the comfort of their home, to a tasty meal at a food court, to delivering simple and meaningful financial services — is what will help us to stay viable as a business, and relevant for consumers in the next few decades.

LJ: Prior to joining FairPrice Group, have you heard of co-operatives or co-ops?

VC: Yes, I have. While working in the US, I came across small local food and worker co-ops. And the model is really about making sure that it does right by its members by leveraging the power of the collective to serve the individual.

LJ: What was one misconception you had about co-ops?

VC: I used to think they were only for small businesses. Turns out, some of the largest agribusinesses are co-operatives too.

LJ: What has been the greatest takeaway since joining the co-operative ecosystem?

VC: One of the greatest takeaways is knowing that what we do at FairPrice Group has a positive impact on the community in Singapore. In July last year, we marked our 50^th anniversary. We reinforced our commitment towards keeping daily essentials within reach for all in Singapore, by      benchmarking the prices of daily staples. Our social mission remains the guiding purpose for what we do in Singapore     .

LJ: If you were to set up a co-operative with limited resources, what would be the top things you’d look into?

VC: First, I’d try to solve an existing or unmet need. This is the strategic differentiation. Second, I’d work to understand how the new co-op could possibly serve this need better than anyone else. Third, I’d work to ensure that the co-op can withstand the test of time, by adapting the business strategy to fast-changing consumer needs and preferences, leveraging technology to drive seamless experiences, or any other means available to me.

LJ: How would you anticipate the needs of the society of members and communities then?

VC: By listening to what the people are saying and doing, and translating data into insights. That is how you stay one step ahead.

LJ: Of all the house brands items in your co-operatives, what is your favourite go-to snack or dessert to eat?

VC: FairPrice Chips.

Responses have been condensed and edited for clarity.

By Sng Ler Jun