General Manager - Airside Management

Job Purpose

Overall responsibility to lead the airside operations at RGI airport, plan and ensure that the facilities operations are maintained and carried out in compliance with DGCA regulations to provide uninterrupted, safe, efficient and expeditious aircraft operations. He / she would appraise all such activities and actions taken to the Head – Airside Management from time to time.

ORGANISATION CHART

GM Airisde Management --> Head - Airside Management

Accountabilities

KEY ACCOUNTABILITIES

Key Performance Indicators

To ensure all process and procedures are in compliance with ICAO and DGCA Regulations and recommendations for safe operations.

• No. of audits (internal & external)
• No. of non-compliance.
• No. of observations closed
• No. of observations found during internal audit/assessment and closure
  
  

Preparation of SOPs and work instructions for Airside Operations.

• No. of SOPs developed & amended.
  
  

Responsible for ensuring the Airside Operations (people, vehicle and aircraft movement) safe at RGI Airside.

• No. of incidents / accidents
• No. of violations reported
  
  

Team management & development

• Engagement score
• Skip Level Meeting grievances closed.
• No. of mandatory trainings planned v/s actual.
  
  

To keep constant liaison with Local regulatory authorities, stakeholders and civic bodies on the ops related matters, AEMC,AFCM, APRON Safety Meetings and WHM related matters

• No. of structured meetings
• Bird strike MIS
• Visits local villages and awareness campaigns conducted at educational institutions.
  
  

Responsible for preparing the Annual Operating Plan (AOP) for Airside Operations in line with GHIAL’s strategic plan

• Plan v/s Actual
• No. of unbudgeted approvals. Deficiency in Planning.
  
  

Implement Kaizen, 5s, CIPs to improve operational efficiency and cost containment related in ASO.

• No. of ideas / kaizen implemented.
• No. of SIPs/CIPs
  
  

Vendor management, preparation & monitoring the Service Level Agreements SLAs / Annual Maintenance Contracts (AMCs)

• Timely renewals contracts
• SLAs implementation against invoices
  
  

Responsible for smooth administration, facilitating internal and external audits and closure of observations

• % of observations closed
• % Non-compliances reported in audit
  
  

Responsible for managing Aviation Services - Baggage delivery KPI, usage of BME / FEGP, Liaison with GHAs.

• Baggage delivery KPIs
• % usage of BME/FEGP
  
  

Responsibilities

KEY ACCOUNTABILITIES - Additional Details

Key Performance Indicators (KPIs)

Aviation Services & Stakeholder Liaison

• Develop guidelines for seamless baggage handling, BME inspections, hydrant pit checks, GPU/PCA availability, and turnaround efficiency per OMDA standards.
• Monitor compliance with service-level agreements (SLAs) and operational KPIs.
• Maintain high-level engagement with regulatory bodies (DGCA, ICAO) and airport stakeholders (ATC, Airlines, GHAs).
• Represent Airside Operations in strategic airport meetings, ensuring regulatory requirements and operational efficiency goals are met.
• No. of stakeholder concerns resolved within timeframe
  
  

Trainings & Standardization

• Oversee competency-based training programs for airside teams, vendors, GHAs, and contractors ensuring workforce readiness and regulatory compliance.
• Develop KPIs for measuring training effectiveness.
• Drive standardization of airside procedures and ensure training effectiveness monitoring.
• No. of trainings imparted
• Competency score of the team
  
  

AOP & Budget Management

• Develop and monitor the annual operating budget for the AO Department, ensuring alignment with financial goals.
• Monitor performance against AOP, conduct variance analysis, and provide detailed reasoning for deviations.
• % saving from AOP
• Achievement of the targets defined in AOP
• Budget Deviations (Planned Vs. Actual)
  
  

Team Development and Management

• Conduct periodic evaluations, identify training needs, facilitate skill development programs, and enhance team competencies.
• Address team concerns, provide guidance, and create opportunities for professional growth.
• Foster a culture of collaboration, accountability, and continuous improvement.
• Attrition rates
• Employee Engagement scores
  
  

EXTERNAL INTERACTIONS

• GHAs, Airlines
• ATC / AAI
• Vendors e.g. housekeeping/bird chasers/habitat
• DGCA, MoCA
• IAF
  
  

INTERNAL INTERACTIONS

• GHIAL P&E, IT, Procurement
• Airside Planning, Safety
• AOCC, Slots
• Commercial, Finance - GHIAL
• Cargo
  
  

FINANCIAL DIMENSIONS

AOP - OPEX @ 10 – 15 CR and CAPEX 50 – 100 CR (BASED ON THE PROJECTONS)

Other Dimensions

A team of 40 Airside officers and service providers of approx 150 members engaged for support services

Education Qualifications

• Graduation with Executive Management program MBA
• 1-year accredited program in Airport Operations and Management
  
  

Relevant Experience

• 15 -20 years experience with minimum 8 years exp in ATC / Airside Operations / Airside Engineering
• Minimum 10 years in airport handling with around 500 Air Traffic Movements (ATMs) per day
• Exposure to Aviation Industry in the capacity of middle level management.
  
  

COMPETENCIES

• Capability Building
• Strategic Orientation
• Social Awareness
• Entrepreneurship
• Execution & Results
• Teamwork & Interpersonal influence
• Problem Solving & Analytical Thinking
• Planning & Decision Making
• Personal Effectiveness
• Stakeholder Focus
• Networking
• Wildlife Hazard Control (Expert)
• Runway Operations (Expert)
• Airside Vehicle Operations (Expert)
• Apron Management & Operations (Expert)
• Aerodrome Zoning & Safeguarding (Expert)
• Airfield Work In Progress (Expert)
• Visual Aids Management (Expert)
• Aerodrome Emergency Plan & Procedure (Proficient)
• Aerodrome Physical Characteristics Understanding (Expert)
• Low Visibility Procedures (LVP) & Night Operations (Expert)
• Safety Management Systems (Expert)
• Framework of Aerodrome Licensing (Expert)
• Aeronautical Information Systems (Proficient)