GOVERNMENT OF INDIA

OFFICE OF DIRECTOR GENERAL OF CIVIL AVIATION

TECHNICAL CENTRE, OPP SAFDARJANG AIRPORT,
NEW DELHI

Advisory Circular No. 01/2011 dated 8th March 2011

Operational Safety Competencies

for Aerodrome Operators
Contents

Explanatory Note

Introduction

Purpose

Terminology

Application

Chapter 1 Areas of Competence at senior level above line management, including

corporate level when there is an element of accountability in provision
and service that may have an impact on securing safety of aircraft using
the airport

1. Legal Framework for Aerodrome Licensing

2. Management Competence - Senior Operations

Management

3. Aerodrome Safety Management Systems

3a. Safety Risk Management as an element of Aerodrome Safety

Management System

3b. Change Management as an element of Aerodrome Safety

Management System

Chapter 2 Areas of competence at line management and middle/supervisory levels,

where appropriate, including shift and project managers and those
responsible for outsourcing or supervising contractors for safety-critical
services

4. Legal Framework for Aerodrome Licensing

5. Management Competence – Line Level Management

6. Safety Management Systems, including Safety risk management

and change management

7. Management and Operation of the Airport Operations Control

Centre (AOCC)

8. Aerodrome Physical characteristics - m o v e m e n t a r e a s t a t u s

and condition

9. Surface Movement and Guidance System (SMGCS), visual aids

for approaches, and Electrical Systems

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 10. Airfield Work in Progress

11. Aerodrome Zoning/Safeguarding - obstacle and wildlife habitat

control aspects on and around Aerodromes

12. Apron Management and Operations

13. Airside Vehicle Operations

14. Runway Surface Friction

15. Runway Contamination

16. Wildlife Hazard Control

17. Aeronautical Information Systems

18. Low Visibility and Night Operations

19. Fire and Rescue Operations

20. Handling of fuel and Hazardous Materials

21. Aerodrome Emergency Plan and Procedures

22. Airport Security Provisions

23. Cargo Operations

Chapter 3. The chapter is formulated for aerodrome Licensee to provide guidelines

in framing the organogram for inclusion in the Aerodrome Manual.

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 Explanatory Note to this version

This advisory circular is a living document and will be revised at intervals to take
account of changes in regulations, feedback from industry, and recognised best
practices to facilitate the license holder to demonstrate compliance in terms of
manpower deployed for aerodrome operation.

iii
Introduction

In recent years, the management of risks to safety has taken a significant

evolutionary step, with safety management having a focus at the organisational and
systems level, with greater attention to the interfaces between the various elements of
the overall aviation system, including the human being.
ICAO Standards for State adoption have been developed for Safety
Management Systems, and the DGCA is in the process of meeting its obligations in
that regard with recent and evolving Civil Aviation Regulations (CARs) for Indian
airports. These CARs include the need for service providers to confirm and
demonstrate their organisational competence; CAR Series F Section 4 refers (staff
establishment/competency).
The DGCA recognizes that regulations which bring significant change can
generate the need for complimentary guidance material. Consequently, the
Aerodrome Standards Directorate of the Directorate General of Civil Aviation (DGCA)
India has developed this Circular. It is designed to assist Licensees in satisfying
themselves, in the first instance, of their organisational competence, using an
analysis of staffing establishment, qualification and experience needs, against the
operational objectives, requirements and tasks, for all safety-critical functional areas.
This is in addition to the provision of appropriate infrastructure, equipment and
technical and management systems, in line with DGCA CARs. Whilst the DGCA
may consider alternative means of complying with the competence element of the
Series F CAR, those means would have to give firm evidence of organisational
competence to the same degree, and as identifiable as that detailed in this AD AC.
The advent of privatisation and the consequent commercially oriented
approach to the management of licensed aerodromes has the potential to create
significant change. Business driven objectives have assumed a higher priority and
management structures and skills have shifted towards a more business focused
culture. Change, even when beneficial, can be a generator of hazards which may be
specific or common to aerodromes.
The practice of granting licenses to corporate bodies, with major decision
making being held at corporate level rather than to individual airport
companies/management, which is not in line with general accepted practice, will have
its own hazard generators. For example, if there is a practice of transferring staff
between airports on a frequent and short-notice basis.
These changes place an even greater emphasis on the Airport Licensee, the
Accountable Executive at the airport, and senior management understanding their
accountabilities and responsibilities in managing safety at their airports in a
systematic and organised manner. Also, on the need for them to be able to give
assurances, as part of those accountabilities and responsibilities, to the DGCA and
others about their organisation’s capability and competence in securing the safety of
operations at their airport, including:
(a) The necessary level of knowledge and understanding of safety
management principles at the highest level of senior management, as
well as at the more traditional line levels.
(b) The transparent establishment of staff numbers through the use of
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 management tools, such as task analysis, for all safety-critical areas,
including those contracted out.
(c) The capability to demonstrate to external as well as internal auditors,
that staff establishment is continually being monitored, using internal
management systems. Furthermore, that the establishment is adjusted
to suit any increase in air traffic and safety demands placed on the
organisation.
The DGCA will expect evidence of this to be available during the issue of initial
license as well as during planned and ad-hoc surveillance inspections, including
safety assurance for any significant change. One way of showing staff establishment
numbers is to:
(a) Construct an organogram with the numbers of safety critical staff
indicated; and
(b) For this to be continually reviewed and updated.
By ensuring that the appropriate knowledge and understanding is present at all
levels in an organisation there will be a greater probability of:
Providing stable and sustained organisational competence;
Ensuring improvements in safety performance;
Preventing any reduction in the priority attached to safety; and
Providing the necessary skills sets available in aviation operations at
executive management level, as well as the line and lower levels.

Purpose

The aim of this document is to enable licensees to assess the level of operational
safety management competence existing within their respective airport organisations,
including any areas that are contracted out, and to ensure that they have the necessary
expertise at the appropriate level to formulate and implement systems to adequately
manage safety.
Therefore, it addresses tasks at the senior to supervisory level in two Chapters,
chapter 1 aimed at the senior management level and Chapter 2 at the line to supervisory
level. It does not cover tasks at the “operative” level. However, licensees are encouraged
to adapt and apply the material for this purpose; it is intended as a management tool to be
used by licensees and their airport managements for internal use, not only as a
mechanism to satisfy the safety regulator. It should be noted that most of the topic areas
covered by this document are subject to specific safety regulation by the DGCA, but
licensees may wish to extend the principle to other areas for their own managerial
purposes.
As recognized above, some tasks within the competences and some topic areas
may be ‘contracted out’ by the aerodrome licensee. Whilst day-to-day operational
management is the responsibility of such a contractor, the aerodrome licensee continues
to have overall accountability and responsibility for the safe integration of contracted
activities with the rest of the aerodrome operation. A licensee, therefore, needs to ensure
that competence and safety management requirements are included in contract
specifications and documents, including those relating to:
2
 The maintenance of determined and declared staff/operative numbers;
Safety performance; and
Appropriate supervision, monitoring and follow-up.
This material:
1. Takes account of the need to accommodate a range of licensed aerodromes and
their varied scope of operations. Not all of the tasks listed will be appropriate or
necessary for all aerodromes, an issue of particular interest to the smaller
aerodromes. Not all of the areas of competence have to be vested in one person,
an issue of particular interest to the larger aerodromes.
2. Will assist the aerodrome licensee to:
(a) Identify the post/s and person/s that have accountabilities and/or
responsibility for a specific task, including project managers, shift
supervisors and those monitoring the safety performance of contracted-out
services;
(b) Be satisfied that persons within the management structure possess the
relevant operational safety competence, or identify gaps and, therefore,
training needs, that may exist in specific areas of competence;
(c) Develop job specifications, training programmes, recruitment and
succession planning; and
(d) Provide, for aerodrome licensing purposes, the safety assurance sought
by the DGCA on operational safety competence of the licensee’s
organisation.

Terminology

For ease of interpretation, several key terms used throughout this document are
defined as follows:

Background Knowledge – The collective body of information and skill sets, gained
through experience and training, that people need to have, if they are to perform their
roles competently. This includes memorised relevant facts, regulations, theories and
principles, and knowing where to find such data when it is not necessary to commit them
to memory.

Ensure – The dictionary meaning implies 100% guarantee, and this is the
objective. It may be argued that an interpretation may at times be like safety risks
being reduced to As Low As Reasonably Practicable (ALARP). However, that
cannot and must not be an excuse for not making all reasonable efforts to “ensure”
to the dictionary definition where possible.

Hazard – A condition or an object with the potential to cause injuries to personnel,

damage to equipment or structures, loss of material, or reduction of ability to perform
a prescribed function (ICAO 9859, Edition 2).

3
Infrastructure project - A building or structure (defined as arrangement of parts).
This could be a new or upgrade of facilities, a replacement or refurbishment of an
existing facility or a major maintenance project that will cause operational
disruption over a significant period of time. Such projects will have different
significance in different contexts. For example, in terms of obstacle limitation
surfaces height will be the significant element, whereas for wildlife management
the significant element will be attractiveness to wildlife.

Named Person – A person, identified by name, who currently holds a specified post.

Organisational Competence – Demonstrable capability of the organisation to

secure the safety of aircraft using the airport, having regard to the provision of
equipment, facilities, management systems, documentation and staff. The staff
establishment must be:

Sufficient in terms of numbers for each of the functional areas; and

Suitably qualified and experienced with the appropriate combination of
skill-sets for the tasks expected of them.

This applies equally to staff for functions that are outsourced; functions for which
the licensee remains accountable, in terms of aerodrome licence obligations.

Risk, specifically Safety Risk - A measure of the seriousness of, or “put a number”
on, the consequences of hazards, expressed in terms of predicted probability and
severity, of the consequences of a hazard ((ICAO 9859, edition 2).

Safety Assurance Report - A structured argument, supported by a body of evidence

that provides a compelling, understandable and valid case that change in a
system/sub-system meets the service providers risk acceptability and change
management criteria for a given application in a given operating environment. It is
more than risk management, or even a safety assessment, as it includes in its scope
the outcomes of activities and assurances required by the change management
process, such as testing prior to entry-into- service. Depending on the nature of the
application and operating environment a safety case may meet the requirement for a
safety assurance report.

Specified Post – A post within an aerodrome management structure, which has been
identified as having responsibility for the management of a specific safety related task.
Where more than 1 post has responsibility for the task then all the posts and post-
holders need to be identified and reviewed against the background knowledge.

Task – An area of work for which a defined competence is deemed necessary.

Application

The Accountable Executive at the aerodrome, as the person with overall

accountability for safety management, or an appropriately delegated person, should
identify which areas of competence and tasks are relevant to their aerodrome. To assist
that person a check list format has been developed throughout the document.

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 The tasks listed in the areas of competence, appropriate to a particular
aerodrome, are those that should be vested in a particular “specified post or posts” and
“named person or persons” occupying that post/posts, and annotated in the document
against each relevant task.
Furthermore, it is expected that the ‘named person or persons’ for each task will
have knowledge and understanding of the aerodrome management’s policies and
systems, appropriate to the task expected of them.
This circular is issued with the aim to guide aerodrome operators to appoint
persons for key positions with adequate knowledge and experience in the relevant field.
Although not being applied now, depending on the experience gained in future with
application of this circular, prior approval of licensing authority may be made mandatory
before appointment of such persons.
The DGCA, in partnership with industry, will review and amend this material in the
light of usage and experience.

Sd/-
(J.S. Rawat)
Joint Director General
for Director General of Civil Aviation
New Delhi
8th March 2011

5
Chapter 1 Areas of Competence at senior level above line management,
including corporate level when there is an element of
accountability in provision and service that may have an
impact on securing safety of aircraft using the airport

1. Legal Framework for Aerodrome Licensing

Specified N a m e d
Tasks
Post(s) Person(s)
Ensure a thorough understanding throughout the
organisation of:
The Licensees’ accountability and responsibilities in
securing and managing safety at the airport.
The DGCA’s statutory duties in licensing and safety
oversight of Indian aerodromes.
Ensure that aerodrome licensing and license renewal
requirements are met, and that the aerodrome operates in
accordance with licence conditions and statutory
requirements, including those related to non-compliances,
exemptions and airport infrastructure projects.
Ensure an understanding by the aerodrome management
of the legal requirement for, and status of the Aerodrome
Manual.
Ensure that the necessary steps are taken for the
aerodrome and its airspace to be safe for aircraft during
operational hours. This includes:
Using appropriate management tools, the
determination and provision of the necessary level of
managerial and operative staff, i.e. staff numbers, as well
as the combination of qualifications, experience and skill-
sets of those staff, for both initial licensing and continuing
operations.
Ensuring that the aircraft accepted by the airport are
appropriate to the airport reference codes, movement
area geometry and infrastructure.
Ensuring exemptions to licensing requirements are
kept under review as part of planned and significant
changes to aerodrome infrastructure, traffic levels or
aircraft types.

The Chief executive, all senior management and line management staff must
have training on the legal framework for aerodrome licensing, and collective
background knowledge must include the following, at the appropriate level:

Aircraft Act 1934 and Aircraft Rules 1937

CAR Series B, Part I Aerodrome Design and Operations, and Part III
Heliports

[Chapter-1] Page 1
 CAR Series B, Part IV Exemption Procedure for Noncompliance at
Aerodromes
CAR Series F, Part I Requirement for Issue of an Aerodrome License
CAR Series X, Part II Aeronautical Information Services
CAR Series X, Part III Aeronautical Charts
Wildlife Control at Aerodromes
Dangerous Goods Regulations (as they apply to aerodromes)
Notice to Airmen (NOTAM)
The ICAO Convention, Annexes 4, 11 (as it applies to aerodrome ground
operations), 14, 15, 16, 17 and 18 to the Convention.
ICAO Annex 9 (only for international airport)
ICAO Manuals - 9774 Certification of Aerodromes, and 9859 Safety
Management Manual;
Any other CAR/ Directions issued in the subject matter from time to time

[Chapter-1] Page 2
2. M a n a g e m e n t C o m p e t e n c e - Senior Operations Management

This is the competence for the overall management of the operational function.
This includes the meeting of licence obligations, and thus extends beyond the purely
operational area; for example ensuring adequate financial budget allowance for
necessary recruitment, training and equipment procurement. Therefore, these tasks
usually require authority across the whole of the line level, in which case the post
should have that necessary and more senior authority within the organisational
structure of the airport.

Tasks Specified N a m e d
Post(s) Person(s)
To effectively and efficiently lead, direct and manage the
management function, understanding, accepting and being
appropriately involved in areas of personal accountability.
To set and approve the organisation’s operational and safety
policies/objectives, ensuring that associated accountabilities
and responsibilities are detailed and recorded, and are in line
with the declared safety policies and objectives.
To ensure that:
Non-compliances for which there are temporary
exemptions granted by the DGCA are regularly
reviewed and the reasons for seeking such
exemptions are removed/corrected in order to meet
the requirements of the action plan agreed with the
DGCA, and to avoid licensing action being taken if the
action plan requirements are not met.
Non-compliances for which there are permanent
exemptions granted by the DGCA are regularly
reviewed to ensure that mitigating measures are still
valid, and that every opportunity is taken to
remove/correct the non-compliance.
Ensure that:
Once the necessary number, qualifications,
experience and skill-set requirements of operational
and supporting staff establishment have been
determined, this is not allowed to decline unless there
is an understandable and valid case made and signed
off by senior management, e.g. in the event of
curtailment of services or reductions in operational
areas (in which case the DGCA are to be advised).
Any holder of a safety-critical post at line or specialist
level, e.g. that responsible for day-to-day operations,
or the Safety Manager is not replaced without the new
appointee being given the appropriate familiarisation
training, and the DGCA being consulted prior to the
appointee taking up the post. If the provision of
familiarisation training is not practicable beforehand,
then as soon as possible, and only after the
“Accountable Executive” being satisfied that safety
policies or objectives will not be compromised, usually

[Chapter-1] Page 3
 by the provision of a safety, assurance and being
demonstrated to the DGCA.
Should there be retention difficulties and a service has
to be out-sourced that:
- At least the same mix of numbers,
qualifications, experience, and skill-set
requirements are provided prior to any change
and that any new staff/operatives are not
allowed to operate until they have successfully
undertaken the necessary familiarisation/
induction training and have demonstrated
competence to the Licensee’s satisfaction.
- Through adequate contract specifications that
for outsourced safety-critical functions:
o The licensee retains control of the
operation of the facility, as required for
licensing requirements and conditions to
be met.
o The safety-performance of that function
and the interfaces with other functional
areas will not be compromised by being
out-sourced.
**To ensure that the organisation, using appropriate
management systems and functions, such as task analysis,
recruitment, training, has and maintains organisational
competence necessary to satisfy:
the organisations safety policies and objectives;
its stakeholders, including users; and
national regulations and requirements, to the satisfaction of
the DGCA.

Background knowledge must include:

Appropriate business, financial and management qualifications, as well as experience

and skills that including the following:

analytical and problem-solving;

budgeting;
decision making;
project management;
HR and training requirement; and
oral and written communications.

Significant airport operational experience, at least equal to that of those

reporting to the post/s, and covering a range of functions within the total scope of
operations.

Technical and other knowledge to understand users’ needs and the

operational systems of users.

[Chapter-1] Page 4
 For outsourcing, the necessary knowledge in relation to ensuring
appropriate contract specification for safety assurance requirements,
including:
o SMS obligations;
o safety performance and monitoring requirements;
o timely corrective action planning and implementation where
indicated by safety management processes; and
o Timely and adequate communication of safety critical information,
particularly reports/evidence of safety performance being
compromised.

The regulatory context and framework, particularly relevant are:

DGCA Rules

o Relevant DGCA CARs

o DGCA Circulars
o ICAO Standard and Recommended Practice (SARPs), as well as
relevant ICAO guidance documents that are not reflected in the
national framework Any other CAR/ Directions issued in the
subject matter from time to time

[Chapter-1] Page 5
3. Aerodrome Safety Management System

Tasks Specified N a m e d
Post(s) Person(s)
Ensure the promulgation to appropriate parties, and
declaration in appropriate documents the post and name of the
Accountable Executive (who ICAO and the DGCA expect to be
at the most senior, i.e. Airport Director level).
**Initiate the planning for the development of a safety
management system (SMS) for the control of safety risks.
Ensure that there is direction and guidance for the
development of the SMS, and that the organisation
provides the necessary financial, human and training
resource, as part of its commitment and support.
Ensure that the necessary processes are being planned as
part of the SMS, including change management and safety
risk assessment, as well as those aimed at developing a just
and positive safety culture, particularly in the area of desired
behaviour standards – see competences 3a and 3b.
Ensure the establishment and maintenance of the internal
Safety Groups established by the SMS.
Establish, maintain and monitor the output of an airport
Safety Committee, representing the licensee, users and
contractors.

** Safety Risk Management is one of the four components of an SMS, and

Change Management an element of another component, Safety Assurance. Because
of their significance, there are two separate competences attached to this competence
area; they cover tasks associated with Risk Management and Change Management.

The Accountable Executive, Senior Managers, the Safety Manager, Safety

Group members and staff responsible for safety management should be selected
with particular reference to training, experience and knowledge on Safety
Management Systems relevant to aircraft and airport operators. Collective
background knowledge must include that from the following, appropriate to this level
of management and the individual tasks:

Aircraft Rules 1937

CAR Series B, Part I Aerodrome Design and Operations
CAR Series E, Part II Air Traffic Services
CAR Series F, Part I Requirement for Issue of an Aerodrome License
CAR Series X, Part IV, Runway Safety Programmes
ICAO Annexes 4, 11 (as it applies to aerodrome ground operations), 14
and 15
ICAO Document 9774 Manual on Certification of Aerodromes
ICAO Document 9859 Safety Management Manual
General management systems, procedures and techniques
Specific safety management systems, including safety risk management,
and its applicability to aerodrome operations.
Organisational processes for:
- occurrence reporting, investigation and follow-up

[Chapter-1] Page 6
 - safety risk management
- change management
- data collection, storage setting and measuring safety
performance metrics
- inspection and auditing accident/incident reporting and
investigation
- communicating aerodrome safety rules, regulations and
information
- safety performance monitoring, measurement and follow-up, using
safety auditing, studies, reviews and surveys
- co-ordination and control of airside activities
Aerodrome Emergency Plan
Human factors principles
Knowledge of aerodrome operations, including a basic understanding of
aircraft operations, sufficient to be able to identify and understand
potential hazards
Any other CAR/ Directions issued in the subject matter from time to time

[Chapter-1] Page 7
3a. Safety Risk Management as an element of an Aerodrome Safety
Management System

Tasks Specified N a m e d
Post(s) Person(s)
To ensure that the process for safety risk management is
applied throughout the organisation, including:
Identifying and analysing hazards, including
those from unplanned change and day-to-day
operations, as well as planned change;
Risk assessment, applying the senior
management approved thresholds for risk
acceptance and tolerability;
Selecting appropriate risk control/mitigation
measures, including the elimination of
intolerable risks;
Reviewing the continued validity of the control
measures against safety performance metrics;
and
Reviewing the hazard log for continued
relevance of specific hazards.

Ensure that there is adequate and timely provision for the

training and development of internal and external staff
involved in safety risk management.

The Accountable Executive, Senior Managers, the Safety Manager, Safety

Group members and staff responsible for safety risk management should be selected
with particular reference to training, experience and knowledge on safety risk
management, at the level appropriate to their function. Background knowledge must
include that from the following, again appropriate to this management level and the
individual tasks:

Aircraft Rules 1937

CAR Series B, Part I Aerodrome Design and Operations
CAR Series E, Part II Air Traffic Services
CAR Series F, Part I Requirement for Issue of an Aerodrome License
CAR Series X, Part IV, Runway Safety Programmes
ICAO Annexes 4, 11 (as it applies to aerodrome ground operations), 14
and 15
ICAO Document 9774 Manual on Certification of Aerodromes
Principles of safety management, as detailed in ICAO Document 9859
Safety Management Manual, including risk assessment matrixes and their
appropriate use
General management systems, procedures and techniques, including
principles of human and organisational factors – problem solving styles,
interpersonal communications; role conflicts; stress at work and task
analysis
Organisational processes, in the context of airport operations, for:
- occurrence reporting, investigation and follow-up
- safety risk management

[Chapter-1] Page 8
 - change management
- data collection, storage setting and measuring safety
performance metrics
- inspection and auditing accident/incident reporting and
investigation
- communicating aerodrome safety rules, regulations and
information
- safety performance monitoring, measurement and follow-up, using
safety auditing, studies, reviews and surveys
- co-ordination and control of airside activities
- Aerodrome Emergency Plan
- Knowledge of aerodrome operations, including a basic
understanding of aircraft operations, sufficient to be able to
appreciate and understand potential hazards
- Any other CAR/ Directions issued in the subject matter from time to
time

[Chapter-1] Page 9
3b. Change Management as an element of an A e r o d r o m e Safety
Management System

Task Specified Named

Post (s) Person (s)
To agree and approve the categories of
change and define the terms used in the
categorisation process.
To ensure that the process for change
management is applied throughout the
organisation, including the senior management
approved categorisation of types or size of
change to which the change management
process of the SMS applies.
To accept and sign safety assurances and
authorise changes.

The Accountable Executive, Senior Managers, the Safety Manager,

Safety Group members and staff responsible for safety risk management
should be selected with particular reference to training, experience and
knowledge on change management as part of an SMS, at the level
appropriate to their function. Background knowledge must include that from the
following, again appropriate to the management level and individual tasks:

Aircraft Rules 1937

CAR Series B, Part I Aerodrome Design and Operations
CAR Series E, Part II Air Traffic Services
CAR Series F, Part I Requirement for Issue of an Aerodrome
License
CAR Series X, Part IV, Runway Safety Programmes
ICAO Annexes 4, 11 (as it applies to aerodrome ground
operations), 14 and 15
ICAO Document 9774 Manual on Certification of Aerodromes
Principles of safety management, as detailed in ICAO Document
9859 Safety Management Manual, including risk assessment
matrixes and their appropriate use
General management systems, procedures and techniques,
including principles of human and organisational factors –
problem solving styles, interpersonal communications; role
conflicts; stress at work
Organisational processes, in the context of airport operations,
for:
- occurrence reporting, investigation and follow-up
- safety risk management and change management

[Chapter-1] Page 10
 - data collection, storage setting and measuring safety
performance metrics
- inspection and auditing accident/incident reporting and
investigation
- communicating aerodrome safety rules, regulations and
information
- safety performance monitoring, measurement and follow-
up, using safety auditing, studies, reviews and surveys
- co-ordination and control of airside activities

Aerodrome Emergency Plan

Knowledge of aerodrome operations, including a basic
understanding of aircraft operations, sufficient to be able to
appreciate and understand potential hazards
Any other CAR/ Directions issued in the subject matter from time
to time

[Chapter-1] Page 11
Chapter 2 Areas of competence at line management, project managers,
and middle/supervisory levels, where appropriate, including
shift managers and those responsible for outsourcing and
supervising contractors for safety-critical services

4. Legal Framework for Aerodrome Licensing

Tasks Specified Named

Post(s) Person(s)
Ensure for each functional area that is safety-critical
or that can have an impact on safety that there is an
understanding of the legal requirement for and status
of the Aerodrome Manual, and that it and the SOPs
are in accordance with licence conditions and
statutory requirements, including those related to
non-compliances, exemptions and airport
Ensure that staff at the line middle and operative
levels has an appropriate understanding of the
DGCA’s statutory duties in licensing and inspecting
d that organisation implements, communicates,
Ensure
and amends information and instructions concerned
with the operation of aircraft, in accordance with
statutory and aerodrome management requirements.
Ensure that for each functional area, including those
that support safety critical areas, such as HR and
Finance that the necessary numbers of appropriately
trained and experienced staff have been determined
and recruited, with their recruitment and training
records retained. Also that evidence of this is
available to internal or external auditors. This
includes those areas that have been outsourced and
for each shift where shift work is practiced.

The line and other appropriate level management staff must have training on
the legal framework for aerodrome licensing, and background knowledge must include
the following at the appropriate level:

Aircraft Act 1934 and Aircraft Rules 1937

CAR Series B, Part I Aerodrome Design and Operations, and Part III
Heliports
CAR Series B, Part IV Exemption Procedure for Noncompliance at
Aerodromes
CAR Series F, Part I Requirement for Issue of an Aerodrome License
CAR Series X, Part II Aeronautical Information Services
CAR Series X, Part III Aeronautical Charts
Wildlife Control at Aerodromes
Dangerous Goods Regulations (as they apply to aerodromes)
Notice to Airmen (NOTAM)
The ICAO Convention, Annexes 4, 11 (as it applies to aerodrome
ground operations), 14, 15, 16, 17 and 18 to the Convention.
ICAO Annex 9 (only for international airport)
[Chapter-2] Page 1
 ICAO Documents:

- 9774 Manual on Certification of Aerodromes; and

- 9859 Safety Management Manual;

Any other CAR/ Directions issued in the subject matter from time to time

[Chapter-2] Page 2
5. M a n a g e m e n t C o m p e t e n c e – L i n e l e v e l Management

This is the competence for the line management of the operational function.
This includes the meeting of licence obligations, and extends beyond the purely
operational area; for example ensuring liaison and coordination between line
functions.

Task Specified Named

Post (s) Person (s)
To effectively and efficiently lead, direct and manage the
operational function, understanding, accepting and being
appropriately involved in areas of personal accountability.
To ensure that all allocated accountabilities and
responsibilities at line level and below are met in order to
meet the organisation’s stated operational and safety
objectives, including those relating to:
Non-compliances for which there are temporary
exemptions granted by the DGCA. That these are
regularly reviewed and the reasons for seeking such
exemptions are removed/ corrected in order to meet
the requirements of the action plan agreed with the
DGCA.
Non-compliances for which there are permanent
exemptions granted by the DGCA. That these are
regularly reviewed to ensure that mitigating measures
are still valid, and that every opportunity is taken to
remove/correct the non-compliance.
To monitor staff establishment, for each functional area,
including those areas that support safety-critical functions
ensuring that:
• Once the necessary number, qualifications,
experience and skill-set requirements of operational
and supporting staff establishment have been
determined, this is not allowed to decline. Should
there be retention difficulties and a service has to be
out-sourced that:
- At least the same mix of numbers, qualifications,
experience, and skill-set requirements are
provided prior to any change and that any new
staff/operatives are not allowed to operate until
they have successfully undertaken the necessary
familiarisation, induction training and have
demonstrated competence to the Licensee’s
satisfaction.
- Through adequate contract specifications that for
outsourced safety-critical functions:
o That the licensee retains control of the
operation of the facility, as required by licensing
requirements and conditions.
o The safety-performance of that function and the
interfaces with other functional areas will not be
compromised by being out-sourced.

[Chapter-2] Page 3
Background knowledge must include:

Appropriate business, financial and management qualifications, as well

as experience and skills that including the following:
- analytical and problem-solving;
- budgeting;
- decision making;
- project management;
- HR and training requirement; and
- oral and written communications.
Significant airport operational experience, at least equal to that of those
reporting to the post/s, and covering a range of functions within the total
scope of operations.
Technical and other knowledge to understand users’ needs and the
operational systems of users.
For outsourcing, the necessary knowledge in relation to ensuring
appropriate contract specification for safety assurance requirements,
including:
- SMS obligations;
- safety performance and monitoring requirements;
- timely corrective action planning and implementation where
indicated by safety management processes; and
- timely and adequate communication of safety critical information,
particularly reports/evidence of safety performance being
compromised.
The regulatory context and framework, particularly relevant:
- DGCA Rules
- Relevant DGCA CARs
- DGCA Circulars
- ICAO Standard and Recommended Practice (SARPs), as well as
relevant ICAO guidance documents that are not reflected in the
national framework
- Any other CAR/ Directions issued in the subject matter from time
to time

[Chapter-2] Page 4
6. Aerodrome Safety Management System, including Safety Risk
Assessment and Change Management
Tasks Specified Named
Post(s) Person(s)
**Plan the development of a safety
management system (SMS) for the control of
safety risks, formulation of an Implementation
Plan (IP), phased as necessary, and the
production and review of an SMS Manual. At
the appropriate time in planning ensure that
the resources for the following facilities and
processes are known to senior management
in a timely way:
Hazard identification and safety
risk management, including:
- hazards from unplanned
change and day-to-day
operations, as well as from
planned change; and
- the setting of thresholds
for risk acceptability and
tolerability, and the
application of these within
the relevant processes.
Change management, including
reviewing its operation; and the
preparation of safety assurances
for senior management approval
and sign off, before offering them
to the DGCA.
An occurrence reporting system.
The establishment of a database,
data analysis, exchange and
usage for data driven safety
assurance.
Safety performance monitoring
and measurement.
The establishment of safety
promotion programmes and
procedures, including those for:
the determination of the SMS
training need and an SMS
training programme; and
the identification and
promulgation of safety
information such as that to
explain safety
actions/interventions to staff, as
well as external communications
of safety critical material, such
[Chapter-2] Page 5
 as a “Hot Spot” chart and details
of exemptions for the AIP.
In implementing the SMS, and its processes,
direct, guide and report on its progress,
applying all of the SMS processes as
required, and monitoring their effectiveness in
practice.
Document the SMS outputs
Coordinate the Aerodrome Emergency Plan
Serve the internal Safety Groups established by
the SMS
Oversee the workings and monitor the output of
the airport Safety Committee, representing the
licensee, users and contractors
Implement the process for the training and
development of internal and external staff
involved in SMS, including safety risk
management

** Safety Risk Management is one of the four components of an SMS, and

Change Management an element of another component, Safety Assurance.

The Senior Managers, the Safety Manager, Safety Group members and staff
responsible for safety management should be selected with particular reference to
training, experience and knowledge on Safety Management Systems. Background
knowledge must include that from the following, appropriate to the individual tasks:

Aircraft Rules 1937

CAR Series B, Part I Aerodrome Design and Operations
CAR Series E, Part II Air Traffic Services
CAR Series F, Part I Requirement for Issue of an Aerodrome License
CAR Series X, Part IV, Runway Safety Programmes
ICAO Annexes 4, 11 (as it applies to aerodrome ground operations), 14
and 15
ICAO Document 9774 Manual on Certification of Aerodromes
ICAO Document 9859 Safety Management Manual
General management systems, procedures and techniques
Specific safety management systems, including safety risk management,
and its applicability to aerodrome operations.
Organisational processes for:
- occurrence reporting, investigation and follow-up
- safety risk management
- change management project management principles
- data collection, storage setting and measuring safety
performance metrics
- inspection and auditing accident/incident reporting and
investigation
- communicating aerodrome safety rules, regulations and
information

[Chapter-2] Page 6
 - safety performance monitoring, measurement and follow-up, using
safety auditing, studies, reviews and surveys
- co-ordination and control of airside activities
Aerodrome Emergency Plan
Project management principles
Human factors principles
Knowledge of aerodrome operations, including a basic understanding of
aircraft operations, sufficient to be able to identify and understand
potential hazards
Any other CAR/ Directions issued in the subject matter from time to time

[Chapter-2] Page 7
7. Management and Operation of the Airport Operations Control Centre
(AOCC)

Tasks Specified N a m e d
Post(s) Person(s)
Plan for, design, provide, test and verify all the necessary
back-ups and contingency planning for all possible failure
modes of the AOCC systems, including power sources,
taking account of the need for rapid switch over in aircraft
safety-critical areas.
Formulate and implement “failure mode” exercises of the
AOCC’s safety-critical functionality on a regular basis.
Ensure that:
The technical equipment and operating
systems are correctly specified against the
operational objectives, and that they have
been tested and verified as “fit for purpose”.
AOCC staff members are trained, initially
and on a recurrent basis, in the areas they
interface with, as well as their own functional
area. This to include “failure mode”
operations in the safety-critical areas, and
how to report, record and follow-up on
observed safety-related occurrences.
AOCC staff are aware of:
- The need for timely action in safety-
critical areas.
- The authorities and powers that can
be applied, and where to go if further
authority is required.
The AOCC operating rules, aeronautical
data used by aircraft and reference criteria,
including that loaded into the AOCC data
bank are valid and verified.
That the AOCC SOPs related to aircraft
safety are in-line with company policy on
occurrence and non-adherence reporting,
expected behaviour norms and safety
culture development, as detailed in the SMS
Manual and other documentation. Examples
of such SOPs are those for:
- Monitoring airside operations, to
include watching for failures or
outages of safety-critical airside
systems, and potentially hazardous
situations, for example a fuel
bowser’s exit route being blocked
while refueling on an aircraft stand.
- The timely reporting, recording and
follow-up of safety-related
occurrences and observations of non-
compliance.
[Chapter-2] Page 8
 Aerodrome operator’s staff responsible for planning, design, operation,
monitoring and maintenance of the AOCC must be trained on all AOCC functional and
interface areas that relate to aircraft safety. Background knowledge must include that
from the following, again appropriate to the individual tasks:

CAR Series B, Part I Aerodrome Design and Operations, and Part III
Heliports
CAR Series B, Part IV Exemption Procedure for Noncompliance at
Aerodromes
CAR Series F, Part I Requirement for Issue of an Aerodrome License
CAR Series X, Part II Aeronautical Information Services
CAR Series X, Part III Aeronautical Charts
Wildlife Control at Aerodromes
Dangerous Goods Regulations (as they apply to aerodromes)
Aeronautical Information Service (AIS), NOTAMs, Aeronautical
Information Regulation and Control (AIRAC) cycles
Aeronautical Information Publication India
Maps and charts
Notice to Airmen (NOTAM)
Surface Movement Guidance Control System (SMGCS)
Company SMS, including processes/procedures for:
- occurrence reporting, investigation and follow-up
- safety risk management
- change management
- data collection, storage setting and measuring safety
performance metrics
- inspection and auditing accident/incident reporting and
investigation
- communicating aerodrome safety rules, regulations and
information
- safety performance monitoring, measurement and follow-up, using
safety auditing, studies, reviews and surveys
- LVPs
- Works-in Progress (WIP)
- co-ordination and control of airside activities
- disabled aircraft recovery
Wildlife Management
Airside Vehicle Operations
Apron management and operations, including refueling practices
Aerodrome Emergency Plan
Human factors principles
Knowledge of aerodrome operations, including a basic understanding of
aircraft operations, sufficient to be able to identify and understand
potential hazards
Any other CAR/ Directions issued in the subject matter from time to time

[Chapter-2] Page 9
8. Aerodrome Physical Characteristics- Movement Area Status and Condition

Tasks Specified N a m e d
Post(s) Person(s)
Ensure that the paved areas, runway strips, clear and
graded areas and RESAs continue to meet licensing
i thatt aerodrome is clear of obstructions, debris and
Ensure
spoil.
Determine and instigate repair programmes process for
aerodrome pavements and surfaces.
Ensure that the design and layout of the apron and
manoeuvring area remains adequate for the safety of
intended operations, bearing in mind the need to review
when there is a change in the operation.
Ensure that there adequate provision for aerodrome
drainage is maintained, particularly of the runway and
ti
Ensure that appropriate separation distances are
maintained between runways, taxiways and aprons.
Review, calculate and promulgate declared runway
distances for obstacle restricted operations.
Ensure that there is an effective mechanism for
appropriate feed-back from runway and apron safety
teams.

Aerodrome operator’s staff responsible for planning, design, operation and

maintenance must be trained on aerodrome physical characteristics, including the
operational objectives and the application of human factors principles. Background
knowledge must include:

CAR Series B, Part I Aerodrome Design and Operations

CAR Series B, Part III Heliports
CAR Series B, Part IV Exemption Procedure for Non-compliance at
Aerodromes plus Circulars and other DGCA guidance material on
exemptions
CAR Series D, Part I Low Visibility Procedures
CAR Series F, Part I Requirement for Issue of an Aerodrome License
CAR Series X, Part IV Runway Safety Programmes
ICAO Annexes - 11 (as it applies to aerodrome ground operations) and
14, Airport Services, ICAO Aerodrome Design Manuals and other
relevant ICAO guidance Docs, including:
Doc 9476, SMGCS Manual and 9830, Advanced SMGCS
Doc 9870, Runway Incursion Prevention
Doc 9859, Safety Management Systems
ICAO Circular 305, Operation of New Larger Aeroplanes at existing
aerodromes

All the above in the context of aircraft operations and runway and apron safety,
including:

[Chapter-2] Page 10
 The purpose of SMGCS and provision of the level appropriate to airport
traffic density, visibility condition and aerodrome layout category
The relationship between the reference code (ARC) and aerodrome
physical characteristics
The relevance of runway width and slope, as well as length, and (all
movement area) surface condition and its monitoring and maintenance
The relevance of runway strip and RESA
The function of stopway and clearway
Any other CAR/ Directions issued in the subject matter from time to time

[Chapter-2] Page 11
9. Surface Movement and Guidance System (SMGCS), Visual Aids for
Approaches and Electrical Systems

Tasks Specified Named

Post(s) Person(s)
Ensure that all airside lighting, marking and signs are in
accordance with the licensing standard and in good
Ensure that approach and aerodrome lights are installed
and maintained in accordance with the licensing standard.
Ensure that visual approach slope indicator systems (i.e.
PAPI) are regularly calibrated and maintained in
accordance with the manufacturers and national licensing
Ensure that indicators and signaling devices are installed
and maintained in accordance with the licensing standard.
Ensure that electrical power supply systems for air
navigation and communication facilities are provided and
approved where appropriate, and facilities are operating,
tested and maintained to the design and licensing
t d dthat there is an effective mechanism to monitor the
Ensure
status, operation and effectiveness of the SMGCS.

Aerodrome operator’s staff responsible for planning, design, operation and

maintenance must be trained on the SMGCS and Electrical Systems, including the
operational objectives and the application of human factors principles. Background
knowledge must include that from the following, appropriate to the individual tasks:

CAR Series B, Part I Aerodrome Design and Operations

CAR Series B, Part III Heliports
CAR Series F, Part I Requirement for Issue of an Aerodrome License
CAR Series X, Runway Safety Programmes
ICAO Annex 11 (as it applies to aerodrome ground operations) and
Annex 14
ICAO Airport Services and Aerodrome Design Manuals
Other relevant ICAO guidance docs, including Docs 9476 Manual of
Surface movement Guidance and Control systems (SMGCS), Doc 9830
Advanced SMGCS, and Doc 9870 Runway Incursion Prevention
Aerodrome operating minima
Differences in precision and non-precision approaches and the part that
precision approach facilities play in the accuracy of delivery of the
aircraft to the runway and hence levels of risks to aircraft safety
Any other CAR/ Directions issued in the subject matter from time to time

[Chapter-2] Page 12
10. Aerodrome Works in Progress (W.I.P)

Tasks Specified N a m e d
Post(s) Person(s)
Undertake appropriate safety and resource
assessments, at the level for the scope and complexity
of the work and in accordance with the company SMS
processes, including change control, in order to ensure
Monitor and maintain aerodrome status systems and
Equipment according to laid down procedures.
Promulgate to all appropriate stakeholders, and record
information about the W.I.P, the aerodrome status and
condition.
Inspect and monitor the W.I.P work in progress.
Ensure that adequate systems, procedures and
resources are in place for the planning, co-ordination,
control and oversight of work in progress, taking account
of human factor principles throughout the process.
Ensure that contingency plans are drawn up to manage
breakdowns in operating systems.
Revise declared runway distances and other aerodrome
operational limitations, as appropriate.
Ensure that airside safety briefings are provided for
external contractors and work areas are controlled to
maintain safe operations.
Ensure compliance with the SMS requirements and
SOPs when returning an operational area to service.

The staff responsible for the planning and execution of works that affect the
aerodrome movement area and obstacle limitation surfaces must have training on
aerodrome works in progress. Background knowledge must include that from the
following, again appropriate to the individual tasks:

CAR Series B, Part I Aerodrome Design and Operations

CAR Series X, Part IV, Runway Safety Programmes
CAR Series E, Part II Air Traffic Services
ICAO Annexes 14 and 15 to the Convention
Adverse weather, day and night operations
Air Traffic Control operations and practices
Aircraft performance – landing and take-off
Aerodrome cleaning and sweeping programme
Aerodrome power supply and standby systems
Aerodrome systems and procedures
Assessment of temporary obstacles
Wildlife control procedures
SMS safety requirements, including occurrence or safety concern
reporting
Environmental procedures, including methods of controlling aircraft and
work noise

[Chapter-2] Page 13
 Implications of work permits, contractors briefings, NOTAMs, Air Traffic
Information Service (ATIS), operational safety notices, organisational
safety policy for outside works
Inspection, recording, reporting and other documentation systems
National legislation related to standard safety and working practices
LVOs
National Aviation Security Programme
Regulatory and organisational inspection/audit systems
Regulatory and organisational standards and objectives
Standard aircraft operation procedures
Standard engineering practices and procedures, work methods and
temporary repair options
Work access and provision of Rescue and Fire Fighting Service (RFFS)
Any other CAR/ Directions issued in the subject matter from time to time

[Chapter-2] Page 14
11. Aerodrome Zoning/ Safeguarding- Obstacle and Wildlife Habitat Control
Aspects on and Around Aerodromes

Tasks Specified Named

Post(s) Person(s)
Ensure that building and other developments, including
wildlife habitats on the aerodrome meet appropriate
aerodrome licensing regulations.
Ensure, as far as the licensee can within the legislation,
that such developments around the aerodrome environs
meet appropriate aerodrome licensing regulations.
Monitor immediate airport environs for safeguarding
purposes, including temporary obstacles and new
sources of food or roosting sites for birds (rubbish
dumps and water areas/courses) that might alter the
i k t i andftmaintain contact on safeguarding issues
Establish
with the local planning authorities.
Assess proposed development against safeguarding
criteria.
When appropriate carry out risk assessments to
underpin safeguarding plans.
Ensure that:
The necessary surveys are undertaken in
order to ensure the validity of the data used
to promulgate obstacle information, and that
changes in the obstacle environment that
may affect aircraft operations is promulgated
in a timely manner.
The zoning maps are prepared and amended
as necessary, and as required by relevant
Monitor and review safeguarding policy and practice and
amend if appropriate

The staff responsible for preparing obstacle limitation charts (ICAO Charts),
inspection of obstacle limitation surfaces, initiating surveys, conducting safety risk
assessment and wildlife management must be trained on Aerodrome Zoning/Land-
use/Safeguarding. Background knowledge must include that from the following, again
appropriate to the individual tasks:

Aircraft Act 1934

Aircraft Rules 1937
GOI, Ministry of Civil Aviation Notification SO
CAR Series B, Part I Aerodrome Design and Operations
CAR Series B, Part III Heliports
CAR Series X, Part II Aeronautical Information Services
CAR Series X, Part III Aeronautical Charts
ICAO Annexes 4, 14 and 15 to the Convention
ICAO Airport Services Manual Part 6 – Control of Obstacles
ICAO Airport Services Manual Part 3 – Bird Control and reduction

[Chapter-2] Page 15
 ICAO Document 9859 Safety Management Manual
Safety management systems for on-aerodrome developments, including
principles and methods of risk assessment
Knowledge of survey requirements
Knowledge of aerodrome operations, including a basic understanding of
aircraft operations, sufficient to be able to identify and understand the
effect of obstacles on aircraft take-off performance and landing criteria
(possible operational restrictions).
Topographical, aviation and planning maps and charts
Any other CAR/ Directions issued in the subject matter from time to time

[Chapter-2] Page 16
12. Apron Management and Operations

Tasks Specified Named

Post(s) Person(s)
Ensure that all stakeholders operating on the
manoeuvring area are aware of the relevant national
Rules and Regulations, and any specific Apron Operating
Rules and procedures that have been imposed by the
Licensee, and that they are promulgating and enforcing
them
Ensure that there is the necessary level of coordination
and cooperation between all stakeholders that operate on
the apron area, with one organisation having
responsibility for overall coordination, and that all
stakeholders are aware of their own safety regulations
and obligations, particularly where one function is a sub-
contract of another, or airport equipment operated by
other stakeholders. For example:
ground handling as a contracted service to
aircraft operators; or
airline or ground handling operatives driving
Ensure thatLicensees’ air bridgesincluding any of their
all stakeholders,
contractors, that operate on the apron and provide turn-
round services for the aircraft operators have and are
implementing their own company procedures for:
monitoring their activity to ensure that
required clearances distances are maintained
maintaining driver and airbridge operator
behaviour to acceptable standards;
vehicle and airbridge maintenance
programmes; and
FOD/waste management.

Ensure that licensee and stakeholder processes and

procedures are implemented for the timely reporting to the
appropriate aircraft operator, as well as the licensee, of
any vehicle or ground equipment accident, incident or
occurrence involving an aircraft.
Ensure that audits are undertaken by the relevant
stakeholders to ensure compliance with their own relevant
safety requirements, as well as the licensees procedures
and practices.
Ensure that all stakeholders are aware of their obligations
in respect of changing risk levels during apron service
operations, such as refueling, particularly with passengers
b d
Where one is established, ensure that the Apron Safety
Team is advised of any emerging safety concerns.

Staff responsible for overseeing/ensuring safe apron operations must have

training on Apron operations and management, including airside vehicle operations.
Background knowledge must include that from the following, again appropriate to the
individual tasks:
[Chapter-2] Page 17
 Aircraft Rules 1937
CAR Series B, Part I Aerodrome Design and Operations
AOCC operations
Accident reporting and investigation procedures
Adverse weather operations, LVPs and their effect on apron operations
Aircraft hazards, blast, ingestion, propellers etc.
Aerodrome apron and associated road systems
Aerodrome safety audits and inspections
Airside security requirements
Airside Driving Permit (ADP) and Airside Vehicle Permit (AVP) Systems
Appreciation of aerodrome and operating companies’ driver training
programmes for general and specialist vehicles
Standards for vehicle maintenance and operation and appreciation of
operating companies’ vehicle maintenance programmes
Communication of aerodrome safety rules, regulations and information
including Aerodrome Safety Committee/Board
General driving rules on roads, aprons and associated taxiways,
including the giving way to positioning priority to refueling vehicles when
refueling on stand, and emergency vehicles when responding to an
emergency.
Interaction of aircraft servicing operations and related vehicles,
procedures, hazards, accidents and incidents
Organisational and regulatory standards for driver training
Procedures for reporting spillages, removing Foreign Object Debris and
reporting wildlife observations
Rules of the Air relevant to ground movement
Systems for road signs, markings and lights, and for traffic control,
speed limits and parking, particularly in relation to the aircraft operating
zones of aircraft stands
Any other CAR/ Directions issued in the subject matter from time to time

[Chapter-2] Page 18
13. Airside Vehicle Operations

Tasks Specified N a m e d
Post(s) Person(s)
Establish and monitor systems for the issue of any Airside
Driving and Equipment/Vehicle Operating permit.
Ensure that processes and procedures for the provision and
auditing of driver training, initial and recurrent, and vehicle
maintenance programmes are implemented and maintained
to established standards.
Ensure that airside vehicle accidents and incidents are
recorded, investigated and closed by appropriate action,
and ensure a system is established for the reporting of
vehicle faults, documented according to laid down
procedures.
Ensure that vehicles are operated in accordance with
standard operating procedures and with regard to aircraft,
other Airside users, traffic rules, signs and markings.
Ensure that audits are undertaken to ensure compliance
with procedures and practices which contribute to the
Safety of airside traffic operations.
Ensure that the Aerodrome Safety Committee/ Board
consider and review all the above requirements.

Staff responsible for overseeing/ensuring the safe movement of persons and

vehicles/equipment at airside must have training on Airside Vehicle Operations.
Background knowledge must include that from the following, again appropriate to the
individual tasks:

Aircraft Rules 1937

CAR Series B, Part I Aerodrome Design and Operations
Airport Bylaws
Accident reporting and investigation procedures
Adverse weather operations, LVPs and their effect on airside driving
Aircraft hazards, blast, ingestion, propellers etc.
Aerodrome layout, road systems, aprons
Aerodrome safety audits and inspections
Airside security requirements
Airside Driving Permit (ADP) and Airside Vehicle Permit (AVP) Systems
Appreciation of aerodrome and operating companies’ driver training
programmes for general and specialist vehicles
Appreciation of operating companies’ vehicle maintenance programmes
Communication of aerodrome safety rules, regulations and information
including Aerodrome Safety Committee/Board
General driving rules on roads, aprons, taxiways and runways
Interaction of aircraft servicing operations and related vehicles,
procedures, hazards, accidents and incidents
Organisational and regulatory standards for driver training
Procedures for reporting spillages and removing Foreign Object Debris

[Chapter-2] Page 19
 Rules of the Air relevant to ground movement
Standards for vehicle maintenance and operation
Systems for road signs, markings and lights, and for traffic control,
speed limits and parking, particularly in relation to runway incursion
prevention and apron management

[Chapter-2] Page 20
14. Runway Surface Friction

Specified N a m e d
Tasks Post(s) Person(s)
Ensure that runway surface friction measurement
conforms to organisational, national and ICAO
standards, taking account of prevailing weather
diti that dessential
Ensure t d equipment for runway friction
measurement and reporting is provided.
Make adequate provision for the storage, calibration and
care of runway surface friction measurement and
reporting equipment.
Monitor runway surface friction measurement and
reporting to ensure equipment is used according to
established procedures.
Ensure that staff are trained in the use of runway
surface friction measurement, and analysing and
reporting results
Establish a system for the recording and retrieval of
runway surface friction data.
Ensure that there are procedures for the analysis and
interpretation of data collected by runway surface
friction measurement.
Take account of the effect of work-in-progress on
runway surface friction and ensure that the necessary
procedures and promulgation action is taken.

Staff responsible for carrying out technical inspection of the runway must have training
on Runway Surface Friction Characteristics. Background knowledge must include
that from the following, again appropriate to the individual tasks:

CAR Series B, Part I Aerodrome Design and Operations, particularly the

State minima for runway surface friction co-efficient
ICAO Annexes 14 and 15 to the Convention
ICAO Airport Services Manual Part 2 – Pavement Surface Conditions
Aircraft operating limitations
Definitions of surface contaminants and effect of painted surface on
friction
Friction classification, Friction calibration tests and Interpretation of test
results
Obtaining information on weather conditions and trends
Operating instructions for runway surface friction measuring equipment
Procedures relating to periodic friction monitoring
Promulgated aerodrome information, NOTAM and SNOTAM procedures
Runway surface construction and friction characteristics
Any other CAR/ Directions issued in the subject matter from time to time

[Chapter-2] Page 21
15. Runway Contamination

Tasks Specified Named

Post(s) Person(s)
Ensure that appropriate staff has the necessary
understanding of the effects on aircraft operations
due to all relevant forms of precipitation on
runways and other pavements, and devise and
i l
Ensure t
that: i t

Essential equipment for measuring,

recording and reporting of runway
surface conditions is available.
That the equipment is used, in
accordance with company SOPs,
including during runway W.I.P and
that:
- resulting data is analysed,
interpreted and promulgated in
a timely manner; and
Any corrective action is taken
Make adequate provision for the storage,
calibration and care of snow and ice clearance,
measuring, recording and reporting equipment.
Ensure that staff members are trained in the use
of specialist equipment, including that for the
removal of contaminants, including rubber
deposits, and in measuring, analysing and
ti that ltthere are the necessary SOPs to
Ensure
monitor:
current and forecast weather;
snow, ice and water contamination,
and its clearance and/or dispersal;
and
Promulgate information on the surface state of
the manoeuvring area, aprons, and runways,
clearance operations and runway, taxiway and
apron availability to all appropriate stakeholders,
i l di th f t t
Staff responsible for carrying out serviceability and technical inspection of the
runway must have training on Runway Contamination. Background knowledge must
include that from the following, again appropriate to the individual tasks:

CAR Series B, Part I Aerodrome Design and Operations

ICAO Annexes 14 and 15 to the Convention
ICAO Airport Services Manual Part 2 – Pavement Surface Conditions
ICAO guidance on runway safety tools and teams
Aircraft operating limitations
Definitions of surface contaminants
Evaluation of extent and type of runway contamination
Friction co-efficient or braking action presentation, reporting and analysis

[Chapter-2] Page 22
 Obtaining information on weather conditions and trends, interpretation of
meteorological data
Procedures relating to night and low visibility operations
Runway surface construction and friction characteristics
Types of surface deposits, significant changes in runway conditions, the
effect of painted surfaces on friction
Any other CAR/ Directions issued in the subject matter from time to time

[Chapter-2] Page 23
16. Wild Life Hazard Control

Tasks Specified N a m e d
Post(s) Person(s)
Establish a wildlife hazard control plan, including habitat
management, and assess relevant areas for wildlife
hazards using all available information sources.
Communicate information about wildlife strike hazards to
all relevant parties.
Initiate and review appropriate wildlife dispersal action
according to local circumstances and aerodrome
characteristics.
Keep appropriate records in relation to wildlife hazard,
strikes and dispersal.
Ensure that:
training and development for internal and
external staff is given in the use of wildlife
hazard control measures; and
sufficient trained and competent staff and
well maintained equipment resource is
always made available.
Ensure that wildlife control process, including that out-
sourced meets the contract specifications and is
effective, in accordance with safety performance metrics.

Staff responsible for establishing and implementing wildlife hazard

management programme should be trained in wildlife hazard control. Background
knowledge must include that from the following, again appropriate to the individual
tasks:

CAR Series B, Part I Aerodrome Design and Operations

ICAO Annex14 and ICAO Airport Services Manual Part 3 Bird Control
and Reduction
Wildlife identification, activity and behaviour
Effects of wildlife strikes
Major wildlife attractants and habitat management techniques,
involving:

- principles and methods of maintaining environments unattractive

to birds, including long grass technique and agriculture practices
- principles and methods relating to the safe use of equipment,
dispersal techniques, including distress calls, shell crackers (or
effective equivalent) and visual scarers
- principles and methods relating to the safe use of equipment to
disperse or remove wildlife, including distress call equipment,
firearms and pyrotechnics
Reporting, collation, recording and analysis of wildlife-strike and other
data on bird activity
Any other CAR/ Directions issued in the subject matter from time to time

[Chapter-2] Page 24
17. Aeronautical Information System

Tasks Specified Named

Post(s) Person(s)
Make available appropriate and up-to-date data on
facilities, equipment status, procedures, obstacles and
other information that is required by regulations or
considered relevant to flight safety.
Ensure that the information and data provided meets the
accuracies required by the national regulations and users,
particularly that which is essential to aircraft operation.
Organise and promulgate information using appropriate
information systems.
Promulgate information to relevant parties in an
appropriate format for the safety and expedition of air
i ti
Staff responsible for notifying DGCA and AIS of any changes in the physical
characteristics of the aerodrome, any new obstacle and significant event that may
affect the safety of aircraft operation must be trained in Aeronautical Information
Systems. Background knowledge must include that from the following, again
appropriate to the individual tasks:

Aircraft Rules 1937

CAR Series B, Part I Aerodrome Design and Operations
CAR Series E, Part II Air Traffic Services
CAR Series F, Part I Requirement for Issue of an Aerodrome License
CAR Series X, Part II Aeronautical Information Services
CAR Series X, Part III Aeronautical Charts
ICAO Annexes 4, 14 and 15
Aeronautical Information Service (AIS), NOTAMs, Aeronautical
Information Regulation and Control (AIRAC) cycles
Aeronautical Information Publication India
Maps and charts
Any other CAR/ Directions issued in the subject matter from time to time

[Chapter-2] Page 25
18. Low Visibility and Night Operations

Tasks Specified Named

Post(s) Person(s)
Ensure that Aerodrome/Aeronautical Ground
Lighting (AGL) and other essential SMGCS and
other equipment for night operations and Low
Visibility Operations (LVOs) are provided and
located in relation to the aerodrome layout and in
Ensure that aerodrome procedures for LVOs are
developed in conjunction with Air Traffic Control,
Aerodrome Standards Department of DGCA and
other stakeholders, particularly the users.
Ensure that LVOs on the aerodrome are monitored
to ensure the integrity of procedures.
Promulgate instructions and guidance relating to
aerodrome procedures for LVOs.
Plan and instigate the training of internal and
external staff involved in LVOs.
Ensure that mechanisms are in place to monitor the
effectiveness of:
the training of internal and external
staff involved in LVOs, particularly
drivers airside;
the coordination between the licensee’s
staff and the ATM service provider and
users; and

The staff responsible for carrying out Visual Assessment of Lights (VAL) and
Runway Visibility Range (RVR) measurements must be trained on Low Visibility and
Night Operations. Background knowledge must include that from the following, again
appropriate to the individual tasks:

CAR Series B, Part I Aerodrome Design and Operations

CAR Series E, Part II Air Traffic Services
CAR Series F, Part I Requirement for Issue of an Aerodrome License
Aerodrome layout in relation to the location of essential equipment for
LVPs
Aerodrome operating minima in relation to CAT II/III weather conditions
The procedures to safeguard procedures for LVPs, including the runway,
and the ILS equipment
ICAO Doc 9365 – Manual of All Weather Operations
ICAO Doc 9476 – Manual of Surface Movements Guidance and Control
Systems
Relationship of holding areas to OFZs and ILS sensitive areas
Monitoring of visual navigation approach aids
The equipment and operation of RVR/IRVR systems
The operation and use of aerodrome and approach lighting systems
The operation and use of aerodrome landing and navigation systems
Vehicle and airside operations in LVOs

[Chapter-2] Page 26
 Weather trends in relation to LVOs
Any other CAR/ Directions issued in the subject matter from time to time

[Chapter-2] Page 27
19. Fire and Rescue Operations

Tasks Specified Named

Post(s) Person(s)
Ensure emergency fire and rescue facilities, including
medical, are compatible with sizes and types of
aircraft in accordance with company and legislative
requirements.
Ensure that rescue and firefighting polices,
procedures and training fulfil the aims of the
aerodrome and meet legislative requirements.
Review policy and procedures as appropriate taking
into account legislative changes, accident/incident
data and changes to aerodrome layout, buildings and
facilities.
Plan and implement the co-ordination between
internal staff and external personnel involved in
firefighting and emergency operations.
Assess the feasibility of continuing aerodrome
operations in an emergency situation.
Establish an aerodrome process for the reporting and
follow- up of accidents, incidents and emergencies on
the aerodrome.

The staff responsible for ensuring availability of all equipment including the requisite
amount of extinguishing agents, to achieve the rated category of the RFFS must be
trained on Fire and Rescue Operations. Background knowledge must include that
from the following, again appropriate to the individual tasks:

Categorisation of Rescue and Firefighting services (RFFS):

- CAR Series B, Part I Aerodrome Design and Operations
- Aeronautical Information Publication, India – RFF promulgation
- ICAO Airport Services Manual, Part 1
- Any other CAR/ Directions issued in the subject matter from time
to time
Training:
- Basic training in fire fighting
- Specialised training in aircraft fires
- Fire and rescue training practices
- Command and Control
- Medical/First Aid training
- Relevant Health and Safety legislation
- The impact of dangerous goods regulations
Policies and procedures for maintaining the adequacy of:
- Additional water supplies
- Communication facilities and procedures
- Difficult terrain/environments
- Emergency access roads
- Equipment performance and functionality

[Chapter-2] Page 28
 - Equipment testing

[Chapter-2] Page 29
 - Handling dangerous cargo
- LVOs
- Medical services
- Medical standards
- Response times
- Staffing levels, rosters etc

[Chapter-2] Page 30
20. Handling of Fuel and Hazardous Materials

Tasks Specified N a m e d
Post(s) Person(s)
Ensure that there is a system to verify that areas and
zones for storage of hazardous materials are adequately
maintained so as to reduce hazards to aircraft, staff and
vehicles.
Ensure that operations involving the receipt and storage
of fuel, and the fuelling of aircraft are monitored, to
ensure that they take place according to regulations and
procedures.
Ensure that:
there is an adequate system for the
inspection of fuel facilities, its transport,
storage and dispensing, including the
sampling, testing and recording of fuel
quality; and
records are kept of all fuelling operations,
including receipt and use of fuel
Deal with hazardous material incidents (i.e. fuel spillage
etc.) and report to the concern agency, if appropriate.
Ensure that adequate fire hazard protection is taken
during handling of hazardous materials.
Ensure that an adequate system exists for the inspection
of facilities used to transport, store and load into the
aircraft the hazardous materials to ensure it is maintained
to appropriate standards.
Ensure that training to internal and external staff is given
in the handling of hazardous materials.

The staff responsible for establishing the procedures and execution of

established procedures must be trained in Handling of Hazardous Materials and
Procedures. Background knowledge must include that from the following, again
appropriate to the individual tasks:

CAR Series F, Part I Requirement for Issue of an Aerodrome License

Aviation Fuel, Fire Prevention and Safety Measures
Apron standards and fuel terminal layouts
Avgas/JET- A1 recertification
Bonding and earthing requirements
Design requirements for depot facilities
Documentation and retention period
Environmental considerations and safeguarding
Equipment required for fuelling operations
Hazards from adjacent aircraft operations
Helicopter fuelling
Hydrant systems, low point drains, hydrant pits, shut down systems
Institute of Petroleum Code of Practice

[Chapter-2] Page 31
 Methods of dealing with a fuel spillage
Methods of quality control after discharge, settling, testing
Need for clear exit paths for fuel vehicles
Precautions to be taken against fire risk
Procedures for product release for delivery into operating storage or into
aircraft fuelling equipment
Receipt procedure
Re-fuelling procedures, including those to be taken when passengers
remain on board
Storage conditions and testing requirements to keep equipment in good
working order
Storage procedures
Vehicle and hydrant operation
Dangerous goods safety regulations
Dangerous goods handling, storage and aircraft loading requirements
Dangerous goods training requirements
Any other CAR/ Directions issued in the subject matter from time to time

[Chapter-2] Page 32
21. Aerodrome Emergency Plan and Procedures

Tasks Specified Named

Post(s) Person(s)

Ensure emergency systems, procedures and

practices meet organisational safety management,
and regulatory requirements including those
covering an airborne emergency that involves the
aerodrome.
Promulgate systems, procedures and practices to
all personnel as necessary.
Plan and undertake emergency and contingency
planning exercises periodically in accordance with
regulatory and organisational safety management
requirements.

Ensure that personnel are trained and exercised in

the execution of the emergency plan according to
their intended role and level of responsibility.

The staff responsible for establishing the aerodrome emergency plan and
procedures and execution of established procedures must be trained in Aerodrome
Emergency Plan and Procedures. Background knowledge must include that from the
following, again appropriate to the individual tasks:

Systems, procedures and practices:

Aerodrome Emergency Plan, Contingency Planning and business
recovery system
Emergency classifications – Aircraft Accident, Full Emergency, Local
Standby, etc
Emergency phases – Uncertainty, Alert, Distress
Regulatory requirements for aerodrome emergency exercises
Responsibilities, procedures, and responses of Police, Fire and Rescue,
Medical and Ambulance services, and Local/National Government
Security Threat Categories
Any other CAR/ Directions issued in the subject matter from time to time

[Chapter-2] Page 33
 22. Airport Security Provisions (*)

Tasks Specified Named

Post(s) Person(s)
Establish, monitor and review security procedures to
maintain the safety of passengers, staff, aircraft and
aerodrome facilities.
Ensure that the boundary fencing and associated
procedures for its maintenance and evaluation of
effectiveness are suitable for the protection of the
movement area from unauthorised entry, including
people, vehicles and wildlife.
Promulgate information on security procedures to
relevant parties.
Undertake internal or statutory security testing
according to laid down procedures.
Establish procedures and action in response to a
security alert, and ensure the integrity of the restricted
areas and access points is maintained at all times.
Plan and instigate the training and development of
internal and external staff in relation to airport security.

The staff responsible for establishing the airport security programme and
monitoring its implementation must be trained in airport security programme and
procedures. Background knowledge must include that from the following, again
appropriate to the individual tasks:

National Aviation Security Programme

National Aviation Security Training requirements
National and Airport Security Committee procedures and organisation
Aviation security Directions and security Circulars
ICAO Annex 17
Hi-jack procedures, bomb warnings and suspect baggage/parcels, etc
Methods of control of access to restricted zones and other sensitive
areas
Methods of control of firearms and other weapons at airports and in
aircraft
Regulatory authority requirements for the treatment of aircraft,
passengers and baggage to and from sensitive areas
Requirements for the recruitment and training of security staff
Guarding aircraft
Standards and testing procedures for security equipment
Standards required and other methods of screening passengers and
their baggage
Suspect baggage/risk assessments and procedures
Telephone techniques for handling security and bomb warnings
Wildlife hazards.
Movement area intrusion risks, including runway incursion.
CCTV surveillance

[Chapter-2] Page 34
 Any other Directions issued in the subject matter from time to time by
BCAS
(*) This chapter has been included on the request of aerodrome operators with
the aim to provide information based on the general practices in security related
matters to be established at an aerodrome. However, BCAS directives, shall prevail if
differ from these guidelines.

[Chapter-2] Page 35
23. Cargo Operations

Tasks Specified Named

Post(s) Person(s)
The provision of those facilities and systems for the
processing and handling of dangerous goods that are
within the physical and operational areas for which the
airport is responsible and liable. This includes the
communication of relevant safety requirements and
SOPs of the airport operator to all appropriate
stakeholders
To ensure that company staff members involved in
these processes are sufficient in number and
competence, and that this sufficiency and competence
is maintained at all times.
To ensure that the competency for A p r o n
M a n a g e m e n t a n d O p e r a t i o n s is also applied in
the handling of cargo on the apron areas.
To ensure, through appropriate, management system,
auditing or contractual means that the parties
responsible for processing, and loading of cargo onto
aircraft have comprehensive and rigorous management
systems, with supporting processes and procedures for
the flow of cargo from initial receipt and acceptance,
through packaging, storage and security checking to
loading onto aircraft, including:

Specifying and procuring the appropriate

resources and systems to meet stated safety
policies and objectives, including any over-
riding safety performance targets of the
airport operator.
Securing the safety of aircraft during these
processes. This will include:
- Security aspects during all processes
and for controlling access to the
aircraft.
- Coordination with other stakeholders,
and the monitoring of activities to
ensure adherence to company SOPs,
as well as those of appropriate
stakeholders.
Reporting, recording and follow-up of safety
related occurrences.
Preventing packaging and other materials
entering airside and becoming a FOD or

The staff responsible for Cargo Operations and its monitoring must be trained
in the specific areas for cargo operations, including the handling of dangerous goods.
Background knowledge must include that from the following, again appropriate to the
individual tasks:

[Chapter-2] Page 36
 CAR Series B, Part I Aerodrome Design and Operations
CAR Series F, Part I Requirement for Issue of an Aerodrome License
Aerodrome layout in relation to the location of essential equipment for
LVPs
Vehicle and airside operations in LVPs
Dangerous goods safety regulations
Dangerous goods handling, storage and aircraft loading requirements
Dangerous goods training requirements
National Aviation Security Programme
National Aviation Security Training requirements
National and Airport Security Committee procedures and organisation
Aviation security Directions and security Circulars
Hi-jack procedures, bomb warnings and suspect baggage/parcels, etc
Methods of control of access to restricted zones and other sensitive areas
Regulatory authority requirements for the treatment of aircraft,
passengers and baggage to and from sensitive areas
Requirements for the recruitment and training of security staff
Guarding aircraft
Standards and testing procedures for security equipment
Standards required and other methods of screening passengers and their
baggage
Suspect baggage/risk assessments and procedures
Telephone techniques for handling security and bomb warnings
CCTV surveillance
Any other CAR/ Directions issued in the subject matter from time to time

[Chapter-2] Page 37
Chapter 3 This chapter has been developed to provide guidance to licensees
to plan the organizational structure for operation and maintenance
of airport. The typical organogram for organizational structure of
any aerodrome is included in this chapter.

The structure of the organogram and person engaged for the operation of
aerodrome may vary based on the size of the aerodrome and its operational
requirement but the main essence should remain as shown below to demonstrate the
hierarchy of delegated authority to the key persons for management and operations of
aerodrome.

The Accountable Executive and Safety Managers are considered key persons
from aerodrome licensing point of view and continued operation of the aerodrome. The
details of responsibility and functions for these officials are defined in ICAO Safety
Management Manual (Doc 9859). The licensee may also ensure that these persons are
having adequate knowledge and experience for carrying out functions assigned to
them.

The person named in para 6.1 of CAR Section 4 Series F Part 1 may also be
Chief Executive Officer who is termed as Accountable Executive for the purpose of
licensing. However, person named in-charge for day to day operations as per para 6.2
of CAR Section 4 Series F Part 1 (i.e. COO/Airport Director/controller etc.) is required to
be suitably qualified for the purpose and should have adequate experience in the field
of aerodrome operations and management. He is required to be conversant with his
role in handling aerodrome emergency procedures and is competent to handle such
situations before taking over the charge. It will also be his responsibility to ensure that
any changes in the named officials reporting to him directly are conversant in their job
profile indicated in the Aerodrome Manual. The Safety Manager is required to report to
the Accountable Executive.

Person in-charge for day to day operations of an aerodrome may be either

CEO/COO/Airport Director depending on the size of the aerodrome and management
consideration. In case the Accountable Executive (CEO) is also made the person in-
charge of day to day operations (COO/Airport Director etc.), he must have minimum
qualification required for the position mentioned in para 6.2 of CAR Section 4 Series F
Part 1.

All aerodrome operators shall prepare their organograms, include the same in
Part 5 of Aerodrome Manual. Any changes in the named persons holding positions in
the organograms are required to be incorporated in the Aerodrome Manual as per the
prevailing procedures.

[Chapter-3] Page 1
 TYPICAL LAYOUT OF AN AIRPORT MANAGEMENT
ORGANOGRAM

Accountable Executive
(Chief Executive Officer/
Chief Operating Officer/
Airport Director etc.)

Safety Manager

Airside Airport Airport Rescue Terminal

Commercial Finance Operations Maintenance and Fire Fighting Operations
Department Department

Human Resource Corporate

Management Relations

-x-x-

[Chapter-3] Page 2