Head Operations

GVK Emergency Management and Research Institute (GVK EMRI); Hyderabad; On-site; INR 1,800,000 - 2,400,000; Full time

Job summary

EMRI Green Health Services in India seeks a State Head / Project Head to oversee statewide EMS operations, drive performance, and ensure service delivery across districts. You will align people, processes, and technology while maintaining strong government relationships.

The role manages thousands of staff and hundreds of ambulances, with emphasis on governance, financial discipline, and sustainability of services, reporting to the Director and ensuring adherence to SLAs and KPIs.

Responsibilities

• Culture management: build a positive, high-performance work culture aligned with Vision, Mission and Values.
• People development: define roles, responsibilities, and performance expectations with KPIs.
• Process improvement: standardize and optimize key operations; drive automation and metrics.
• Operations management: lead statewide EMS operations; ensure service delivery and readiness.
• Fleet management: maximize vehicle uptime; monitor maintenance and fuel efficiency.
• Stakeholder management: coordinate with government, districts, and partner agencies.
• Brand & public relations: protect EMRI GHS brand; engage media and communities.
• Financial management: plan budgets; ensure efficient fund utilization and audits.
• Business expansion: develop new proposals; manage launches and long-term integration.

Job description

About EMRI Green Health Services

EMRI Green Health Services (formerly GVK EMRI) is the pioneer and naonal leader in Emergency Management Services (EMS) in India. Operang as a not-for-prot professional organiza¢on under the PublicPrivate Partnership (PPP) model, the organiza¢on is the largest and most trusted emergency service provider in the country, delivering life-saving medical, police, and integrated support services across mul¢ple states.

Founded in April 2005, the organiza¢on transformed Indias emergency response ecosystem by building a comprehensive, rapid, reliable, and technology-enabled emergency care system. Through the na¢onwide emergency numbers 108/112, EMRI GHS executes a highly coordinated end-to-end response chain that includes scien¢c call triaging, intelligent ambulance dispatch, and deployment of trained Emergency Medical Technicians (EMTs) who deliver high-quality pre-hospital care and pa¢ent transport.

Over the years, 108 has become synonymous with dependable, compassionate, and professional emergency response, touching millions of lives and se¢ng na¢onal benchmarks in speed, quality, and public service. Expanding on its strong founda¢on, EMRI GHS has also diversied into Public Safety, Law and Order Support Services, Mul¢-sector Helplines, and Specialized Segmented Services, demonstrating its commitment to equitable and ¢mely assistance for all sec¢ons of society.

Role Overview State Head / Project Head

The State Head / Project Head is the senior-most leader responsible for managing all State-level EMS opera¢ons, ensuring seamless service delivery, op¢mizing peopleprocesstechnology integra¢on, and maintaining strong rela¢onships with the Government and key stakeholders.

The role oversees large-scale opera¢ons involving thousands of employees, hundreds of ambulances, a 247 Emergency Response Centre, eet maintenance teams, support func¢ons, and mul¢ple district-level units. This posi¢on plays a pivotal role in opera¢onal excellence, quality of care, nancial discipline, brand governance, and the long-term sustainability of services in the state.

The State Head reports directly to the Head Oce Leadership / Director, ensuring compliance with organiza¢onal standards, strategic alignment, nancial prudence, and periodic performance repor¢ng.

Key Responsibili¢es

1. 1. Culture Management
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   Build and sustain a Posi¢ve, High-Performance Work Culture aligned with organiza¢onal Vision, Mission, and Values.
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   Promote transparency, integrity, accountability, and ethical use of public and private funding.
   Create a Best Place to Work environment that fosters collabora¢on, discipline, and strong service orienta¢on.
2. 2. People Development
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   Dene roles, responsibili¢es, and performance expecta¢ons for all direct and func¢onal teams.
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   Establish strong performance management systems with measurable KPIs.
   Implement a structured succession planning framework across all levels.
   Iden¢fy and develop next-genera¢on leaders through coaching, mentoring, and capability-
   building ini¢a¢ves.
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   Ensure high engagement, mo¢va¢on, and reten¢on across a diverse workforce.
3. 3. Process Improvement
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   Document, standardize, and con¢nuously op¢mize key opera¢onal and support processes.
   Lead process re-engineering ini¢a¢ves to achieve faster, cost-eec¢ve, and higher-quality
   outcomes.
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   Drive automa¢on and technology adop¢on to improve eciency and accuracy.
   Establish clear process metrics, dashboards, ownership structures, and review mechanisms.
4. 4. Opera¢ons Management
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   Lead state-wide emergency opera¢ons with strong execu¢on focus aligned to medical and
   opera¢ional standards.
   Manage large-scale eld opera¢ons supported by Regional Managers, District Managers,
   Opera¢ons Execu¢ves, Fleet Teams, and EMTs.
   Monitor and ensure high performance of the 247 Emergency Response Centre, including
   call triaging, medical instruc¢on, dispatch eciency, and service quality.
   Drive excellence across support func¢ons: HR, Finance, SCM, Marke¢ng, Technology,
   Quality, Fleet, PPP, and Training & Development.
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   Ensure service delivery meets or exceeds agreed SLAs, KPIs, and compliance benchmarks.
   Conduct periodic district and eld reviews to assess performance and ensure opera¢onal
   readiness.
5. 5. Fleet Management
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   Ensure maximum vehicle up¢me, minimizing o-road ambulances through proac¢ve
   monitoring and preven¢ve maintenance.
   Improve KMPL (fuel eciency) through disciplined driving prac¢ces, route op¢miza¢on, and
   con¢nuous monitoring.
   Reduce repair and maintenance costs by enforcing vendor SLAs, ensuring ¢mely servicing,
   and improving spare parts management.
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   Strengthen eet audits, GPS monitoring, and vehicle u¢liza¢on analy¢cs.
   Implement rigorous breakdown reduc¢on programs, periodic technical training, and strict
   adherence to eet quality standards.
6. 6. Stakeholder Management (Internal & External)
   Internal:
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   Work closely with Head Oce teams for repor¢ng, reviews, audits, nancial planning, HR
   compliance, and strategic ini¢a¢ves.
   Align state opera¢ons with organiza¢onal policies, quality assurance frameworks, and
   technology systems.
   Ensure ¢mely submission of MIS, board-level reports, u¢liza¢on statements, and outcome
   metrics.
   External:
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   Build strong, trust-based rela¢onships with Government of the State, Health Department,
   District Collectors, local administra¢ons, police, and partner agencies.
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   Ensure all commitments under the MoU/Agreement are met consistently.
   Collaborate with healthcare ins¢tu¢ons (public & private) to improve pa¢ent outcomes and
   referral networks.
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   Represent EMRI GHS in government reviews, audits, ocial mee¢ngs, and collabora¢ve
   forums.
7. 7. Brand & Public Rela¢ons Management
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   Serve as the custodian of EMRI GHS Brand in the state.
   Maintain eec¢ve rela¢onships with media, press, and community groups to build a posi¢ve
   and credible brand image.
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   Engage voluntary organiza¢ons, NGOs, and civil society for community outreach.
8. 8. Financial Management
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   Prepare and manage annual budgets for opera¢onal and capital expenses.
   Ensure ecient u¢liza¢on of funds with strong cost controls.
   Uphold the highest standards of nancial integrity and governance.
   Facilitate and cooperate with internal, external, and statutory audits.
9. 9. Business Expansion
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   Conceptualize and develop new project proposals in alignment with organiza¢onal strategy.
   Lead stakeholder discussions, budge¢ng, and planning for new ini¢a¢ves.
   Manage project launch, stabiliza¢on, and long-term opera¢onal integra¢on.