While it’s tempting to think that security risks are consistently low at regional aerodromes, a recent event shows this isn’t true across the board.

A serious incident at Tuuta Airport in the Chatham Islands, resulting in more than $90,000 of damage to property and an aircraft, is an extreme example of what can happen when there’s a determined effort to breach security.

The offender, who lives and works in the islands, was recently sentenced to 300 hours community service.

Airport manager Darron Kyle says the incident was a stark reminder that vigilance, even at small and remote aerodromes, is essential.

The airport, its staff, and its aircraft are a lifeline for the community.

After the incident, Darron led a comprehensive security review at Tuuta Airport that included engagement with the local community. This has helped give staff, stakeholders, and local folk renewed confidence that security safeguards are being continually improved and monitored.

While such a serious security breach at non-security designated¹ aerodromes is relatively rare, smaller deliberate and accidental breaches are part of life at all airports.

And a strong security culture is the biggest protection against that.

But what makes a strong security culture, especially at non-security designated aerodromes where security requirements are lower?

Vector spoke to security specialists at regional airports across New Zealand, to explore how aspects such as leadership, positive behaviours, and simpler reporting processes influence their security culture.

This article brings together their perspectives and some tips from the CAA’s recently updated guidance – Enhancing your organisation’s security culture.

“It starts at the top”

The guidance says, “A positive security culture means security is in the DNA of your organisation, and an integral part of everything people do”.

It’s a perspective shared by Mark Thompson, the former chief executive of Nelson Airport.

He reckons security culture, at its core, is about leadership.

“It starts at the top. If the leaders don’t ‘live’ safety, people hear the words, but then see behaviours that don’t support the words.”

Mark’s 30-year career in logistics and transport has seen him work internationally across ports, ferries, and trade operations.

One factor stays consistent across the board. “People have a right to come to work and go home safe. That’s non-negotiable. And there’s power in a culture where safety is everyone’s responsibility.”

CAA: Good security culture depends on an environment where managers and leaders – including those at the highest level – lead by example and support their staff to implement good security practice.

Mark set the standard early in his leadership role at Nelson Airport by attending safety meetings – something not every chief executive does. He made clear there were no limitations on continuous improvement and calling people out for breaches of security standards.

He was active in addressing careless security behaviour at Nelson Airport.

“I didn’t delegate this to our safety manager – I called the owner of the particular business at the aerodrome where I observed the behaviour. When other aerodrome users were aware of me making that call, it showed them that security is everyone’s responsibility.”

CAA: Complacency can creep in when security is not talked about, or when it seems far removed from employees who feel they may not have a role or responsibilities related to security. This can undermine the security culture of your organisation.

Mark says he prioritised strong engagement with the multiple aerodrome users operating within the airport and its wider precinct, reinforcing the importance of leadership involvement in day-to-day security.

Public trust and confidence

Ben Langley, a former commercial pilot and now group general manager of airport operations at Hamilton Airport, says, “We work hard to ensure we have the security presence that gives the public confidence they can travel through an airport, and onwards, safely.”

A big part of building trust, he says, is the “invaluable”, positive, people-focused approach adopted by the rescue fire and safety team at the airport, who provide security services as well as emergency response.

“The team’s very visible around the airport as part of their security activity. Unless someone is obviously deliberately breaching security, the team takes an educational approach that focuses on helping people understand why and how their actions need to be modified.”

From this strong base, Ben says, there’s a lot of effort put into establishing a collaborative security community, especially with more development of the airport precinct under way. It’ll bring new aeronautical tenants, and the need to encourage them to embrace the security culture.

CAA: Your security culture is only as positive as your work environment. Your work environment should make positive security behaviours easy, effective and an enabler of – not a hindrance to – daily tasks.

Vector spoke to one regional airport executive who described an inadvertent security breach that resulted in positive change.

The airport’s security team found a security gate had been left open twice in a week. It could have been dismissed as a coincidence.

However, the security team persisted and investigations revealed a new staff member had been using an airside security gate to go out for a smoke in an unauthorised area off the airfield. The security team worked with the smoker’s employer to prevent a repeat.

The incident exemplifies a just culture, where less serious security breaches with unintentional outcomes are approached with coaching and support, to make sure the behaviour doesn’t happen again.

A just culture

CAA: The type of culture built around your reporting system is crucial to ensure that staff feel encouraged to make a report, are comfortable with how their report will be handled, and understand the role reporting plays in the improvement of security practices. This is all part of establishing a ‘just culture’, where staff are supported to report incidents, and understand that honest mistakes will be free from repercussions.

At Hamilton Airport, Ben Langley says a just culture is integral to the success of their security operations.

It has helped create an environment where people feel encouraged and empowered to report security incidents and concerns, and he sees that as something to celebrate.

Using aviation-specific software enabling quick and easy reporting has also encouraged more reports.

Continuous improvement

CAA: Formal processes that review your workplace’s security performance in a ‘real-world’ setting are important ways to measure the success of security culture initiatives.

Mark Thompson says he made sure there was an ongoing independent review of safety and security improvements as a core plank of Nelson Airport’s continuous improvement approach. “To make sure what we were putting in place was best practice and the Board was comfortable we were complying and improving”.

CAA: The aviation sector faces a complex set of threats. These threats are constantly evolving, becoming more sophisticated and are increasingly designed to undermine effective security measures implemented by the sector.

Airport as secure community hub

Despite the recent serious security breach at Tuuta Airport in the Chatham Islands, Darron Kyle says the airport will always be not just a lifeline, but also an essential social hub for the community. Everyone in the islands knows each other.

He says security has changed dramatically over the last decade.

“Ten years ago, everybody went out to meet the plane. They actually ran out to the aircraft.

“Since then, we’ve had security gates, fences, and other features including CCTV installed, so they can’t run out to meet the plane. And everyone has a better understanding of why security is important.

“We take a patient and tolerant stand, though. We don’t throw the book at residents who may create a minor security issue. But we’re also careful not to get complacent, and we make sure operators and staff move people along if those people are where they shouldn’t be.”

Darron – who is “30 years into a two-year contract” on the islands, and who’s also an Air Chathams pilot – says the recent security breach was a stark reminder that a determined person can have a devastating impact on an airport and a community.

The airport’s a crucial piece of infrastructure for the 650 islanders. Its fleet of ATR 72s and its staff are also vital parts of the lifeline. Medical evacuations, bringing in essential supplies, and getting the islands’ commercial fish and seafood catches to the mainland are all part and parcel of routine operations.

Darron says that’s part of the reason why the thorough security review after the incident was so important. Community confidence in the airport and its operations is fundamental to island life.

Airport design is a factor

Marlborough Airport’s operations manager, Steve Holtum, says good security starts with good design. Secure fencing and gates, as well as access control, are fundamental elements.

Airside rubbish and cargo gets delivered landside by the airlines, reducing the need for other personnel to move between these areas.

The airport has some other factors helping to keep it exceptionally secure.

With its proximity to the Royal New Zealand Air Force Base Woodbourne, the airport has the advantage of additional layers of security, with patrols carried out 24 hours a day by both airport and air force security personnel.

And with nearby Omaka airfield being more popular with general aviation pilots than Marlborough Airport, its immediate stakeholders are airlines – Air New Zealand, Sounds Air, and the air force – along with maintenance flights to Airbus.

Steve says it’s a tight group of stakeholders, and the cohesion improves their ability to run an effective and forward-looking users’ group for security awareness.

Training and induction

CAA: Training should be present and prioritised at every stage of the employee lifecycle. Regular security training helps to ensure that strong security practices are part of the fabric of your organisation.

All workers at Marlborough Airport undergo security awareness training and, on their first day of work, learn how to report security incidents.

This, coupled with Steve’s monthly walkabouts with airport managers, and thorough surveillance technology, makes for a strong security culture, he says.

We’re here to help

If this article has prompted you to improve your airport security culture but you have some questions or you’re not sure where to start, get in touch with the CAA’s security regulation team who’ll be happy to provide some advice. You can reach us at security.regulation@caa.govt.nz.

More information

The CAA has published updated security culture guidance that can be used and adapted at non-security designated aerodromes of any size and location.

Enhancing your organisation’s security culture

If you have a question about the document, or any other matters relating to airport security, contact security.regulation@caa.govt.nz.

Other CAA security information and resources are found at Security guidance.

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Footnotes

¹ Non-security designated aerodromes have lower security requirements than security-designated aerodromes. This includes different specifications for aerodrome fences and other barriers.

Top photo: A Cessna Caravan at Marlborough Airport. Photo courtesy of Sounds Air.