Who, exactly, is responsible for the security of an airport, its workers, passengers, and flights? Answer: Everyone, everywhere, all at once.

In early 2026, a New Zealand airport worker used another employee’s identity and access cards to get into a restricted security area.

The worker had held only a temporary airport identity card (TAIC) which required them to be escorted at all times while airside. But by occasionally borrowing colleagues’ credentials, they were able to move around secure areas independently.

For breaching security protocols, the airport worker was fined $1,000.

“This indicates the seriousness with which such breaches are treated,” says Natalie Bull, the CAA’s Manager of Security Regulation.

“Strict control of AICs is critical to maintaining the integrity of the aerodrome environment.

“Formal controls such as AICs are designed to manage threats to civil aviation through strong and consistent security measures.

“However, when complacency develops, compliance can slip, weakening the controls, and reducing the effectiveness of the security system they are intended to protect.”

Working together to thwart the ‘insider’

“The possibility of an airport ‘insider’ doing harm,” Natalie says, “requires everyone at the airport to minimise the threat by working seamlessly together.”

And that means using the eyes, ears, curiosity, and willingness to report anything out of place, of every person working at the aerodrome – from the airport CEO to the trainee barista in the airport café.

How do airports handle that?

Juliet Breen – the Head of Operations, Safety and Compliance at Queenstown Airport – says everyone working at ZQN is taught that maintaining aerodrome security is down to them, as an individual.

“They’re made very aware that everybody’s security, and our safety, and theirs, is in their hands.”

While Queenstown may not appear the highest-risk airport, the airport company works as if it is.

Each morning and each evening, a ‘pinch-point’ meeting is held of user representatives from across the aerodrome. While much of what’s discussed is operational, it’s also the forum to outline and respond to any security event that’s unfolded in the previous 12 hours.

Such a frequent review of anything troubling, or potentially so, nips the ‘event’ in the bud, before it gets a chance to evolve.

Each week, operational leaders, again from across the aerodrome, meet in an assembly called the Tactical Collaborative Operations Group, to examine security issues and refine procedures to maintain a safe and compliant environment.

And from 0400 until 2200 each day, a sort of ‘flying squad’ of aerodrome users monitor the airfield, and – among many other tasks – make on-the-spot decisions to pre-empt or resolve any security irregularity, as it arises.

This team is made up of staff from Air New Zealand, AvSec, Queenstown Airport, and ground handler, PlaneBiz, and has the grand title of the Integrated Operations Centre, or IOC.

Juliet calls them the ‘airport conductors’.

“They have this broad view of what’s happening throughout the precinct, from park to plane and across the airfield, and can answer questions or respond to potential breaches at any time.

“As an example, we recently had a pilot who had exited landside, wanting to retrieve an item from the cockpit of their aircraft, and tried to re-enter the departure lounge without screening. A contractor, assuming it was allowed, let him through.

“An aviation security officer who saw what was going on immediately spoke to both of them about what they should have done. The incident was monitored in the IOC by reviewing CCTV footage and security door access data to guide decision-making about next steps.

“Ninety-nine percent of our security incidents are of this type. The intent is not malicious, but rather a momentary departure from complying with established procedures.

“But it’s vital to pick up on them immediately and do something about them – whether at the system level or individual level, or both.”

While such an incident might be greeted with, ‘Oh, they didn’t mean to do anything wrong, it’s ok’, Juliet says such vulnerabilities may be detected by someone who does have intentional harm on their mind.

“Our defences are only as good as our people, so we do need everyone to observe our key security ‘nonnegotiables'. Everyone, regardless of their position, is expected to comply with the controls that protect secure areas and critical operations.

Juliet says one of the great advantages of the Queenstown Airport community, in terms of seamless cooperation in security matters between the parties, is its size.

“For an international airport, we’re actually quite a small team. Everybody knows literally everybody else, and so any change from usual behaviour, say, would be noticed immediately.”

Juliet says the airport has an easy-to-use and just culture reporting system, and encourages staff to report all safety, security, and operational concerns.

“That generates about 40 reports a week, which is actually quite a bit of work for us to follow up on, but we’d far rather that, than not really know what’s going on.”

An indication of how successful that reporting system is, is that the supervisor of the terminal cleaning team is one of the most conscientious, and valuable, observers.

“She knows everyone, and we all know her. She and her team work throughout the terminal, and notice when things are not quite right. Her reports are proactive – and valuable.”

What would Juliet advise some of the larger airports – that don’t have the ‘neighbourhood’ feel in their community?

“I would encourage them to hold – as we and several other New Zealand airports do – a ‘Safety and Security Week’ each year. We have a whole calendar of events during that week, which is dedicated to airport workers. We have every airport agency leading a session – whether it’s fun and interactive, or more informational.

“I would highly recommend that type of engagement with airport workers. It’s fun and of real educational value.”

Juliet says the security system works if all partners collaborate and share responsibilities, as well as a willingness to keep improving.

“When everyone understands their role and sticks to predictable and expected ways of working, airside stays safe and secure – even in a very dynamic environment.”

Beefing up security at a resurrected international airport

A deal between Hamilton Airport and Jetstar to begin flights in June 2025 kicked off a frenetic 12-month push to turn the regional airport into, once again, a fully functioning international operation.

Ben Langley is the airport’s Group General Manager of Operations. “A new border creates potential risks,” he says, “not just for Hamilton, but for the whole New Zealand aviation system.

“We’ve taken that responsibility seriously – we didn’t want to be the weak link.”

Among the many tasks facing the team as it rebuilt the aerodrome’s capability, was boosting security infrastructure and procedures.

“We began by restricting everyone’s access to security enhanced areas – the airfield, and some landside areas – and the sterile area – everything after screening, including the pathway between the terminal and aircraft.

“Then we slowly worked through who needed access to where.

“We put in additional swipe card screening points, and created an alerting system so doors left open too long, or double-swiped, would trigger a security warning.

“We also added cameras at key points so we could see very clearly who was coming and going from certain areas.”

Already appreciating that building and maintaining international security standards would be a collaborative effort, Ben and his team worked closely with the CAA and AvSec, Immigration, Health, and Police, for a full year before the first international flight departed.

“We had to get everyone on the same page about the increased requirements. But that turned out to be relatively easy. There was a lot of excitement in the build-up to restarting international services.”

With 75 new employees, communication about security was, and remains, crucial.

“The airport company hosts regular user group meetings, bringing together key stakeholders to discuss operational matters, safety, security, upcoming works, and any emerging issues,” says Ben.

“These meetings provide an important forum for sharing information and makes sure everyone is aligned.

“We also publish Tarmac Times, a quarterly newsletter distributed to airport users and tenants. It includes updates on all airport matters, including security, and it helps keep everyone informed between meetings.”

The airport has also hired a dedicated security and border manager. Working across teams, this manager coordinates communication – using group channels and an on-the-ground presence – to connect stakeholders, and respond as issues arise.

Reporting something out of place has been made as easy and as safe as possible, Ben says.

“We created a QR code so anyone can easily access a report form. They’re displayed all over the terminal, so even casual contractors and the public can use one. The form is intuitive to use and can be anonymous. This maximises the chances of it being used proactively.”

Ben says to encourage airport workers to assume individual responsibility for security, the leadership team hold themselves publicly accountable for security performance.

“Everybody has responsibility to remain aware of and follow security protocols, report suspicious behaviours, and look after themselves. But if that’s not happening, it’s the security and border manager, me, and the chief executive who need to look at what we can do to improve the state of affairs. We hold ourselves fully answerable for airport security performance.

“If individual airport workers see that their leaders and managers care, focus, and pay attention to security standards, I believe they’ll also take their obligations seriously too."

 

 

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Footnote

Main photo: iStock.com/rusm