Executive Dossier Aviation Crime & Crisis
Criminal law crisis support for airlines, airports and manufacturers.
This dossier is aimed at decision-makers in aviation – airline management, airport executives, manufacturers and their legal and security departments. It briefly describes when I am brought into aviation mandates and how I work when criminal law, security, technology and international politics converge.
My access to aviation crime & crisis does not come from textbooks but from practice: from my time at Pan Am, where I experienced an international airline’s crisis and security mindset first-hand. This school continues to shape my criminal law work in aviation today.
Who this dossier is for
In aviation, criminally relevant risks rarely originate from “lone offenders”. They arise where complex technology, international operations, time pressure and political expectations intersect.
- Airlines
network carriers, charter and cargo operators, regional and low-cost carriers. - Airports
airport operators, ground handling providers, security management. - Manufacturers & suppliers
OEMs, MROs, component manufacturers, maintenance organisations.
- Other aviation actors
leasing companies, business aviation, specialised service providers with a high security or regulatory profile. - Intended readers are decision-makers
board members and executives, heads of security, general counsel, and senior managers in operations and compliance.
Typical situations
I am usually instructed in aviation matters when criminal law, regulation and operational constraints create pressure at the same time.
- Criminal and security-relevant incidents
accidents, serious incidents, suspected sabotage, cargo crime, fuel theft, document and identity fraud. - Authorities’ measures with explosive potential
searches, seizures, arrest of staff, threats of operational restrictions, licence / AOC risks. - Aircraft holds and arrests
detention or arrest of aircraft abroad, often in a combination of criminal proceedings, outstanding claims and political pressure. - Espionage and trade secrets
leakage of sensitive technical data, tender information or process know-how. - Crises with a diplomatic or cultural dimension
situations that can only be resolved via embassies, ministries or comparable channels, where criminal law and diplomacy overlap. - Release of detained staff
supporting companies in situations where highly specialised staff are held abroad or effectively used as “hostages” in a conflict – using legal, diplomatic and negotiation-driven means rather than “special forces”.
What I actually do in aviation mandates
At the core it is about developing a robust situational picture and a strategically viable line in a short time – legally, operationally and politically.
- Criminal law crisis support
structuring the criminal law situation on the side of victim or suspect, assessing risks for the company, its organs and individual employees. - Liaison to authorities and regulators
translation between the company’s perspective and the logic of authorities (police, customs, prosecution offices, aviation authorities, etc.). - Coordinating internal and external investigations
aligning corporate security, compliance, and external investigators or security providers – without becoming a “security firm” myself.
- Analytical lens for aviation crises
combining technical, operational, regulatory and human factors: backwards to the origin of the crisis, forwards to realistic scenarios. - Forward risk architecture
developing scenarios: what happens if we choose option A – what if we choose B – and what if we initially decide to do nothing on purpose? - Scenario memos for decision-makers
preparing internal memos for boards, supervisory bodies or owners that present options and consequences clearly and in an accessible way.
Onboarding a mandate
In aviation crises we are often talking about hours or days, not weeks. The onboarding is therefore streamlined – without sacrificing care.
- 1. Confidential call
short description of the situation from the perspective of management, legal or security. Clarifying time-critical factors (operations, slots, authority contacts, media interest). - 2. Rapid situational picture
reviewing existing reports (occurrence reports, internal notes, e-mails), speaking to one or two key persons, roughly mapping criminal law, regulatory and reputational risks. - 3. Measures and communication line
defining which information will be shared when, in what form and with which stakeholders (authorities, internal stakeholders, possibly media) – and what will deliberately not be communicated at this stage. - 4. Ongoing support
continuous fine-tuning of the line, participation in selected meetings, preparing internal and external communication, coordination with local counsel abroad.
Three sentences that describe my approach well
- I am a criminal law lawyer with an aviation background, not a generic “crisis consultant”.
- I work legally, investigatively and – where necessary – diplomatically, in order to resolve crises in a legally sound and as quiet as possible manner.
- I build decision architectures that allow management to consciously choose between different options.
Contact for a confidential crisis discussion
If this dossier has reached you, there is probably a situation in your company or environment that no longer fits into day-to-day business. A confidential conversation – initially also without naming the company – can help to identify the next sensible steps.
I am available for an initial confidential exchange – by phone, video or in person.
Contact:
E-mail: martin@heynert.com
Phone: Office +49.391.5982-243, Mobile +49.171.4135269