Strategic Objectives, Activities, and Priority Initiatives

CATSA prevents prohibited and non-permitted items from entering the air transportation system through its mandated screening services. Due to the dynamic nature of the civil aviation industry, including evolving threats and continuous regulatory changes, it is necessary for CATSA to prioritize investments in a number of key areas:

• Implement changes to non-passenger screening to address upcoming amendments to security measures set by Transport Canada;
• Deploy pre-board screening enhancements including the procurement of new full body scanners and replacement of X-ray equipment with computed tomography (CT) X-ray technology at major airports;
• Champion risk-based approaches to security screening, including enhancements to the verified traveller program;
• Enhance security effectiveness of existing screening equipment with latest software upgrades and improved detection algorithms (e.g. current full body scanners); and
• Continue to explore the application of advanced analytic techniques and artificial intelligence to enhance oversight, screening operations and training programs.

CATSA strives for optimal efficiency without compromising security screening effectiveness. While remaining a progressive innovator is a priority for the organization, the implementation of new technologies can have a negative impact on passenger wait times and the optimal flow of passengers in the initial stages of deployment due to slower processing. As such, CATSA always explores and implements improved ways to plan, invest in and deploy human resources as well as equipment and systems.

CATSA will employ the following strategies over the planning period to ensure operational efficiencies:

• Purchase and deploy new innovative screening technologies, including CT X-rays at PBS checkpoints in major airports;
• Execute remote oversight and modelling related to changes to non-passenger screening;
• Explore remote screening opportunities and initiatives;
• Ensure the development and support of screening officers through new and innovative training content and delivery, as well as communications materials;
• Continue to work with airport authorities to optimize checkpoints and increase screening capacity, where operationally feasible;
• Implement next generation technologies and procedures to enhance processing efficiency, including the use of artificial intelligence and advanced analytics; and
• Work closely with the maintenance service provider and equipment manufacturers to ensure all screening equipment is well-maintained and repairs are performed in a timely manner.

Improved Wait Time Service Levels

Canadian civil aviation industry stakeholders have long expressed a desire for CATSA to strive for more ambitious wait time service level targets, with a particular focus on peak periods. CATSA is striving for a wait time service level where, on average, 95% of passengers wait less than 15 minutes to be screened at Class 1 airports on an annual basis (95/15). The ongoing achievement of this enhanced wait time service level is subject to available funding in 2026/27 and beyond.

Given the interrelatedness of the aviation ecosystem, an increased wait time service level can be dependent on a number of factors beyond CATSA’s control, including but not limited to the labour capacity of stakeholders including airport authorities and airlines, labour market conditions, air carrier flight schedules, airport infrastructure, and airport allocation of appropriate space for all aspects of CATSA’s operations.

Airport Screening Services Agreements

CATSA’s ASSAs with third-party screening contractors expire in 2024. Procurement planning began in 2021/22, followed by a two-stage request for proposals (RFP). The organization recently awarded new contracts with a service commencement date of April 1, 2024.

CATSA established a Transition Steering Committee to facilitate the seamless implementation of the new service agreements. Transition plans target operational readiness, orientation and execution, in addition to stabilization plans that extend beyond the April 1, 2024 service commencement date. Furthermore, CATSA has developed a comprehensive communication strategy to facilitate a seamless transition to the new ASSAs.

Many factors impact security screening and the experience of passengers. CATSA is committed to facilitating smooth and orderly passenger flow, and achieving high levels of customer satisfaction with, and confidence in, their screening experience.

CATSA will prioritize the following initiatives over the planning period in order to strive for an outstanding passenger experience:

• Develop and execute CATSA’s Customer Service Strategy with a focus on improvements to the passenger experience;
• Implement initiatives in the Accessibility Plan and Action Plan developed in response to the OAG’s Accessible Transportation for Persons with Disabilities report (2023);
• Continue to underscore the importance of understanding Indigenous history and screening sacred and spiritual items respectfully by providing comprehensive training for screening officers and employees;
• Deliver a positive screening experience for all passengers by implementing best practices and respecting the diversity of the travelling public; and
• Continue to engage with government and industry partners on initiatives and policies that positively impact the passenger experience.

CATSA is committed to providing, enabling and promoting a positive work environment and pursuing a well-balanced workforce that reflects the diversity of Canada. CATSA will strive to improve the representation and full participation of all designated groups (women, Indigenous peoples, members of visible minorities and persons with disabilities) and will:

• Conduct comparative analysis amongst similarly-sized organizations and continuously review leading practices to support the organization’s objectives of achieving a well-balanced workforce that reflects the diversity of Canada;
• Revisit strategies and measures outlined in the various action plans at their renewal (official languages, employment equity, GBA Plus and accessibility), with a particular focus on groups or areas where under-representation exists;
• Adopt human resources practices that support fairness and diversity in hiring, compensation, and advancement through the implementation of the Employment Equity Plan and Pay Equity Plan;
• Foster a flexible and inclusive workplace that supports employee needs while balancing organizational objectives;
• Continue to implement CATSA’s Official Languages Action Plan, which includes promoting and supporting the use of both official languages in the workplace and at security screening checkpoints in airports designated bilingual, including the delivery of second language training to CATSA employees; and
• Maintain the organization’s commitment to considering GBA Plus principles within its decision-making processes and the delivery of services through the implementation of the initiatives of the GBA Plus Action Plan.

In an effort to attract and retain an engaged and passionate workforce, CATSA will focus on the following efforts during the planning period:

• Implement the organization’s human resources strategic plan, including the launch of a wellness program and refreshed recognition program for employees;
• Implement the five-year workforce plan centered on attracting and retaining a talented and diverse workforce, reducing the risk of extended vacancies in critical positions through robust succession management, enhancing employee engagement, as well as meeting the learning and professional development needs of employees;
• Engage with employees through targeted focus groups on workplace-related systems, policies and practices;
• Employ responsible and sustainable approaches to workforce planning and prioritization in an environment of ever-changing priorities;
• Enhance diversity and inclusion education strategies to enrich learning and professional development opportunities; and
• Continue to prioritize and support the overall health and well-being of the organization’s workforce.

CATSA’s leaders build trust and safety within their teams while displaying resilience and agility. Leaders actively support creative approaches to continuous improvement, idea-generation, innovation and collaboration across the organization, while empowering employees through learning and professional growth opportunities.

CATSA will focus on the following initiatives to support its leaders and workforce:

• Develop a clear strategic plan charting the path for the organization, which will govern future business plans;
• Expand CATSA’s robust leadership development program, including a focus on leadership principles and performance management initiatives focused on leadership behaviours; and
• Continue to promote a culture of innovation, utilizing the Innovation Centre portal to increase employee awareness and share in CATSA’s success in developing solutions to new and emerging challenges.

CATSA will expand engagement and collaboration with industry partners including the Government of Canada, in the pursuit of common goals and objectives, and to ensure the civil aviation industry continues to thrive.

The organization will also leverage its relationships with partners in the international community, proactively sharing information and plans for future innovations, while continuing to work closely with the ICAO, IATA and Airports Council International.

In order to maintain strong and positive working relationships with its partners and the Government of Canada, and to advance common goals and interests, CATSA will:

• Work with the Government of Canada to secure sustainable long-term funding for CATSA’s operations and capital investments beyond 2025/26;
• Actively engage Transport Canada and industry stakeholders to bring forward creative ideas to find efficiencies and facilitate a better overall passenger journey;
• Provide security screening services on a cost-recovery basis to interested designated and non-designated airports or other industry stakeholders such as air carriers, subject to the approval of the Minister of Transport;
• Continue to actively support Transport Canada’s Air Travel Right-Touch Solution initiative as required;
• Work collaboratively with airport authorities to evaluate and standardize approaches to queue offerings; and
• Continue to work with our United States TSA counterparts in order to establish mutual recognition of screening procedures, especially for verified travellers.

CATSA is committed to ensuring the safety and well-being of the travelling public, which includes working together with special interest groups and other key stakeholders in the broader community.

As part of this important work, CATSA will continue to:

• Engage with advocacy groups on the implementation of the organization’s Accessibility Plan;
• Demonstrate climate leadership by adopting the Task Force on Climate-related Financial Disclosures by 2024/25; and
• Undertake initiatives with members of the broader community, including Indigenous Elders, accessibility and diversity special interest groups, the 2SLGBTQI+ community, and official language minority communities.