Strategic Objectives, Activities, and Priority Initiatives

CATSA’s strategic objectives cover three complementary themes:

• Service excellence and continued innovation – prioritizing security effectiveness, operational efficiency, an optimal passenger experience among Canada’s diverse population and sound asset management.
• A diverse and engaged workforce – ensuring CATSA is well-positioned to recruit and retain talent in a competitive labour market, promoting an inclusive and diverse environment, fostering employee engagement and support, as well as transformative leadership.

• Effective and proactive partnerships – engaging in proactive industry, stakeholder and government collaboration, consultation and community relations.

A. Service excellence and continued innovation

Service excellence and continued innovation are at the very centre of CATSA’s mandate. These pillars encompass the organization’s commitment to security effectiveness, operational efficiency, an optimal passenger experience among Canada’s diverse population and sound asset management.

Objective 1: Security Effectiveness

The prevention of prohibited items and non-permitted items from entering the air transportation system through the systematic application of CATSA’s mandated screening services.

Evolving threats and continuous regulatory changes necessitate CATSA’s investment in a number of priority areas, including:

• Implementation of 100% screening of non-passengers accessing secure areas servicing international air operations in response to the screening standard set by the ICAO, in collaboration with Transport Canada.

• Pre-board screening enhancements:
  • Recapitalization and replacement of current X-ray technology at PBS checkpoints with CT technology, and the introduction of new technologies and trials as part of lifecycle management plans; and
  • Recapitalization and replacement of current full body scanner technology at PBS checkpoints with newer technology with improved detection algorithms as well as the deployment of additional units in the primary position.
• Collaboration with Transport Canada to continue exploring opportunities to maximize screening resources to support the rising number of travellers by implementing risk-based screening (as an example, enhancements to the verified traveller program).

• Ongoing upgrading of existing screening equipment with latest detection algorithms.
• Continue to explore the application of advanced analytics techniques and artificial intelligence to enhance oversight and training programs.

Objective 2: Operational Efficiency

The achievement of optimal screening efficiency and wait time service levels, leveraging available resources, including personnel, systems, and equipment.

CATSA strives for optimal efficiency without compromising security screening effectiveness. Increasing passenger traffic, requests from Transport Canada for changes to operations due to the evolving nature of civil aviation, screening equipment and initiatives, as well as other emerging requirements, place pressure on CATSA’s resources. In addition, 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 as a result of slower processing due to screening officer familiarization. As such, resources must be allocated strategically; the organization is constantly exploring and implementing improved ways to plan, invest in and deploy human resources as well as equipment and systems in support of aviation security.

Notable examples of strategies CATSA will employ over the planning period to ensure operational efficiencies include:

• Completing new agreements with third-party screening contractors;
• Implementing remote oversight and modelling related to the 100% screening of non-passengers;
• Ensuring screening officers are provided with continuous learning and process improvement through expanded and improved front-line training programs;
• Minimizing equipment downtime by working closely with maintenance service providers and equipment manufacturers to ensure all screening equipment is well-maintained and repairs are performed in a timely manner;
• Development of modelling tools and review of operational data to support industry recovery efforts in order to identify and address pressure points, and make best use of the screening officer workforce and screening equipment; 
• Design, configuration and operation of screening lines to optimize passenger flow;
• Along with Transport Canada, actively engage in enhancing collaboration with industry stakeholders, to find efficiencies that facilitate passengers’ journey; and
• Implementing the next generation of technologies and procedures to optimize processing efficiency, including reducing false alarm rates of detection equipment through the use of AI and advanced analytics.

Improved Wait Time Service Levels

Even before the pandemic presented unique and unprecedented wait time challenges, Canadian civil aviation industry stakeholders expressed a clear and resounding desire for CATSA to strive for a more ambitious wait time service level, with a particular focus on peak periods. Subject to available funding for the entire planning period, CATSA will strive for an improved wait time service level at Class 1 airports on an annual basis.

The first year (2023/24) of preparing for an increased wait time service level will entail hiring and training screening officers, and working with airport authorities to adjust space configurations, among other initial activities. Striving for the increased wait time service level is significantly dependent on the physical space for screening lines allocated by, or available within, airports. If airports are not able to provide CATSA with the space for additional pre-board screening lines required in certain airports, this may have an impact on the organization’s ability to achieve the wait time service level target. Other changes, including but not limited to screening officer and CATSA staffing levels, labour market conditions and air carrier flight schedules, may further impact this challenge.

Airport Screening Services Agreements

CATSA’s ASSAs with third-party screening contractors are set to expire in 2024. Procurement planning began in 2021/22, and the request for proposal work is well underway. CATSA expects to award contracts in winter 2023/24, with a commencement of services date of April 1, 2024.

As per CATSA’s policies and procedures for contracts for services and for procurement, the organization will ensure that operational requirements are always met and that the process promotes transparency, openness, fairness and value for money.

Objective 3: Optimal Passenger Experience

The achievement of high levels of passenger satisfaction with, and confidence in, their interactions with CATSA.

The civil aviation environment is affected by many external factors that 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 interactions with CATSA.

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

• Expand efforts, engagements and consultations aimed at supporting Government of Canada priorities such as official languages, climate change, accessibility, Indigenous reconciliation, 2SLGBTQI+ support, diversity and inclusion by adopting technologies and respectful procedures that respects Canada’s diversity and inclusion values to the extent that the regulatory framework will allow;
• Remain committed to ensuring an accessible security screening experience for all passengers through the implementation of CATSA’s Accessibility Plan as well as the Action Plan developed in response to the OAG’s Accessible Transportation for Persons with Disabilities report (2023);
• Continue to emphasize the importance of understanding Indigenous history and incorporate information about Indigenous sacred and spiritual items into training for the organization’s employees, as well as for screening officers as CATSA continues to endeavor to screen these items respectfully;
• Implement initiatives in the GBA Plus Action Plan and advance GBA Plus integration in order to ensure that CATSA considers and advances the needs of a diverse population through its services and decision-making;
• Fully deploy ultraviolet-C bin sanitization technology, integrated into CATSA Plus lines, to encourage increased passenger confidence in checkpoint sanitization measures;
• Continue to promote the Customer Service Commitment to Passengers framework to both screening officers and passengers, and focus on improvements to the passenger experience through the prioritization of continuous learning;
• Further improve the security screening experience through a reduction of divesting requirements for passengers with the introduction of CT X-ray technology over the next five to six years at pre-board screening checkpoints subject to regulatory changes; and
• Strive to meet official languages obligations and expectations of passengers through training and making continuous improvements.

Objective 4: Sound Asset Management

The responsible acquisition, protection, maintenance, and recapitalization of screening equipment and related systems.

In addition to the expertise of the screening workforce, CATSA relies on many technological elements as part of its screening operations. These critical technological components must be maintained and replaced in accordance with regulations and CATSA’s lifecycle management practices.

Notable examples of CATSA’s sound asset management include:

• A robust multi-year lifecycle management plan;
• Maintaining an active system of routine maintenance for the organization’s full inventory of equipment, in line with operational needs, equipment performance monitoring, and manufacturer’s specifications;
• Monitoring technological advancements, including the deployment of CATSA Plus lines, upgrades to existing equipment such as full body scanners and RAIC to identify opportunities to evaluate new screening equipment that may improve the security effectiveness, screening efficiency and/or passenger experience of the screening process, and to ensure continued alignment with security partners; and
• Keeping abreast of emerging cyber trends and threats while securing CATSA’s network, systems and devices through the use of cybersecurity tools and programs.
  
  

B. A diverse and engaged workforce

The successful delivery of CATSA’s mandated services is dependent on sustaining a diverse and engaged workforce, in a healthy, inclusive and supportive work environment. The organization remains mindful of the unique conditions of the labour market and utilizes many different strategies and programs to retain a group of engaged, skilled and specialized employees.

CATSA works diligently to recruit and retain personnel as more employees become eligible for retirement, and to mitigate against the effects of an increasingly competitive labour market that has presented a number of challenges not only in recruiting candidates, but also in retaining employees. 

To support the achievement and maintenance of a healthy workplace, CATSA has conducted organization-wide culture surveys that provide valuable insights on the perspectives of employees with respect to the organization’s corporate culture and work environment. CATSA also uses touch point surveys of its workforce to gauge employee engagement and solicit feedback.

Objective 1: Inclusive and Diverse Environment

The achievement of a well-balanced workforce that strives to reflect the diversity of Canada, and the fostering of a positive and supportive working environment that respects and upholds diverse social and cultural values, and promotes the use of both official languages in the workplace.

CATSA will continue to focus on:

• Fostering a flexible workplace that supports employee needs while balancing organizational objectives; 
• 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;
• Applying human resources practices that support diversity in hiring, compensation, and advancement including the implementation of its Employment Equity Plan and Pay Equity Plan;
• Implementing initiatives of the GBA Plus Action Plan and advance GBA Plus integration in order to ensure that the organization considers and advances the needs of a diverse population through its services and decision-making;
• Implementing initiatives in the Accessibility Plan as well as the Action Plan developed in response to the OAG’s Accessible Transportation for Persons with Disabilities report (2023); and
• Supporting workplace initiatives to understand and embrace diversity.

CATSA will also continue to promote and support its internal Diversity and Inclusion Network, a working group comprised of CATSA staff from across the organization that explores and promotes positive workplace practices and organizational priorities reflecting the principles of employment equity, diversity and inclusion.

Objective 2: Employee Engagement and Support

Attract and retain a productive and engaged workforce, through corporate support for learning and skills development, the health and well-being of employees, and the celebration of individual and collective achievements. 

CATSA’s efforts relating to employee engagement and support during the planning period will focus on:

• Implementing a five-year workforce plan centered on the talent of the workforce, learning, and performance initiatives;
• Responsible and sustainable approaches to workload management in an environment of ever-changing priorities, while continuing to support the overall health and well-being of the organization’s workforce;
• Delivering mental health support for employees at all levels, as well as its commitment to Occupational Health and Safety; and
• Strategic use of fixed-term resources and engagement of professional services where needed.

Objective 3: Transformative Leadership

The demonstration by example and active support of creative approaches to continuous improvement, innovation and collaboration.

CATSA’s leaders are called to actively support creative approaches to continuous improvement, idea-generation, innovation and collaboration, while supporting and encouraging employees through personal and professional growth, development and positive mental health.

Throughout the planning period, CATSA will focus on the following initiatives to support its leaders:

• Develop a clear strategic plan charting the path for the organization, which will govern future business plans;
• Continued implementation of the Leadership Excellence Program, designed to ensure CATSA leaders are empowered to foster and encourage employee engagement and motivation through directing, guiding and influencing behaviour to successfully accomplish goals and strategic objectives;
• Continued utilization of the Innovation Centre to increase employee awareness of organization-wide innovation and share in CATSA’s success in developing solutions to new and emerging challenges; and
• Support a new President and Chief Executive Officer, as well as a new Chair of the Board of Directors and new Board members, to ensure a smooth transition of senior leadership.

C. Effective and proactive partnerships

CATSA operates in a highly integrated environment, with a diverse array of partners and a broad and complex set of activities.

Recognizing that all must operate seamlessly to ensure optimal security and efficient movement of people and goods, CATSA is committed to continually building and strengthening collaborative relationships with industry partners, stakeholders and the broader community.

Objective 1: Industry and Government Collaboration

The establishment and maintenance of strong and positive working relationships between CATSA, its security partners, other members of civil aviation, and the Government of Canada, to progress on common goals and interests.

CATSA will continue its commitment to communication and coordination with industry partners and stakeholders, as well as with the Government of Canada. The organization will focus on positive collaboration and a clear understanding of shared interests and common goals, ranging from daily working relationships with individual airport authorities to matters of strategic importance. CATSA will also leverage its relationships with its counterparts and partners in the international community, proactively sharing information and plans for future innovations, and continuing to work closely with the ICAO, IATA and Airports Council International.

This cooperation will be vital in the recovery of the civil aviation industry. CATSA is eager to proactively engage and collaborate with its partners and stakeholders in the industry and in government to explore and implement innovative solutions to ensure the industry once again thrives.

CATSA’s objective is to establish and maintain strong and positive working relationships with its security partners, members of the civil aviation industry, and the Government of Canada in order to advance common goals and interests. Examples of these goals and interests include:

• Actively engaging Transport Canada and industry stakeholders in bringing forward creative ideas to find efficiencies that facilitate passengers’ journey;
• Securing sustainable long-term funding for CATSA’s operations and capital investments beyond 2025/26;
• Providing security screening services on a cost recovery basis to interested designated and non-designated airports or other industry stakeholder 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.
• Working collaboratively with airport authorities to evaluate and standardize approaches to queue offerings; and 
• Continuing to work with our United States TSA counterparts in order to establish mutual recognition of screening procedures, especially for verified travellers.

Objective 2: Community Relations

The establishment and maintenance of close and favourable relations with key stakeholders in the broader community.

CATSA is committed to ensuring the safety and well-being of the travelling public, which includes helping to protect the environment and encouraging a more sustainable future.

Budget 2021 announced that Crown corporations with less than $1 billion in assets would demonstrate climate leadership by adopting the Task Force on Climate-related Financial Disclosures recommendations, which includes the disclosure of climate-related risks and opportunities, by 2024/25. As CATSA works towards adoption, we will deepen our understanding of the impacts of climate change on our business and vice versa, and prepare to report on relevant climate metrics and targets.

CATSA will also continue to 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.