Operating Environment

Passenger Traffic and Screening Operations

The COVID-19 pandemic had an unprecedented impact on the aviation industry. Passenger volumes reached a historic low in April 2020, when screened traffic saw a reduction of over 97% compared to April 2019. As such, some checkpoints and screening lines were temporarily closed, however operations continued in order to support the industry.

With a gradual increase of passenger traffic, CATSA began reopening checkpoints and screening lines in 2021. By March 2022, only 6.3% of PBS checkpoints remained closed. In addition, Class 2 and 3 airports were able to re-open as passenger volumes increased. Out of the 89 designated airports, 81 had active screening operations, three remained closed as a direct result of the COVID-19 pandemic while another five were inactive due to an absence of commercial operations as at March 31, 2022.

The emergence and rapid transmission of various COVID-19 variants may have an impact on passenger traffic. As an example, the Omicron variant resulted in a downturn in the number of passengers screened at CATSA checkpoints. However, in March 2022, screened traffic recorded only a 39.4% decrease when compared to March 2019.

Due to the ever-evolving and volatile nature of the pandemic on passenger traffic, CATSA continuously re-assessed its forecasts using a variety of third-party data sources to ensure the latest trends and indicators are factored into the organization’s planning and resourcing activities.

Legislative and Regulatory Framework

Responsibility for civil aviation security in Canada is shared among several federal government departments and agencies, as well as airlines and airport authorities. Transport Canada is designated as Canada’s national civil aviation security authority. CATSA, as the civil aviation security screening authority for Canada, is regulated by Transport Canada.

CATSA is subject to domestic legislation and regulations in the way that it conducts its business and screening activities. These acts and regulations include, but are not limited to, the CATSA Act; the Financial Administration Act (FAA), Part X; the Aeronautics Act; and the Canadian Aviation Security Regulations, 2012.

To stay abreast of emerging matters that impact civil aviation, CATSA engages with domestic and international partners and is focussed on staying adaptable in order to respond efficiently to evolving responsibilities. The organization’s Standard Operating Procedures, including the training program for screening officers, are regularly updated to ensure CATSA stays ahead of the changing aviation environment.

CATSA’s responsibilities have continuously evolved since its inception in 2002. As a recent example, during the COVID-19 pandemic, additional responsibilities were imposed to support public health measures, including temperature screening and vaccination verification. At no time was CATSA’s core security mandate compromised.

Howard Lum
Specialist, Portfolio Management

I am proud to work for CATSA, an organization with great leadership that empowers its employees. I was fortunate to start near the beginning of CATSA. My journey started 19 years ago, in the initial Training and Certification team. Through hard work, our team successfully deployed the National Training and Certification Program for screening officers. During this period, I saw the deployment of programs such as HBS, PBS, RAIC, and NPS. CATSA has been resilient throughout its existence by timely deploying programs stipulated by the government, implementing new projects (liquids, aerosols and gels restrictions, security screening for the Vancouver 2010 Olympic and Paralympic Games), formalizing policies and procedures, and building strong relationships with stakeholders. During the challenging COVID-19 pandemic, CATSA was adaptive in managing its programs and projects, and working remotely with effective communication technology. Looking to the future, I see CATSA continuing to be adaptive to the new regulations and technologies for secure air transport and adapting to the needs of the stakeholders, employees and customers.

Erin Mayhew
Manager, Program Coordination

I started working at CATSA as an administrative assistant in September 2002, when there were less than 50 employees. I have since had the opportunity to work in many parts of CATSA, watching the organization grow to over 400 employees, and  I witnessed numerous organizational changes over the past 20 years. During my early few years, I supported the first equipment deployments at PBS and HBS; in 2004 I had the opportunity to travel to Vancouver International Airport to assist in testing their new HBS system; and in 2006, I organized a reception with our Board of Directors to celebrate attaining 100% HBS at eighty nine airports across Canada. I have had the pleasure of working with and learning from some incredible colleagues, which has been one of the main highlights for me. Going forward, I expect the organization will continue to shift and adapt to the unknown challenges that lie ahead. That is one thing for sure: there is never a dull moment working at CATSA.

 Governance Model

In 2019, the Government of Canada enacted the Security Screening Services Commercialization Act (SSSCA), which enables the commercialization of Canadian aviation security screening services. The SSSCA provides for the Governor in Council designation of a corporate body under the Canada Not-for-profit Corporations Act as the designated screening authority to assume legal responsibility for security screening services at Canada’s designated airports.

Formal negotiations with stakeholders related to the sale of CATSA’s assets and liabilities were put on hold in March 2020 as the Government of Canada and the various private entities that comprise the designated screening authority (airport authorities and airlines) responded to the COVID-19 pandemic. While the timeline for the potential sale remains undetermined, CATSA will continue to deliver aviation security screening services, while supporting the seamless transfer of responsibility to a private not-for-profit entity, if and when requested by the Government of Canada.

Aligning with Government of Canada Priorities

As CATSA’s regulator, Transport Canada is responsible for developing civil aviation security screening requirements. In addition, Transport Canada regularly monitors changes introduced by international partners such as the International Civil Aviation Organization (ICAO), and continuously assesses the impact of future regulations on Canada’s aviation security system. This allows CATSA’s screening operations to remain adaptable to the evolving aviation landscape.

Over the past year, CATSA has continued to collaborate with Transport Canada on various key files, such as ongoing efforts to enhance sanitization of screening checkpoints, and the implementation of the full body scanner (FBS) as the primary security screening tool for passengers at PBS.

As a Crown corporation regulated by Transport Canada, CATSA is fully committed to aligning its policies to support the federal government’s social, economic, and environmental priorities, including: supporting reconciliation with Indigenous Peoples; improving accessibility for all travellers; combatting climate change; and further promoting diversity and inclusion for both the hiring and retention of employees and in its screening operations. Such federal priorities are undertaken wherever it can be achieved without compromising CATSA’s core security mandate.

> Indigenous Reconciliation - Engagement with Indigenous Elders

CATSA has engaged an advisory group of Indigenous Elders, which will inform changes to screening procedures such as the treatment of sacred items in 2022, and will also result in the launch of Indigenous cultural awareness learning. Fostering an awareness of Indigenous cultures will enable CATSA to provide a more inclusive and positive screening experience for all Indigenous travellers and respond to the Truth and Reconciliation Commission’s Call to Action 57, which calls upon the Government of Canada to educate public servants on the experiences of Indigenous Peoples.

CATSA contracted the First People’s Group, an Indigenous education firm, to develop and deliver this learning. In 2021/22, the pandemic delayed the delivery of this learning program, but CATSA has maintained ongoing engagement with Elders to seek their feedback and input on learning material that has been developed. Indigenous cultural awareness learning will launch in spring 2022.

> Improving the Accessibility of Security Screening for all Travellers

In June 2020, the Canadian Transportation Agency (CTA) published regulations that uphold higher standards for accessibility in the transportation sector. As such, CATSA is working actively to eliminate and prevent barriers in the security screening process for all passengers, consistent with the Accessible Canada Act. Moreover, CATSA has been focused on implementing training for screening officers for the provision of safe, sensitive and effective security screening of persons with disabilities. The organization is also working towards eliminating and preventing barriers in its internal hiring and employment practices, in support of the Accessible Canada Regulations.

> Compliance with Federal Policy on Mandatory Vaccination

In August 2021, the Government of Canada announced COVID-19 vaccination requirements for the federal workforce and the federally regulated transportation sector. CATSA enacted a mandatory vaccination policy for all employees, effective November 1, 2021. The mandatory vaccination policy remained in effect at the end of the fiscal year 2021/22. In addition to the federal regulations on mandatory vaccination for the transportation sector which apply to screening officers, CATSA issued a mandatory vaccination directive for its contractors that access CATSA’s workspaces. The organization has also confirmed that the President and Chief Executive Officer (CEO) and all members of the Board of Directors are compliant with vaccination requirements for Governor in Council appointments.

> Climate-related Disclosures

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 include the disclosure of climate-related risks and opportunities, by 2024. In 2021/22, CATSA began working towards adoption.

> Culture of Diversity and Inclusion

CATSA is committed to fostering and reinforcing inclusive and respectful behaviours in the workplace by ensuring policies, processes and practices are in place to meet the needs of its employees and to celebrate diversity. CATSA has developed a comprehensive Diversity and Inclusion Framework, which will enable the organization and its employees to integrate diversity and inclusion values and practices into all existing and future corporate processes. For example, current professional development strives to raise greater awareness and sensitivity to gender orientation. As such, the organization strives to achieve an inclusive workplace that is reflective of Canada’s diversity. Other measures have included enhanced anti-harassment training for employees in addition to the development of a new policy to encourage the integration of gender-based analysis plus into decision making. Furthermore, CATSA will continue to review its policies to ensure they do not contain inherent barriers or biases.

Lisa Russo
HR Administrator

CATSA was created quickly in reaction to the terrorist attacks on September 11, 2001; it initially only existed on paper. The people who built the organization worked at Transport Canada, which is where I found myself in April of 2002. I remember my first day in our real office as if it was yesterday. My office was at the reception desk, but since we did not even have a receptionist, I pulled double duty. My first job was to verify contact information for 89 airports. We had to walk before we could run, and we needed to move fast, because governments in Canada and around the world feared copycat terrorist attacks like the one on September 11, 2001. Twenty years since that fateful day in 2001, CATSA is better than ever. We carry out our core responsibilities to a high standard. I expect that to continue as travel resumes, as long as we never forget why we work here and the importance of what we do!

Mary Puskaric
Analyst, Accounts Payable

I have worked at CATSA for 17 years. I have had the opportunity to work among some great people. The longevity of our collective careers shows the pride in what CATSA accomplishes to ensure the safety of the travelling public everyday. At CATSA, we work as a team in every branch. I work in the Corporate Affairs and Finance branch, and I have the pleasure to collaborate with every group at headquarters and in the regions. As we are in an ever-changing world, we need to act efficiently and effectively to provide security and the best service possible for travellers. One of the highlights of my career is the Vancouver 2010 Winter Games. This was one of the biggest events in CATSA history and required all hands on deck, and I feel fortunate to have played a role in it. Moving forward, I see CATSA being an integral part of the future of security for travellers.

Transparency and Open Government

The Government of Canada has committed to set a high bar for openness and transparency. This begins with consistent and timely compliance with obligations under the Access to Information Act, the Privacy Act, and related Treasury Board of Canada directives.

In order to maintain transparency and openness with the public, CATSA discloses its wait times and passenger traffic volumes, and publishes critical bulletins, information materials and periodic reports on CATSA policies, procedures and evolving issues online. Data sharing has facilitated industry recovery efforts by allowing stakeholders to efficiently access real-time data and perform analysis to identify passenger traffic changes and trends.

CATSA also conducts quarterly passenger surveys, and recently completed a survey to gain further insight into the attitudes of the travelling public during the pandemic. In addition, CATSA hosts a website with mechanisms for enquiries and feedback, and participates in active consultations to engage industry representatives and other stakeholders. This permits CATSA to enhance its positive impact in the aviation industry, and expand the opportunities for passengers to provide meaningful input.

In order to remain accountable and maintain transparency, CATSA holds annual Public Meetings and its Corporate Plan Summaries and Annual Reports are tabled in Parliament. CATSA also provides responses to enquiries and requests for information from Parliament, the Auditor General of Canada and other government authorities.

Official Languages Requirements

CATSA is committed to meeting its obligations under the Official Languages Act and has previously updated its three year Official Languages Plan, which demonstrates the organization’s commitment to:

• Enhancing the vitality of the English and French linguistic minority communities in Canada and supporting and assisting their development; and 
• Fostering the recognition and use of both English and French in Canadian society.

Official Languages Maturity Model Initiative

CATSA was selected by the Office of the Commissioner of Official Languages to participate in an Official Languages Maturity Model (OLMM) initiative, which began in the fall of 2021. The OLMM is a tool for assessing and improving organizational processes with respect to official languages obligations. The OLMM will influence all of CATSA’s business, from its hiring and leadership practices, to the services it provides to the public. It is expected that feedback from this initiative will further contribute to CATSA’s Official Languages Plan and enable continuous improvement.

Supporting Industry Partners

CATSA operates in an integrated, complex and evolving environment with different entities assigned to specific security responsibilities, including governmental partners, airport authorities, airlines, law enforcement agencies and international partners. Activities, such as the scheduling of flights, passenger check-in, screening of passengers and their baggage, loading of checked baggage and boarding of aircraft, must operate seamlessly to ensure the efficient and secure movement of people and goods.

This integration requires a high degree of coordination between CATSA and industry partners, not only to ensure the effective and efficient screening of passengers and their belongings, but also to aid their continuous movement through the security screening process. As such, CATSA has established itself as a credible authority on security screening through the development of collaborative relationships with its third-party screening contractors, stakeholders, government departments, and international partners.

During the most volatile moments of the COVID-19 pandemic, CATSA has been able to leverage its relationships with industry partners to share information concerning matters of security, passenger traffic and wait times, labour market challenges and screening technology innovations while supporting the recovery of the civil aviation industry. Leading up to the summer months, a number of airports experienced longer wait times at certain checkpoints due to various factors. CATSA will continue to leverage its relationships with industry partners and work collaboratively in order to find solutions to challenges of joint interest aimed at supporting the recovery of the civil aviation industry.

Ongoing Harmonization – United States Transportation Security Administration (TSA)

As part of the “Beyond the Border Action Plan”, Canada and the United States signed a Memorandum of Understanding aimed at achieving harmonization in screening procedures at airports with United States Customs and Border Protection Preclearance. Continued harmonization will ensure that both country’s screening operations provide a comparable level of security, as well as a common passenger experience.