APPENDIX C: Planned Results

OBJECTIVE 1: Security Effectiveness

Output: 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.

• Consistency – Security Screening Procedures

• 96%

• 94.8%

• Service Monitoring and Recording Tool (SMART)

Intermediate/Ultimate:

Improve the ability of screening officers to identify and prevent prohibited and non-permitted items from entering the restricted area and air transportation system.

• Overall Security Effectiveness
• PBS, HBS and NPS Security Effectiveness

• PBS, NPS and HBS testing performance
• Breach score
• PBS, NPS and HBS Threat Image Projection System (TIPS) performance

A. Service Excellence and Continued Innovation

OBJECTIVE 2: Operational Efficiency

Output: The achievement of optimal screening efficiency, leveraging available resources, including personnel, systems, and equipment.

RISKS MITIGATED: Capacity Risk – Adequate government funding

Immediate:

Ensure screening contractor staffing and attrition management.

• National Screening Officer Attrition Rate
• National Training and Certification Program Success Rate
• Screening officer hiring targets

• N/A
• 90%
• Target varies by region and airport

• Adequate screening officer staffing levels through collaboration with screening contractors and Transport Canada
• Meet screening officer hiring targets

• 10.7%
• 82.7%
• On track to meet targets by summer 2023.

• Data from screening contractors
• Learning Management System
• Payments to Screening Contractors Budget

ASSOCIATED INITIATIVE: Airport Screening Services Agreements, Deploy additional training resources

Intermediate:

Evolve advanced analytics and modelling to optimize screening and checkpoint efficiency.

• Wait time service level (WTSL)

• Stability or improvement in accuracy of short term passenger forecasts

• National average of 95/15 WTSL or above at Class 1 airports starting in 2024/25

• 91.7/15  ^{Footnote 2}

• BPSS screened passenger data
• Passenger wait times, averaged on an annual basis for all Class 1 airports
• Flight schedules

ASSOCIATED INITIATIVE: Improved wait time service levels, Accurate short term traffic forecasting models

Ultimate:

Achieve the targeted wait time service level, including the government-funded target level, and the peak target level.  ^{Footnote 3}

• WTSL
• WTSL at peak

• WTSL: 95/15
• WTSL at peak: 85/15

Measured improvement over time

• Consistent WTSL of 95/15 or above starting in 2024/25
• Consistent WTSL at peak of 85/15 or above starting in 2024/25

• 91.7/15  ^{Footnote 2}
• 82.7/15

• Passenger wait times, averaged on an annual basis for all Class 1 airports

A. Service Excellence and Continued Innovation

OBJECTIVE 4: Sound Asset Management

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

RISK MITIGATED: Compliance Risk – Responsible use of government funding

Immediate:

On-going lifecycle management of CATSA’s capital assets, including HBS and PBS screening technologies.

• Successful deployment
• Equipment availability (PBS, HBS and NPS)

• On-budget and on-schedule deployment

Equipment availability:

• PBS: 99.00%
• HBS: 98.00%
• NPS: 99.00%

• Efficient lifecycle management executed on-time.
• On-target availability of screening equipment.

Equipment availability:

• PBS: 99.55%
• HBS: 99.05%
• NPS: 99.95%

• Equipment availability
• Engagement with airport authorities

ASSOCIATED INITIATIVE: Robust multi-year lifecycle management plans, Transition to new maintenance service provider

Intermediate:

Deploy screening equipment enhancements and optimization.

• Completed trials and roll outs of various enhancements and optimizations.

• Completion

• Complete trial and rollout of new detection algorithms.
• Complete trial and rollout of software upgrades.
• Maximization of screening equipment availability.

• Ongoing

• Transport Canada
• Operational impacts

ASSOCIATED INITIATIVES: PBS screening enhancements, Upgrading screening equipment with latest detection algorithms, Introduction of CT X-ray technology at PBS checkpoints

Ultimate:

Readily available screening technology equipment to ensure resources for security screening.

• Availability of all major screening technology platforms at Class 1 airports

• PBS: 99.00%
• HBS: 98.00%
• NPS: 99.00%

• On or above target availability of all major screening technology platforms at Class 1 airports

• PBS: 99.55%
• HBS: 99.05%
• NPS: 99.95%

• The overall availability of all major screening technology platforms for screening operations

B. A Diverse and Engaged Workforce

OBJECTIVE 1: An Inclusive and Diverse Environment

Output: 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.

RISKS MITIGATED:
Human Resources Risk – Employee recruitment and retention
Capacity Risk – CATSA staff capacity

Immediate/
Intermediate/
Ultimate:

Take steps to support fixed-term and indeterminate employees in meeting the language requirement of their position through second language training.

Promote the use of both official languages in CATSA workplaces

• Percentage of fixed-term and indeterminate employees that meet the language requirements in positions designated as bilingual
• Employee feedback

• Short term: 75%
• Long term: 85%

• The percentage of employees that meet the language requirement for their position is on or above target.
• Favourable feedback from employees relating to the use of both official languages in CATSA workplaces.

• 66.5% (FY 2022/23)

• Employee language test results (HR database)
• Annual Official Languages Report
• Employee culture surveys

Intermediate/
Ultimate:

Increase CATSA’s workforce representation among designated groups.

• Workforce demographics, including women (W), Indigenous peoples (IP), visible minorities (VM) and persons with disabilities (PWD)

Workforce demographics targets: ^{Footnote 4}

• W: 48.2%
• IP: 4.0%
• VM: 21.3%
• PWD: 9.1%

Turnover distribution by designated groups: ^{Footnote 4}

• W: 45.3%
• IP: 1.8%
• VM: 21.2%
• PWD: 2.1%

• Increased representation among designated groups through more diverse methods of attracting candidates.
• On or above target demographics within CATSA.

Workforce demographics:

• W: 45.0%
• IP: 2.3%
• VM: 23.4%
• PWD: 2.7%

Turnover  distribution by designated groups (FY 2022/23):

• W: 59.5%
• IP: 0.0%
• VM: 13.2%
• PWD: 2.7%

• Workforce demographics
• Annual Employment Equity Report

ASSOCIATED INITIATIVES: Support Government of Canada priorities (accessibility, official languages, Indigenous reconciliation, etc.), Apply human resources practices that support diversity in hiring, compensation, and advancement, Implementation of the Employment Equity Plan and Pay Equity Plan, Implementation of the GBA Plus Action Plan and advance GBA Plus integration, Support workplace initiatives that understand and embrace diversity

OBJECTIVE 2: Employee Engagement and Support

Output: 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.

RISKS MITIGATED:
Capacity Risk – CATSA staff capacity
Human Resources Risk – Employee recruitment and retention

Immediate:

Assessment and continual refinement of the flexible workplace model to meet the evolving needs of the organization and its workforce.

ASSOCIATED INITIATIVES:

• Foster a flexible workplace that supports employee needs while balancing organizational objectives

• Utilizing strategies that maximize flexibility in a dynamic operational environment, without undue strain on core personnel

• Stability or improvement in employee satisfaction
• Annual attrition rate: 8.0%
• Absenteeism: 3 days per quarter per employee

• High level of employee satisfaction
• Implemented refinements to the flexible workplace model
• Continuous flexibility for management and employees

• Employee satisfaction: 86% (stable)
• Attrition (FY 2022/23): 7.9%
• Absenteeism: 2.6 days/quarter

• Employee surveys
• Attrition and absenteeism

Immediate:

Utilization of efficient hiring practices and professional services to ensure employees and managers have the resources they need to be successful in their roles.

ASSOCIATED INITIATIVES:

• Responsible and sustainable approaches to workload management
• Strategic use of fixed-term resources and engagement of professional services

• Strategic use of fixed-term resources and professional services

• High level of employee satisfaction.

Intermediate:

Implementation of initiatives and activities that support the mental health and well-being of employees.

ASSOCIATED INITIATIVES:

• Foster a flexible workplace that supports employee needs while balancing organizational objectives
• Delivering mental health support for employees at all levels, as well as the commitment to occupational health and safety

• Use of workplace support resources, and optimization of the flexible workplace model to accommodate employee needs, while upholding position requirements

• Stability or improvement in employee satisfaction
• Annual attrition rate: 8.0%
• Absenteeism: 3 days per quarter per employee

• High level of employee satisfaction.
• Low absenteeism.
• Implemented resources for employees relating to mental health and well-being.

• Employee satisfaction: 86% (stable)
• Attrition (FY 2022/23): 7.9%
• Absenteeism: 2.6 days/quarter

• Employee surveys
• Attrition and absenteeism

OBJECTIVE 3: Transformative Leadership

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

RISK MITIGATED: Human Resources Risk – Employee recruitment and retention

Immediate:

Plan the Leadership Principles and the Leadership Introductions programs in order to provide fundamental growth and learning opportunities for CATSA’s people leaders.

• Development of plans
• Execution of plans

• Successful development and execution of the plan for the leadership programs

• Increased opportunities for growth and professional development through CATSA’s leadership programs

• Ongoing

• Employee surveys
• Feedback from the Board

ASSOCIATED INITIATIVE: Continued implementation of the leadership programs

Intermediate/
Ultimate:

Promote innovation among employees and management, fostering vision and behaviours that support a transformative culture.

• Enhancement of existing vehicles (CATSA Leaders Forum, employee retreat and employee communication)
• Commitment from leaders to remain apprised of the needs of the workforce

• Completed enhancements of existing vehicles.

• Improved organizational awareness of projects and programs related to creating a barrier-free and inclusive environment
• Improved results of employee surveys over time

• Ongoing

• Employee surveys
• Feedback from the Board

ASSOCIATED INITIATIVE: Continue to find opportunities to promote a culture of innovation

OBJECTIVE 1: Industry and Government Collaboration

Output: 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.

RISK MITIGATED: Stakeholder Relations Risk – CATSA’s reputation

Immediate/
Intermediate/
Ultimate:

Continue to foster proactive partnerships with industry and government stakeholders, through reciprocal two-way engagement. 

• Well-established formal and informal processes for dialogue and collaboration with industry
• Responsiveness to industry requests, including for screening on a cost-recovery basis

• Proactive approach to partnerships
• Close, respectful and productive relations
• Timely and meaningful response to industry requests

• Proactive and productive relationships with stakeholders
• Collaborative approach to contributing to government priorities
• Efficient response times to requests from stakeholders.
• Reciprocal two-way engagement and information sharing between all partners and government stakeholders.

• Please reference the Overview section on page five.

• Industry consultations and feedback
• Negotiated agreements for cost recovery screening enhancements where applicable

OBJECTIVE 2: Community Relations

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

RISK MITIGATED: Stakeholder Relations Risk – CATSA’s reputation

Immediate/
Intermediate/
Ultimate:

Continue to prioritize the delivery of a positive passenger experience through effective communications with the travelling public. 

• Well-established formal and informal processes for feedback from and consultation with the travelling public
• Effective means of communicating with the travelling public
• Overall passenger experience

• Close, respectful and productive relations
• Timely and meaningful response to public and community requests and complaints
• Overall Passenger Experience:  85%

• On or above target overall passenger experience results
• Positive reputation for community engagement and communications

• Accessibility Plan consultations
• Consultations with cultural groups
• Overall Passenger Experience: 87.8%

• Stakeholder consultations and communications
• Public and passenger enquiries, suggestions and complaints

Immediate/
Intermediate/
Ultimate:

Collaborate with key stakeholders, including Transport Canada and industry partners, in order to achieve common goals.

• Well-established formal and informal processes for communication and feedback with community stakeholders

• Close, respectful and productive relations
• Timely and meaningful response to public and community requests and complaints
• Support of government priorities and objectives.

• Collaborative relationships with key stakeholders
• On-going work to support government priorities and objectives

President and Chief Executive Officer Commitment

As President and Chief Executive Officer of the Canadian Air Transport Security Authority, I am accountable to the Board of Directors for the implementation of the objectives and initiatives described in this Corporate Plan and outlined in this Appendix. I confirm that this commitment is supported by the balanced use of all available and relevant performance measurement and evaluation information.

Nada Semaan
President and Chief Executive Officer
Canadian Air Transport Security Authority

 Date: September 8, 2023