Expected Results and Performance Indicators
CATSA uses several key indicators to monitor, assess and report on progress and achievements in areas of critical importance to the fulfillment of its mandate, mission, operational performance and strategic objectives.
Set out over the following pages are short (immediate), medium (intermediate) and long-term (ultimate) outcomes, key measured targets and the criteria and indicators used to measure progress in their achievement. The expected results and risks mitigated by the achievement of the strategic objectives are also included.
All recent results are for the first half of 2025/26, unless otherwise noted.
Objective: Promote an Integrated Aviation Ecosystem
Output: Achieving a more integrated and efficient aviation ecosystem through ongoing engagement and collaboration with industry to integrate technologies that enhance end-to-end experiences and facilitate seamless, secure data sharing, drive risk-based outcomes and modernize communications products directed to industry.
Risk Mitigated: Partner Relations Risk – CATSA’s reputation
Government of Canada Priorities: Strengthening Canada’s economic and security relationships; building a stronger, safer and more secure Canada; enhancing productivity through innovation and the use of artificial intelligence.
Immediate/intermediate/ultimate outcome: Maximize opportunities for collective engagement and advance industry harmonization and share best practices.
| Item | Metric |
|---|
| Performance measures and key statistics | |
| Target(s) | - Partners’ satisfaction level: 95%
|
| Expected results | - CATSA’s partners indicate that the organization engages in meaningful and proactive collaboration, for the benefit of the traveling public and the aviation industry
|
| Recent results | - Partners’ satisfaction level: 92% (FY 2024/25)
|
| Data sources/influences | |
Objective: Elevate the Client Experience
Output: Provide a superior passenger experience through streamlined processes, staff empowerment, and continuous improvement programs that raise satisfaction and operational efficiency.
Risk Mitigated: Partner Relations Risk – CATSA’s reputation
Government of Canada Priorities: Enhancing productivity through innovation and the use of artificial intelligence; delivering on Canada’s diversity, equity, barrier-free and inclusion values, and promoting reconciliation with Indigenous Peoples.
Immediate/intermediate/ultimate outcome: Deliver continuous improvement for CATSA’s clients and engage the community.
| Item | Metric |
|---|
| Performance measures and key statistics | - Overall passenger experience
- Customer satisfaction index
- Overall experience for each Class 1 airport
- Confidence in security screening
- Satisfaction with speed of screening
- Satisfaction specific to passengers who used the family and accessible line
- Satisfaction with service in the Official Language of Choice
|
| Target(s) | - Overall passenger experience: 90%
- Customer satisfaction index: 90%
- Overall experience for each Class 1 airport: 90%
- Confidence in security screening: 85%
- Satisfaction with speed of screening: 90%
- Satisfaction specific to passengers who used the family and accessible line: 90%
- Satisfaction with service in the Official Language of Choice: 90%
|
| Expected results | - Execute Service Strategy
- Increased passenger satisfaction with their screening experience
- Consistently at or above target for all measures
|
| Recent results | - Overall passenger experience: 89%
- Customer satisfaction index: 90.4%
- Overall experience for each Class 1 airport:
- YYC: 81.1%
- YEG: 90.7%
- YHZ: 97.5%
- YUL: 86.5%
- YOW: 96.5%
- YYZ: 87.9%
- YWG: 93.1%
- YVR: 88.1%
- Confidence in security screening: 89.0%
- Satisfaction with speed of screening: 85.6%
- Satisfaction specific to passengers who used the family and accessible needs line: 86.1%
- Satisfaction with service in the Official Language of choice: 96.5%
|
| Data sources/influences | - Passenger intercept surveys at Class 1 airports
- Complaints data
- Equipment Availability
|
Objective: Drive Innovation
Output: Transition from basic automation to artificial intelligence-enabled operations; modernize screening and biometrics systems; and enhance secure data platforms to drive security and efficiency.
Risk Mitigated: Mandated Services Risk – Detection capabilities and maintaining care and control of screening checkpoints
Government of Canada Priority: Strengthening Canada’s economic and security relationships; building a stronger, safer and more secure Canada; enhancing productivity through innovation and the use of artificial intelligence.
Immediate/intermediate/ultimate outcome: Enhance security effectiveness and screening efficiency.
| Item | Metric |
|---|
| Performance measures and key statistics | - Overall security effectiveness
- Wait time service level
- Wait time service level at peak periods
- Consistency of security screening procedures, overall
|
| Target(s) | - Overall security effectiveness: (Cannot be shared in a public document due to security classification)
- Wait time service level: 95/15
- Wait time service level at peak periods: 85/15
- Consistency of security screening procedures, overall: 95%
|
| Expected results | - Security effectiveness remains at or above target
- Annual wait time service level of 95/15 or above at Class 1 airports
- Annual wait time service level of 85/15 or above during peak periods at Class 1 airports
- Meet target for consistency of security screening procedures
|
| Recent results | - Overall security effectiveness: (Cannot be shared in a public document due to security classification)
- Wait time service level: 96.3%/15
- Wait time service level at peak periods: 92.2%/15
- Consistency of security screening procedures, overall: 95.2%
|
| Data sources/influences | - Service monitoring and Recording Tool (SMART)
- PBS, NPS, and HBS testing performance
- Breach score
- PBS, NPS, and HBS Threat Image Projection System (TIPS) performance
- Boarding Pass Security System (BPSS) screened passenger data
- Passenger wait times, averaged on an annual basis for all Class 1 airports
|
Immediate/intermediate/ultimate outcome: Champion forward-thinking solutions
| Item | Metric |
|---|
| Performance measures and key statistics | |
| Target(s) | - Employees who believe CATSA fosters and encourages innovation: 85%
|
| Expected results | - Employees indicate that CATSA fosters and encourages innovation.
|
| Recent results | - Employees who believe CATSA fosters and encourages innovation: 78.1% (FY 2024/25)
|
| Data sources/influences | |
Objective: Invest in Our People for Tomorrow
Output: Develop a future-ready workforce through focused skills-driven recruitment, strong leadership development, and programs fostering talent retention and capability growth.
Risk Mitigated: Capacity risk: Resource availability
Government of Canada Priorities: Building a stronger, safer and more secure Canada; enhancing productivity through innovation and the use of artificial intelligence; delivering on Canada’s diversity, equity, barrier-free and inclusion values.
Immediate/intermediate/ultimate outcome: Nurture an inclusive environment that fosters excellence and engagement.
| Item | Metric |
|---|
| Performance measures and key statistics | - Employee satisfaction
- Employees who meet the language requirements of their positions
- Workforce demographics, including women (W), Indigenous Peoples (IP), visible minorities (VM) and persons with disabilities (PWD)
- Screening officer demographics
|
| Target(s) | - Employee satisfaction: 85%
- Employees who meet the language requirements of their positions: 75%
- Workforce demographics:
- W: 49%
- PWD: 12.7%
- IP: 2.6%
- VM: 30.9%
- Screening officer demographics:
- W: N/A
- PWD: N/A
- IP: N/A
- VM: N/A
|
| Expected results | - At or above target employee satisfaction
- The percentage of employees that meet the language requirement for their position is at or above target.
- Increased representation among designated groups across all levels of employees by adopting strategies grounded in best practices to ensure accountability and raise awareness of barriers faced by equity deserving groups.
- At or above target workforce demographics within CATSA.
- At or above target workforce demographics within the screening officer workforce.
|
| Recent results | - Employee satisfaction: 85% (FY 2024/25)
- Employees who meet the language requirements of their positions: 72%
- Workforce demographics results
- W: 43.7%
- PWD: 5.1%
- IP: 3.6%
- VM: 29.0%
- Screening officer demographics (FY 2024/25):
- W: 45.3%
- PWD: 8%
- IP: 1.1%
- VM: 27.3%
|
| Data sources/influences | - Employee survey
- Annual Official Languages Report
- Employee language test results (HR database)
- Workforce demographics
- Annual Employment Equity Report
- Data from screening contractors
|
Immediate/intermediate/ultimate outcome: Be an employer of choice.
| Item | Metric |
|---|
| Performance measures and key statistics | - Employee satisfaction
- Attrition
- Employees who would recommend CATSA as an employer
- National screening officer attrition rate
- National training and certification program success rate
|
| Target(s) | - Employee satisfaction: 85%
- Annual attrition rate: Less than 8%
- Employees who would recommend CATSA as an employer: 85%
- National screening officer attrition rate: 28%
- National training and certification program success rate: 90%
|
| Expected results | - Meet or exceed targets
- Implement resources for employees relating to mental health and well-being
- Adequate certified screening officer staffing levels through collaboration with screening contractors and Transport Canada
|
| Recent results | - Employee satisfaction: 85% (FY 2024/25)
- Annual attrition rate: 5.5% (FY 2024/25)
- Employees who would recommend CATSA as an employer: 79% (FY 2024/25)
- National screening officer attrition rate: 17.4% (FY 2024/25)
- National training and certification program success rate: 90.4%
|
| Data sources/influences | - Employee survey
- Attrition (HR database)
- Data from screening contractors
- Learning Management System
|
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.
Neil Parry
President and Chief Executive Officer (Interim)
Canadian Air Transport Security Authority
Date: May 14, 2026
