Operating Environment 

CATSA continuously analyses its internal and external operating environment to plan strategically and innovate to deliver its mandate.

Screening Operations

CATSA’s service delivery model for screening services entails the contracted engagement of Canadian third-party screening contractors. These contractors employ certified and dedicated screening officers to carry out screening at active designated airports across Canada. Once certified, screening officers can work in any province or territory.

The following table illustrates the screening contractors engaged in each region.

It is important to note that approximately 95% of CATSA’s total operating budget is directly linked to delivering security screening operations. This includes purchasing screening hours through screening contractors, maintenance of screening equipment, the development and delivery of training for screening officers, and essential oversight activities.

Screening Technology

CATSA is a technology forward-looking organization that embraces innovation with intention and purpose to enhance the passenger experience through streamlined processes and operational efficiency, and to ensure the highest possible security of people and goods as they move across the air transportation network in Canada or travelling abroad.

CATSA will accelerate investments in innovative technology, such as the deployment of CT X-ray equipment at PBS checkpoints to enhance effectiveness and efficiency. It will implement initiatives to enhance the traveller experience by deploying and upgrading technology related to biometrics, automated detection algorithms, and artificial intelligence tools, among other initiatives, as well as maximize screening equipment availability to mitigate impacts on overall wait times.

Passenger Traffic

CATSA’s forecasts estimate passenger traffic will increase 25.7% between 2025/26 and 2030/31, as detailed in the following table.

The Compound Annual Growth Rate (CAGR) of CATSA’s passenger forecast is 4.7% over the reporting period. A report published by Airports Council International in 2025 related to airport infrastructure needs concluded that large hubs in the United States are expected to see an annual passenger growth rate of 2.3% through 2050; medium hubs 2.1%; and small hubs 1.7%. Looking at other markets, the International Air Transport Association’s 2025 report, The future of global air travel (2024-2044), concluded that Asia-Pacific will see a CAGR of 5.1%, Africa 4.2%, Middle East 4.1%, Latin America 3.3%, and Europe 2.5%.

Alignment with Government of Canada Priorities

CATSA actively supports the Government of Canada’s broader economic, security, productivity and innovation priorities, as well as its equity, diversity, inclusion and reconciliation objectives. See Appendix H for more information.

Collaboration

CATSA works closely with screening contractors, maintenance service providers, airport authorities, air carriers, industry associations, and local law enforcement agencies. It also collaborates with several federal departments and agencies, most notably its regulator Transport Canada, the Canadian Transportation Agency (CTA), the Canada Border Services Agency, the Royal Canadian Mounted Police, the Canadian Security Intelligence Service, and the Canadian Centre for Cyber Security. CATSA achieves a high level of client satisfaction and of security effectiveness while meeting common objectives through proactive partnerships.

CATSA also engages with several international partners to share trial results, lessons learned, and best practices to advance industry harmonization and innovation. These partners include the United States Transportation Security Administration (TSA) and other foreign airport screening agencies; the International Civil Aviation Organization (ICAO); the European Civil Aviation Conference (ECAC); and the International Air Transport Association (IATA).

In addition to its core security mandate, CATSA is also an economic enabler, ensuring the safe and seamless movement of travellers that underpins tourism, trade, and major events such as the G7 Leaders’ Summit and the FIFA World Cup 2026. By facilitating these events, CATSA contributes to Canada’s economic prosperity and strengthens the country’s international reputation as a secure, reliable, and welcoming destination.

CATSA’s primary objectives in its collaboration with partners are promoting greater integration, enhancing data sharing and improving client service.

Human Resources Management

CATSA relies on a highly skilled and diverse workforce at its headquarters and regional offices to carry out its mandate.

In recognition of growing demands and passenger volumes, the Government of Canada approved an augmentation of CATSA’s workforce in 2023. The organization increased its workforce by 84 indeterminate full-time equivalents (FTEs) over three years, with all new resources in place by 2025/26.

In 2025/26, CATSA had fewer FTEs (532) than it did in 2010/11 (538), despite an expanding mandate, growing pressures to innovate, and a 49% increase in passenger volumes over the same period.

In alignment with the Government of Canada’s efforts to decrease its overall operational costs as part of the CER, CATSA was required to reduce its FTEs by 20 positions as of April 1, 2026. This was achieved in part through attrition. Severance costs were incurred in 2025/26.

CATSA will manage its human resources through succession planning, enterprise vacancy management, and knowledge transfer, while addressing skills gaps to keep up with rapid advancements in technology, including in artificial intelligence. It will develop a future-ready workforce through comprehensive staff training, skills-driven recruitment, strong leadership development, and programs fostering talent retention and capability growth.

The following table illustrates the distribution of CATSA’s human resources, including the actual FTEs for 2024/25 and 2025/26, and the planned FTEs expected from 2026/27 to 2030/31.

Nearly all regional employees are deployed at Class 1 airports, with the exception of two FTEs that were re-allocated from the Vancouver International Airport to Class 2 airports in Victoria and Kelowna, where they execute the overall planning, delivery and oversight of screening operations.

Moving forward, CATSA envisions a resilient, agile workforce strengthened by human-AI collaboration that delivers seamless transitions, strong leadership, higher productivity, and greater capacity to quickly adapt to evolving demands. The outcomes of annual workforce planning, as well as outsourcing/insourcing strategies, may require future requests for additional FTEs or the flexibility to increase FTEs within the approved budget.

Response to External Audits

The Office of the Auditor General (OAG) Special Examination final report on CATSA was tabled in Parliament in 2025. The report did not highlight any significant deficiencies in the corporate management practices, or in the management or operations. As of April 2025, CATSA has addressed all 10 recommendations made by the OAG.

The CTA conducted a comprehensive audit of all Class 1 airports in early 2025 to evaluate adherence to the Accessible Transportation for Persons with Disabilities Regulations (ATPDR). Observing passengers at screening checkpoints, the CTA reported no significant non-compliance issues. In April 2025, the CTA shared encouraging feedback, noting the positive outcomes thus far. CATSA’s further enhancements will be guided by learnings from the CTA, advocacy organizations and individuals with lived experience of disability.

Environmental Scan

CATSA’s environmental scan details the key strengths, weaknesses, opportunities and challenges (SWOC) the organization now faces or expects to confront over the planning period.

SWOC Summary