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Our transition team began drafting consistent statements of work to ensure the same outcomes and deliverables across all regions; the only difference would be how each screening contractor would achieve the expectations set out by CATSA. In the days leading up to transition, our foremost priority was ensuring that security screening at Canadian airports remained at peak efficiency and security levels, both throughout the transition period and in the months to follow. Immediately following the announcement of the bid winners, CATSA began working closely with the selected companies and previous screening contractors to ensure a changeover to the new contracts that was seamless to the travelling public. We created working groups to focus on operational requirements, key risks, labour


performance programmes, expectations and communications. As with any significant change, a certain


degree of uncertainty was inevitable. Communications to screening officers were augmented to provide assurance that each of the four successful bidders would require screening personnel who were already designated and certified by CATSA. Some screening officers would maintain their employers; others


relations, communications,


would see a change. However, as part of the RFP process, CATSA had asked bidders to propose a transition plan that looked out for the best interests of screening personnel. It was an important consideration in the evaluation of proposals.


Not long after the contracts were


awarded, one of the screening providers with whom we had just signed screening contracts was acquired by another of our


screening providers. CATSA reviewed the acquisition of Aeroguard Company Ltd. by Garda Security Screening Inc. and following a detailed assessment, approved the assignment of the airport screening services agreement for the Prairies region to Garda. Although we had not anticipated the deal, we quickly realised the benefits of the risk management strategy we had built into our process – to have qualified


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