With regard to the first part of your question, in terms of capacity planning with the airports, you've hit on a really key driver behind our screening checkpoint operations. CATSA operates in the airport's space. It's not our space. It is the airport's space. It provides the space, and we operate in it.
In some cases, I would argue that we have adequate space. In other cases, due to significant growth in the industry, which you've heard about today as well, we're butting up against the wall. We do work very closely with the airports. We recognize the challenges for the airports. They have to make capital investment decisions, and that's not free. Ultimately, someone has to pay for that. It's an ongoing dialogue with airports.
In terms of effecting an improvement in what are defined as performance standards, we're talking about service levels in terms of wait times. In some cases, we're kind of maxed out within the checkpoint space, so we're having those dialogues. In other cases, there's more space to grow.
That brings me to the second part of your question. The answer is that it requires capital. In terms of the long term, right now we're engaged in dialogue and consultation with Transport Canada officials to look at a forward-looking, long-term plan for our organization in terms of capital investment.