How Pearson Airport Can Finally Fix the Passenger Experience

Executive Summary:

J.D. Power published its annual North American Airport Satisfaction survey in the past month. Toronto Pearson International Airport ranked the busiest in Canada but also ranked 20/21 regarding passenger satisfaction in mega-sized airports. An airport is considered mega-sized if it carries 33+ million passengers a year. The airport's current operational pain points are staffing shortages, inefficient baggage handlers, and outdated infrastructure. There are several ways in which the Toronto airport can overcome the pain points and bolster its passenger satisfaction. These include increasing staffing during European flight times, improving digital signs to be forthcoming about wait times, expanding and streamlining baggage and security systems, and updating airport transit infrastructure. All of these suggestions will have risks that can further damage the airport's reputation, so it's important to implement these steps in a timely and organized manner.

Situation Overview:

Established in 1937, Toronto Pearson International Airport was initially designed as an alternative to the Toronto Island Airport. However, the post-Second World War era and the subsequent surge in air travel demand led Pearson Airport to become the primary airport for Toronto and the GTA. Today, it stands as Canada’s busiest airport, having served 46.8 million passengers in 2024. With a projected 4.5% increase in passenger volume in 2025, Pearson Airport is poised for further growth, offering a promising future despite potential challenges to passenger satisfaction.

Pearson is operated by the Greater Toronto Airport Authorities (GTAA) and is supported by over 50,000 workers. Some of their key stakeholders include the GTAA, local, provincial, and federal government, and the 54 airlines flying in and out of Pearson and CIBC. The current J.D. Power report and recent baggage issues that social media has brought attention to are showcasing the extreme dissatisfaction that passengers are experiencing while at Pearson Airport.

Root Cause Analysis:

There are three leading causes of passenger dissatisfaction at Pearson Airport: operational inefficiencies, passenger service, and limited transportation and accessibility. 

Operational Inefficiencies:

• In early February 2025, Canadian Television News (CTV) published an article stating that passengers waited up to an hour and a half in line at security during peak hours at Pearson Airport. Moreover, users on social media apps such as Instagram and TikTok have emphasized the disorganization and poor efficiency of the current baggage system. These operational inefficiencies cause poor passenger dissatisfaction and can severely affect a passenger's experience at Pearson Airport.

Customer Service:

• While the GTAA can not directly influence the passenger service airlines provide, the airport can find solutions to mitigate any situations that arise due to poor terminal design or airport-related incidents. Thousands of passengers have complained via Google, Yelp, and Reddit about the design of Terminal 3 US departures and its congested customs area. Congested Areas in airports can lead to an increased stress level for both passengers and employees and contribute to poor passenger experience and service.

Limited Transportation:

• Pearson Airport has many types of transportation services which benefit the millions of Toronto residents living in the downtown corridor. However, it fails to provide adequate service to those living north of the airport. The two options the rural population of Ontario has to get to Pearson are either an overpriced Uber / Airport taxi or a go-train to Union Station (Toronto'sToronto's central train station) and then the UP Express, which combined can take up to 2-3 hours. Long and expensive travel times can lead to passenger dissatisfaction before entering the airport. To mitigate this root cause, Pearson needs to work with municipal and provincial governments to create a go-train station near or at the airport, similar to Chicago O'Hare's connection to downtown and the Greater Chicago Area.

Strategic Recommendations:

Short-Term Initiatives:

• Short-term initiatives don't often fix the problem to the greatest extent. However, it is a great way to implement a new system that starts to control the damage. Some quick solutions to implement within six months are increasing security and passenger service staffing during peak airport hours (2-10 pm). This will help keep passengers moving through security lines faster as more lanes will be open. An increase in passenger service agents and CATSA/TSA security will result in a smoother experience for passengers and increase passenger satisfaction. Furthermore, within the first six months of implementation, the GTAA and Pearson Airport can increase digital signage throughout the airport, making new passengers easily understand the process of traveling. Both of these short-term initiatives will reduce passengers' stress when traveling through Pearson Airport, ultimately bolstering passenger satisfaction.

Medium-Term Initiatives:

• Medium-term initiatives are crucial to the overall transformation of any new implementation. It acts as the bridge between short and long-term initiatives, ensuring that the project continues to sail smoothly and gain momentum into its final stages. A key initiative that Pearson should undertake to improve passenger satisfaction in the medium term is the modernization of their baggage system. The incredible volume of baggage that flows through Pearson Airport cannot be understated. However, the airport is notoriously known for its long wait times at baggage claim. Modernizing their baggage system, including increased staffing of baggage handlers, implementing AI to help direct bags directly into correct bins, and a full-proof system to prevent baggage loss, will help flip the negative public perception of their current baggage system.

Long-Term Initiatives:

• The most crucial long-term initiative Pearson Airport can undertake is the redesign of United States customs and departures in Terminal 3. Long lines, a congested hallway, and a lack of seating and amenities often plague this side of the terminal. Passengers emphasize these problems due to the outdated pre-clearance customs system, which can take up to an hour to clear in peak hours. This full-scale redesign would take years to implement but could show the integration of innovative technology, such as facial recognition, similar to what European Union airports are using. By optimizing the layout, passengers will have a smoother airport experience, reducing wait times and improving Pearson Airport's current ranking among mega-airports. It is a long-term investment to improve passenger experience, brand equity, and operation efficiency.

Risk and Mitigations:

Union Resistance to Staffing Changes:

• Unifor, UFCW Local 1006A, and Teamsters Local Union 647 are the three largest Unions representing staff employed at Toronto Pearson Airport. Given the large number of individuals employed at Pearson, Unions may oppose the recommended staff increase during peak hours. One way to mitigate this risk is by engaging them early in conversations and negotiations. This will open a direct line of communication and show unions that the GTAA is willing to work with Unions to ensure that no worker is left neglected but instead supported. Involving mental health officials and statements from overworked employees can help bolster the argument to be made to the Unions.

Budget Overruns:

• An extremely high risk of these recommendations is spending going over budget. To ensure that the GTAA is prepared for this, it is recommended that they introduce phased funding by approaching key stakeholders such as governments at all three levels and current business partners. While funding takes time, the GTAA must begin approaching stakeholders immediately.

Conclusion:

The GTAA has helped develop Toronto Pearson Airport into a mega-sized airport. While it has provided Canadians and passengers worldwide with direct access to the largest city in Canada and a hub with 54 airlines, the passenger experience has deteriorated over the past decade. As a result, changes must be made in the short and long term to regain passengers' trust and ensure a smooth experience for everybody passing through their doors. The recommended strategies, alongside the risk mitigations will help the GTAA improve their public image.