SACAA Annual Report 2022_23

PART C I Governance

Authority and regularly informs the Executive Authority of progress, milestones and challenges facing the SACAA through written correspondence, presentations and interfaces with the Minister and Deputy Minister of Transport. 1.3 Accounting Authority The Accounting Authority appreciates the constructive engagements with the Executive Authority on its reported performance and the positive support for challenges facing the entity from time to time. The Board, as the Accounting Authority, provides strategic direction to the entity and constantly strives to achieve all obligations as stated in the annual performance plan and contracted in the performance agreement. The Accounting Authority presented its 2021/22 annual report to the shareholder at the Annual General Meeting on 19 October 2022, which report was well received by the Executive Authority, represented by the Deputy Minister of Transport. The favourable feedback received from the shareholder was progressive and encouraging. 2. ROLES AND RESPONSIBILITIES OF THE BOARD

• Appreciate that the SACAA’s strategy, risk, performance, and sustainability are inseparable. • Review and approve the SACAA’s financial objectives, plans and actions, including cost allocations and expenditures. • Ensure that the entity has an effective and independent Audit and Risk Committee. • Ensure that there is an effective, risk-based internal audit function, as well as effective governance of risk management and the information technology infrastructure. • Ensure that the SACAA complies with all the applicable laws, and considers adherence to non binding rules, codes, policies, and standards. • In line with section 76 (c) of the Civil Aviation Act, the Board monitors service standards and customer satisfaction levels and reports to the Minister on any matter concerning such issues. The above-mentioned roles are not exhaustive but provide a high-level summary of the roles and responsibilities of the Board as stipulated in the Civil Aviation Act, Performance Agreement, PFMA and the Board Charter.

The Board retains full and effective control over the governance of the SACAA, and a clear division of responsibility exists at Board and Executive level. It has delegated some of its powers to the Director of Civil Aviation (DCA) and the Executive Committee through a Delegation of Authority (DoA) framework, which was approved by the Board. The DoA, however, does not absolve the Board of its responsibilities and accountability. The role of the Board is, among others, to: • Provide effective ethical leadership. • Develop the SACAA Strategy and Annual Performance Plan. • It is responsible for all income, expenditure, revenue collected and assets as well as the discharge of liabilities. • Determine, oversee, and revise the corporate governance structures within the SACAA. • Determine, oversee, and revise the human resources policies and human resources strategies of the SACAA. • Ensure that the SACAA is managed effectively in pursuance of its mission, by providing oversight over the entity’s strategies, policies, decisions, and the execution thereof.

106 I Annual Report 2022/23 I Governance