Mr Christoph Seimelo
CHIEF LEGAL COUNSEL & ACTING CORPORATE SECRETARY
The Authority’s governance system is firmly aligned with the statutory requirements of the Namibia Civil Aviation Act, Act 6 of 2016. Effective and efficient governance is one of the core pillars of the Risk Management Framework, which the Board adopted during the reporting period. The system incorporates risk management reviews and updating, strategy and policy setting, internal and external communication.
As a consequence of compliance and quality assurance, the system of delegation and performance standards of appointees received priority attention and this is evidenced by the audited reports of the NCAA provided in the Annual Reports.
The governance horizon also requires compliance with relevant provisions of the Public Enterprises Governance Act, the State Finance Act of 1991, the Public Procurement Act, and regulatory oversight of owners acting under the Companies Act of 2004 (such as Air Namibia), as well as the Namibian Airports Company Act of 1998, and other civil aviation laws, among others.
The NCAA was placed in a position to issue updates on a comprehensive suite of regulations that also facilitated the effectiveness of the ICAO Continuous Verification Mission (security audit – reported on in our 2019 Annual Report).
The governance horizon also requires compliance with relevant provisions of the Public Enterprises Governance Act, the State Finance Act of 1991, the Public Procurement Act, and regulatory oversight of owners acting under the Companies Act of 2004 (such as Air Namibia), as well as the Namibian Airports Company Act of 1998, and other civil aviation laws, among others.
The NCAA was placed in a position to issue updates on a comprehensive suite of regulations that also facilitated the effectiveness of the ICAO Continuous Verification Mission (security audit – reported on in our 2019 Annual Report).
Critical to the governance framework is the role required of the Board in terms of the Act and their reporting to the Minister (in this instance, the Minister of Works and Transport). In turn, the role of the Executive Director is clearly set out as being the “accounting officer” who must be “directly and solely accountable to the Board” (section 33). Thus, Board records for the year indicate the regular submission of performance reports on the execution of functions and implementation of Board decisions.
Institutionalisation of the NCAA remained and was a major feature of Board actions. In pursuance of the aforementioned, the Board enabled stakeholder consultations from the Ministerial level, both national and international organised industry entities, aviation operators and on staffing matters.
