Governance at Airways
Commitment to sound governance Directors and management recognise the importance of robust and effective governance and are committed to delivering this at Airways. The following sections set out the systems and processes Airways has in place to foster high standards of ethical and safety conscious behaviour and sound decision making. It also explains how Airways ensures those systems and processes are supported by the right people and achieve the desired outcomes. The Code of Conduct underpins governance at Airways, from the Board through to operational staff. It is a comprehensive guide communicated to all employees which sets out explicit expectations of the highest standards of integrity, good conduct and concern for the public interest, as well as providing clear guidelines for when these expectations are not being met. The Code of Conduct, along with a range of supporting policies outlining key expected behaviours of Airways’ people, is published under the “Our People” section Airways operates under a range of legislative and regulatory obligations, however the key principles of Airways’ governance framework are established by the Companies Act 1993, State Owned Enterprises Act 1986, the Owners Expectation Manual and the Civil Aviation Authority (CAA) Act 1990. Those key principles are: a) Airways is ultimately accountable to the Shareholding Ministers, who have support from Treasury (through the Commercial Operations group). b) This accountability is achieved through the annual expectations letter issued by the Shareholding Ministers and the compilation of (and reporting against) the Statement of Corporate Intent (SCI) by the Airways Board. The SCI sets out the objectives, the nature and scope of activities, financial and non-financial performance indicators and an estimate of the current commercial value, of Airways. c) The Office of the Auditor-General (OAG) is responsible for providing additional financial oversight, primarily through the appointment of an external auditor. d) Starting with the Board, and flowing through to all areas of the company, Airways adopts a ‘no surprises’ policy. e) Airways must adhere to all applicable Civil Aviation rules and regulatory requirements to ensure continuing operational certification from the CAA, including establishing and maintaining an effective Safety Management System. The key parties in Airways’ governance structure, and the lines of reporting and accountability between them, are set out in the following diagram: of the Airways website. Governance framework
THE TREASURY
SHAREHOLDING MINISTERS
AIRWAYS
THE BOARD
REMUNERATION COMMITTEE
SAFETY COMMITTEE
AUDIT & FINANCE COMMITTEE
EXTERNAL AUDIT
SCRUTINY
MANAGEMENT
ACCOUNTABILITY
THE EXECUTIVE LEADERSHIP TEAM
SAFETY & ASSURANCE
DIRECT REPORTING LINE RELATIONSHIP & COMMUNICATION CHANNEL
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