Valerie Jarrett Quotes

We followed the law, we follow our policies, we self-report, we identify problems, we fix them. And I think we do a great job, and we do, I think, more to protect people's civil liberties and privacy than they'll ever know.

We are constantly working towards the highest level of compliance possible.

Corporate governance should be done more through principles than rules.

I got more whistleblowers from the Secret Service than I do anywhere else. And if you look at that department and agency, it's the one place you can never, ever, ever make a mistake - ever.

Lack of accountability in any decision making structure is not tolerable.

What did they know, when did they know it, and what did they do about it.

We've done all the work that needs to be done on the inside to make sure there's no malfeasance inside Chrysler.

Preventing staff from having too much influence and decision-making power is fairly easy. Appropriate procedural safeguards can be installed to prevent staff from, among other things, self-dealing, making decisions in an isolated manner, or committing funds without oversight.

A lot of people think if you just had more process and more compliance -- checks and doublechecks and so forth -- you could create a better result in the world. Well, Berkshire has had practically no process. We had hardly any internal auditing until they forced it on us. We just try to operate in a seamless web of deserved trust and be careful whom we trust.

No matter what your decisions are, no matter what your votes are, if you're not playing by the rules, you're taking a big risk.

I'm a person who promotes the concept of accountability to a great extent, and I've spoken in the Parliament and reinforced the need for accountability.

I'm a true believer that you have a moral obligation to keep your employees honest, and that is why you have controls, so I'm never tempted or put in a position where I could do something to defraud my employer.

Now where people are - at least the people I talk to - they are focused on issues of trust. Accountability also comes up, to make sure that this doesn't happen again.

We measure everything - why not governance?

In the ideal scenario, consultants work for a board, and they're helping the board check on certain aspects of management. Their work is made public and transparent.

Excellent, there's nothing quite like a blunt object to reinforce proper administration ethics.

We inspector generals have the power of the pen, the power to persuade. But we do not have the authority to implement our recommendations or prosecute wrong-doing.

As a company, we have to be very transparent. We are in a business very related to finance, and I want this company to last long, and I want this company to be audited by everyone.

We follow highest level of corporate governance, which is in line with a global company like ours.

Government doesn't have a high tolerance for failure.

The lesson is the importance of never becoming untethered to oversight and accountability.

Our goal is to set the gold standard when it comes to compliance.

I fully support accountability and transparency.

The issue of corruption in the humanitarian system is not an issue which is fundamentally different from dangers of corruption in other areas. One of the best ways to strengthen accountability is to engage in principled and law-based humanitarian action.

The most important thing is there is a foundation and an accountability to a system.