Sergio Marchionne Quotes

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.

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

I always assign auditors to strictly supervise the businesses.

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

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

I fully support accountability and transparency.

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.

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.

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.

You have more independent eyes scrutinizing the decision-making and financial statements of companies.

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.

In any given day, our administration has about 2 million employees, and things happen. We put in process procedures to make sure if there has been any wrongdoing, there will be appropriate consequences, and we will move on.

Every manager feels a responsibility to his board of directors and the public and the players.

My decision to appoint an inspector is not taken lightly. I hope it sends a strong signal that robust processes are in place to investigate allegations of failures in financial management and governance in local government.

But, if recent history has taught us anything, it’s that self-regulation doesn’t work in finance, and that worries about reputation are a weak deterrent to corporate malfeasance.

When you're building a business or joining a company, you have to be transparent; you can't have two sets of information for two sets of people.

It is always important that we have transparency, that we have shareholder protection. Then again, I think it is important that there are not so many regulations that management can't make a decision without asking a lawyer whether he can do it.

There are no absolutes in this world, and there will always be mistakes that are made within brokerage firms; there will always be people who set out to deceive the regulators and even deceive their own senior management.

I know that I and my office acted with the highest integrity as an independent inspector general should act.

Corporate governance should be done more through principles than rules.

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.

The financial crisis is a stark reminder that transparency and disclosure are essential in today's marketplace.

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.

I don't think anybody has indicated that I did anything but do my job at Fannie Mae.