Adi Godrej Quotes

The real mechanism for corporate governance is the active involvement of the owners.

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

We measure everything - why not governance?

I believe good corporate governance is critical in enhancing competitiveness and creating industry - leading profitable growth and superior returns for every stakeholder of the institution.

I have always felt that public, commercial and community organisations should be as open as possible about their affairs. They need to be accountable to their owners, their customers, their members and communities and other interest groups.

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.

I really believe that all CEO pay should be voted on by shareholders ahead of time. Mine was.

Globalization has made multinationals more accountable, and accountable to whomever has the highest standards, rather than the lowest ones.

No rules will be strong enough to prevent every abuse, yet good, strong regulations can stop the worst of it.

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.

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

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

I fully support accountability and transparency.

The role of a board of directors is to be a sounding board for the vision of the company - to hold executives accountable in executing that vision and to ensure a management succession plan is in place.

One way to promote shareholder engagement and activism is through greater accountability and transparency.

In general, we believe in regulation - just as long as it is fair and balanced.

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

Like all fads, corporate governance has its zealots.

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.

Financial institutions, the corporate world and civil society - all must uphold high standards of probity in their working. Only a genuine partnership between the Government and its people can bring about positive change to create a just society.

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.

A lot of deals are done or not done because chief executives are not fully aligned to shareholders.

We're all shareholders. These guys below me, they see the CEO taking it easy, it's their money.

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.

Competition leads both drug companies and private regulators to be trustworthy. If they are not trustworthy, they die.