Sajid Javid Quotes

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

I always assign auditors to strictly supervise the businesses.

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

The State should have made sure the money given to the NGOs was used according to a global plan for Haiti; not doing whatever they want. They should be supervised and have to report and make sure the money is being used properly. They are here, but we are seeing no results.

At a time when we're having to take such difficult decisions about how to cut back without damaging the things that matter the most, we should strain every sinew to cut error, waste and fraud.

You can't fire anybody in Government; everyone blames the system. Look what is happening in NASA. Now we have to truck out these 200-plus audits out of the closet because we had a disaster [the Challenger], and we still can't find someone to fire.

For too long it was assumed that you could completely separate out flows of money from responsibilities and accountabilities in service delivery. This flawed assumption is central to understanding many of the failures.

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.

The bottom line is the best consumer protections are competitive, innovative markets that are transparent. Now, they need to be vigorously policed for force and fraud, but the agencies that do that need to be accountable.

I fully support accountability and transparency.

Local government is a gamble that can have disastrous consequences when it fails.

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.

From now on, the government has to make its accounts public on a quarterly basis.

In Washington's highly politicized world, the greatest risk is not that a program will perform poorly, but that a scandal will erupt. Scandals are front page news, while routine failure is ignored.

I'm gonna watch the taxpayers' money like I was elected to do.

In business, you learn from mistakes. In government, they never do.

They made a mistake. And it was an easy mistake to make. I don't regard setting incentives aggressively as a mistake. I think the mistake was, when the bad news came, they didn't recognize it directly. I don't think that impairs the future of Wells Fargo. They'll be better for it.

If you have faith in the public sector, as I do, you must be the harshest critic of corruption, waste and fraud in government.

We have to provide more visibility, more certainty to the investors and reduce the cost of failure.

Getting in the middle of financial transactions is a regulatory minefield.

I will be the first to admit that I've made my own mistakes when it comes to Virginia's disclosure requirements.

The CARFA Act is about accountability in the federal government: making sure that taxpayers are getting their money's worth and not being defrauded. This is a bipartisan concept, and it is worthy of broad support across the Congress.

Government doesn't have a high tolerance for failure.

If you don't have a VP Finance on your team reporting to you, do yourself, your team, and your investors a favor and go hire one right now.

The Government should be held accountable if it puts soldiers at unnecessary risk, which is why it is vital to retain full transparency in inquests. Governments also have a moral obligation to ensure proper care for the injured and their families.