Mo Ibrahim Quotes

Corporate governance should be done more through principles than rules.

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.

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

To be powerful in South America, you have to be transparent and you have to have a very clean reputation. Transparency for me today is a magic word in South America. Power comes from transparency and a track record of execution.

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

History has shown that one cannot legislate a culture of integrity. And yet, one of the paramount responsibilities and challenges of corporate leadership is to ensure such a culture.

I fully support accountability and transparency.

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

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.

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.

Infosys was going to be a different type of company. It was going to be very ethically run, meritocratic, quality-conscious, transparent. People didn't confuse the personal with the corporate.

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.

In the past ABC has made half-hearted efforts or, worse, cosmetic efforts, to do something about news and I wasn't certain about what their real aim was - nor am I now.

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

We've created a tenfold core value protocol to make sure that we don't fall into an 'empire' attitude.

Business principles are only as good as the practices that back them up.

We have to raise the bar on corporate governance. Shareholders want ethical behavior and honesty.

Secrecy cannot be used to cover up bad management.

If heads don’t roll, nobody makes any changes

You're used to seeing values listed on waiting-room walls. Communication, integrity, excellence, and respect. Those were actually Enron's values.

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

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.

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

I think having a visionary CEO is awesome, and visionary leadership is one thing, but you also need checks and balances on whether this company can withstand a very honest and critical look at itself.

I would rather be responsible and accountable and help to reward the public shareholders going ahead.