• None.

Absolutely, nobody. But I agree there is scope for harassment...

• Like the Punjab and Sind bank fiasco, where the independent directors were not quite independent.

Yes. But the CVC or audit had nothing to do with it. That’s a weakness of the system.

• On banks, I believe that listing and the quarterly results discipline has enforced a greater efficiency seeking aspiration within these banks rather than the conventional system of the CVC or RBI and soon.

Absolutely. Once the competitive spirit gets into you, once you find that your peers are overtaking you, everything else falls in line. Then performance is the only thing.

In NREGS we have any number of best practices to report, which in due course we will be pointing out. It is to the credit of the government that it has taken the findings and realised that there are some lacunae and we need to pluck them out. And that’s exactly what they had wanted from Day 1. They are working with our officers to find out what some of the mid-course corrections should be.

• What do you mean when you say you will prioritise? Would it mean you would exclude PSU X and look at PSU Y?

No, maybe I don’t look at PSU X every year. We may do only concurrent audit, or we do only statutory audit which comes once every two years. Or it can be done by the internal audit team. Somewhere we do only a 10 per cent sample. Some issue we may pick up for an in-depth audit. So, here’s a Rs 40,000 crore government scheme, and I must do an in-depth audit because a lot of money is being spent here. Or it could be based on some comments being thrown up by the media and then I pick it up and go for an in-depth audit.