I'm a CEO of a public company. You have to show decorum.
When we first invested in Colombia, we were buying a lot of coal from Colombia. We were dealing with them daily. I knew their guys at the port, I knew their guys at the mine, I had a feel of the country.
I observed a man sourcing candle wax from South America and selling it to Japan. I thought: 'That's unbelievable. Talking on the phone in his office, that man made money moving candle wax from one country to another.' It really interested me.
You'll sacrifice a lot of things in the early part of your career to be successful, but to be ahead of your competitors, you have to work hard.
We're creating new supply for the world, which is key. If we didn't get more tonnes into the system, your next motorcar is going to cost more because the aluminum cost is going to be higher.
I thought if we could put our hard-working culture as traders into the asset management, it will be a great combination, and we did do that.
A lot of deals are done or not done because chief executives are not fully aligned to shareholders.
What are we focused on? Return on equity. We don't need these great big tier one assets. I'm very happy with getting tier two, tier three assets; that's what Glencore has been good at.
I've never opened a glass of champagne on any acquisition. Bankers do that.
We always look at opportunities. We are not aggressively looking to buy something.