RBS Global Restructuring Group and SMEs

Alister Jack Excerpts

Thursday 18th January 2018 Commons Chamber

[Mr Alister Jack (Dumfries and Galloway) (Con)]

As a member of the Treasury Committee, I can assure the right hon. Member for Tynemouth (Mr Campbell) that the Committee is taking a keen interest.

In 2016 an RBS document leaked to the BBC proved that

“staff were asked to search for companies that could be restructured, or have their interest rates bumped up.”

Yet in November 2017 the FCA announced its conclusion that RBS had not set out to “artificially engineer” SMEs to fall into the GRG and that

“there was not a widespread practice of identifying customers for transfer for inappropriate reasons, such as their potential value to GRG”.

All I can say is, what absolute balderdash, and I will explain why.

In February 2009 I received a telephone call from the RBS bank manager who was looking after the accounts of our self-storage business in Edinburgh. He simply said that we were going into default, that our interest rate would immediately be put up to 6% above base, that RBS was looking into other issues and that we would be going into GRG. We had not breached any covenants, so I asked him for an urgent meeting. RBS had competed with Lloyds for our business, and we had a term loan on a building in Edinburgh, the Jenners depository, of which I was then, and remain today, the major shareholder. That term loan was 1% over base, and of course banks did not want term loans of 1% over base in February 2009.

We got the meeting. The bank manager came in and said he had remodelled our management accounts and that we were breaching covenants. I tried to find out how we were breaching covenants, and he could not tell me. When my bookkeeper was looking over his shoulder as she gave him a glass of water, she spotted that he was using the management accounts of February 2006, some three years previously, to claim the breach, so I showed him the door and did not hear from him again for three weeks, when he came back and told me that we were in breach of our covenants because our building had devalued by 40% and that we were immediately being moved to interest of 6% over base.

I called the bank manager in for another meeting and said that we must get the building revalued. Other Members have mentioned Alder King and others. Self-storage is a very specialist business and RBS wanted just to use its own valuer. I smelled a rat and insisted that a self-storage valuer was used. RBS said that we had to bear the £15,000 costs, to which I responded, “Here’s the deal: if the valuation remains the same, which is fine for our covenants, or goes up, you pay it.” RBS was confident the valuation would go down. When the valuation came back, it had doubled and RBS had to pay the costs. Needless to say, RBS was livid.

The manager disappeared from our radar and RBS proceeded to make things as difficult as possible for us because, as I said, no bank wants a loan of 1% over base. We then tired of RBS and moved our term loan to Handelsbanken, obviously at increased expense but we had lost faith in RBS.

I later learned from a bank manager who had moved on to a different role that after the October 2008 bail-out—when Fred Goodwin had left and Stephen Hester had arrived—we were an unsuccessful part of what was called “project dash for cash.” The plan was to seize assets through perceived default, and between 2007 and 2012 more than 15,000 companies were moved into GRG to await their fate. From my own experience, I have no doubt that many of those customers were not treated with proper care and attention.

I also have no doubt that the FCA’s conclusions, to which I referred earlier, are wholly wrong and that there was a widespread practice of identifying customers for transfer to GRG for inappropriate reasons.

[Stephen Kerr (Stirling) (Con)]

What are my hon. Friend’s conclusions about the culture that prevailed in RBS at that time? Does that culture continue to this day?

[Mr Jack]

I do not know whether it continues to this day because I no longer deal with RBS, and I would not deal with it again on principle. The culture at the time was disgraceful. My business was making a profit when RBS came in, and it has made a profit every single month since. That is a good example of how RBS tried it on.

I was lucky to be in a robust enough position to send RBS packing. None the less, it was a very stressful and unpleasant experience. For a variety of reasons, countless thousands were not as fortunate, and many lives were needlessly ruined by the disgraceful and unscrupulous behaviour of RBS bank managers across the country. Those customers deserve proper redress. I support the motion.