Bullying and Harassment: Cox Report

Chris Bryant Excerpts

Monday 5th November 2018 Commons Chamber

[Andrea Leadsom]

My hon. Friend is right: it is about leadership. The complaints procedure is vital to give satisfaction, justice and clarity to those who have suffered at the hands of any Member or, indeed, any member of staff, but my hon. Friend is right that leadership is key.

[Chris Bryant (Rhondda) (Lab)]

rose—

[Andrea Leadsom]

I would like to make one point—I think the hon. Gentleman will be interested to hear it—before I give way.

We need to democratise the House of Commons, but governance change cannot and should not happen overnight. The then Public Administration Committee, chaired, as the Public Administration and Constitutional Affairs Committee is now, by my hon. Friend the Member for Harwich and North Essex (Sir Bernard Jenkin), said in written evidence to the House of Commons Governance Committee, which held the last review of House of Commons governance in 2014:

“Any structural or organisational change should only be considered as a consequence of a full understanding of the underlying causes of difficulty or failure. If this is not done, structural change, with all the disruption which that involves, will become no more than a distraction. This may be welcomed by those who want to avoid the more difficult, personal causes of problems in the organisation, which are likely to be in the culture. By culture, we mean what is embedded in the attitudes and behaviour of the people in the organisation, and PASC has found this is by far the most important determinant of organisational effectiveness.”

That still rings true—structural change needs to be considered in the context of an organisation’s culture.

[Chris Bryant]

I completely agree with the point that the right hon. Lady just made.

Leadership comes in many different styles. There are autocratic styles of leadership: when I was on the Culture, Media and Sport Committee many years ago, our Committee was run in that way and it was inappropriate. Now most Select Committees are much more likely to work as a team. I wonder whether the House of Commons Commission would be better if it were constituted more like a Select Committee that worked as a team of people, throughout a Parliament, with each individual in the team able to assume responsibility. That might be a better way of leading change within the House.

[Andrea Leadsom]

The hon. Gentleman makes a very good point and I am keen to hear all Members’ views on how we can improve the democracy in this place.

Dame Laura’s report has made it clear that we need to consider first, changing the power balance in this place; secondly, giving staff a stronger voice; and thirdly, addressing how to stop failures at the top infecting our entire workplace. Therefore, one of the questions I would like the House to consider and give views on today is whether the current structure of the House of Commons leadership is fit for purpose.

The Commission has tasked the Commons Executive Board with bringing forward a speedy action plan, and I support that. My vision for a future democratisation of governance is a leadership structure that is fully and fairly representative of all who work here, and accountable for all actions and decisions. Any changes to governance need to be carefully considered, and they need to be fit for a 21st-century Parliament. My three personal tests for considering future proposals for change in the House’s leadership are, first, will they mean that everyone who works here can expect to be treated with dignity and respect? Secondly, will they rebuild the confidence of those who have suffered in the past? Thirdly, do all those who work here feel they have a proper stake in the decisions that affect them?

--- Later in debate ---

[Valerie Vaz]

The Leader of the House has set out the new process, so people should feel confident.

The Opposition are grateful to all those who contributed to the report. I say to those members of staff: I acknowledge the hurt that you have suffered and the courage of those who have spoken up. Those who work in the canteens and throughout the House, you undertake your work professionally and with integrity. You are helpful, creative, and supportive of Members. There is a very high standard of work here, which is appreciated. This place simply would not function without you.

I hope that the debate will do justice to the responses and the work that was put into the report, and I will highlight just a few areas. The report notes that a cultural change needs to happen. In paragraph 67, Dame Laura Cox says that,

“structural and governance arrangements have changed several times over the years, while the organisational culture has remained firmly in place.”

I know that the Leader of the House agrees that a culture change is needed and has previously said in the House that it will “not happen overnight”. However, will she update the House on how a cultural change will be measured so we know we are making progress?

Dame Laura Cox highlighted the gender and racist dimension to bullying and harassment. Paragraph 123 states that,

“some areas of the House were described as having a particularly bad reputation for sexist or racist attitudes”.

Of the 200 people who came forward to give information to the inquiry, the majority, nearly 70%, were women. The House of Commons and Parliamentary Digital Service diversity and inclusion strategy 2019 to 2022 is evidence of the House service’s commitment to ensuring that this place is a positive and inclusive environment to work in. Jennifer Crook is head of diversity and inclusion, and work is already under way. She has produced a very good report highlighting successes in, for example, talent management, and rolled out unconscious bias training.

According to the recent staff survey, staff with disabilities have the highest rates of experiencing discrimination, bullying and harassment and are less likely to agree that the House service provides an inclusive environment. That is followed by black, Asian and minority ethnic staff, particularly black British staff. The Cox report, taken together with results from the staff survey, which suggested that 18% of staff had experienced bullying or harassment in the past 12 months, most of it at the hands of other staff, and that 3% had experienced sexual harassment, shows we clearly have a long way to go before we can claim we have an inclusive workplace.

Dame Laura Cox raises the need for training. In paragraph 311, she states:

“Even those Members most implacably opposed will gain from it, despite any current intransigence.”

At the urgent question on 16 October, the Leader of the House said:

“available is a wide range of optional, voluntary training in how to carry out appraisals, how to lead an office and so on.”

She went on to say:

“Compulsory training for new Members will be introduced after the next election. It was decided that there was no consensus in favour of compulsory training for those who were already Members”.—[Official Report, 16 October 2018; Vol. 647, c. 541-2.]

In my view, if we want cultural change everyone should have training and it should be compulsory. Will the Leader of the House please reconsider, in the light of the Cox report, that compulsory training should be discussed again?

[Chris Bryant]

My personal suspicion is that if we made training very available so it was easy for Members to attend, the vast majority of Members would sign up to it without us having to get to the compulsory stage. I am up for making it compulsory if we have to do that, but I am sure the vast majority of Members would not be intransigent. Most of us would not even know whether we had been inappropriate because we have not had proper training and we would be delighted to do it, but it needs somebody to get on the phone and persuade us all to turn up.

[Valerie Vaz]

I think my hon. Friend is saying two slightly different things: that someone has to get on the phone and that Members will do it. We could say to people that training is available and that everyone has to undertake it. For example, people in the civil service have to go through training before they can interview anyone. I think it is perfectly reasonable to say to Members that they should undergo some training.

--- Later in debate ---

[Gillian Keegan]

I had this conversation with someone at the Chartered Institute of Personnel and Development and I asked what they do in business, and he said that there is no time limit for sexual harassment, but that they impose some kind of time limit on bullying and harassment, because cultures and expectations have changed over time. I am not suggesting that for this place, but that is what somebody at the CIPD advised, and we could examine what different industries do, because most people have already faced this issue.

[Chris Bryant]

The most basic thing that every serious company does is ensure that there is a proper HR function to provide support whenever it is needed. When new Members come into the House, some may have employed hundreds of people, but some may have never employed another person and may be desperate for more support. Should we not put far more energy into that if we are to prevent such problems?

[Gillian Keegan]

I completely agree. It is unfair to expect a simple, well understood, consistent and fair process if we have not trained people about that expectation. In business, people would be given induction training on the standards and then top-up training every year, and whether the top-up training had been done would be publicised.

Dame Laura Cox’s report runs to 155 pages and I agree with all its points. The answer, however, is perhaps simpler than the length of the report suggests. This is about prevention and cure. It is about being seen to take action. It is about each and every one of us demonstrating the correct behaviours and showing, by example, our commitment to make this great institution a modern, respectful, inclusive workplace fit for the 21st century. It is not about trying to scapegoat individuals or outsource the solution to a Committee or indulging in a trial by media. In fact, I would go so far as to say that if we tried to suggest that others are responsible for our collective failings, we will certainly demonstrate that we have not at all grasped the systemic nature of the problem we face.

Let us remember that we are all collectively responsible for this system, and we must work together to improve it. Even though, as the report is keen to point out, the vast majority of MPs are courteous and entirely respectful of staff, our reputations sink or swim together. If each and every one of us takes steps to implement Dame Laura’s report, and if we report on progress at regular intervals, we will begin the journey to better support our staff and to recover our reputation, which goes to the heart of the credibility of this place.

--- Later in debate ---

[Chris Bryant (Rhondda) (Lab)]

I agree with nearly every word that the hon. Member for Walsall North (Eddie Hughes) just said, apart from one thing: I do not think that everybody does necessarily know what inappropriate behaviour is. He was right in what he said about women, and I completely endorse everything he said in that respect. When I first arrived here in 2001, as a gay man, I certainly faced bullying in this place. We have to be alert to the fact that we can all still learn more about the way we present ourselves and how we behave. There is not a single Member of this House who could not benefit from proper training, because the biggest driver of cultural change in any institution in the world is always education and training. That is what we need to do more of in this House.

I know that in a few moments the Leader of the House is going to mouth at me, “But we are doing it!” We are, and lots of training is available, but sometimes it is not very well advertised; sometimes people are not aware of when it would be available to them; and sometimes it is put on at a time when a Member simply would not be able to go. The hon. Member for Chelmsford (Vicky Ford) was absolutely right to make the point about predictability. Sometimes, we might want to go and do a training programme and we simply cannot, because suddenly something happens in the parliamentary day that makes it impossible for us to go.

Incidentally, there is something that the Speaker could help us with. When a debate under Standing Order 24 is decided the day before and is it not going to be voted on, why do we not hold that debate at the end of the day, rather than at the beginning, so that Members can have the certainty of being able to go home at the time at which they thought they would go home? That would mean that we could still have important debates such as the one we had on Yemen, but it would not necessarily make life difficult for everybody.

I completely agree with the Leader of the House about democratising the Commission. I have worked in many institutions, including the Church of England and the BBC, and I am now here—it is like a Daily Mail terrible headline, is it not?—and in all those institutions, the problem is that all too often the institution’s first reaction when there is an action or story against it is to defend itself. That has happened here in the House, for the whole House, but it is also intrinsic in the nature of the Commission, because each of the Commission’s members is appointed by their party political leader. It would be better if we elected the Commission and it started to behave more as a team, rather than just one person leading for the whole House.

One thing that I have been asked by a large number of staff, particularly women, who work here is whether we could do something about lighting in the House. When we did work on disabled access to the building for the restoration and renewal report, the thing that came up most was that the building is very dark. People cannot read their papers. There are parts of the building that feel dangerous. If we are to talk about safety, why not light the public access ways and the corridors, so that the corridors of power are not a frightening place?

Finally, many members of staff have seen what has happened in relation to this issue and despaired because they think change is never really going to be possible. Do not despair. Even in the time for which I have been here, there have been changes. Portcullis House is a far more democratic space than many of the eating places and drinking places in this part of the estate—and guess what? That is where everybody gathers. MPs, their staff and people who work for the House all gather there together. Change is definitely possible. As my hon. Friend the Member for Ellesmere Port and Neston (Justin Madders) said, we now have an induction programme; we should have a really good induction programme. Would it not be great if every single member of the Cabinet and the shadow Cabinet and all the members of the Commission committed by the end of this week to do full training on bullying and harassment within the next 12 months?