Business and the Economy

Esther McVey Excerpts

Monday 14th May 2012 Commons Chamber

[Esther McVey (Wirral West) (Con)]

I shall focus on executive pay, an issue that has come to dominate news headlines and political debate. The public are asking questions about what is fair, necessary and acceptable, and how we are going to address this issue.

The High Pay Commission has revealed that over the past decade executive remuneration in the largest listed companies has increased substantially. The median total remuneration of FTSE 100 chief executive officers has risen from £1 million to £4.2 million, and the annual bonuses of directors of the FTSE 350 companies rose by 187%, while their average total earnings rose by 108%. There has been a 253.5% increase in long-term bonuses, while at the same time pre-tax profits rose by only 50.5% and share prices fell by 5.4%. That trend continued through the economic crisis. Meanwhile, the pay gap between the salaries of the senior executives of the largest UK companies doubled to over 80 times their worker’s average wage.

These pay increases are not aligned to increases in the growth of the businesses concerned, or their profits or share price. That points to a failure of the market and a failure to uphold fair standards. As Conservatives, we believe innately in fairness and the power of market forces to do good in society. It is therefore imperative that we Conservatives correct this failing system that has been allowed to grow and go unchecked—particularly since 1998, under a decade of Labour rule. It is vital that we do that, for business and for the public, and if we want growth, jobs and a conducive environment for businesses to prosper in the UK.

There is no doubt that we have reached a tipping point on executive pay and that such high pay rewards seem excessive, particularly when set against: a global downturn; a European sovereign debt crisis; a banking crisis, with a Government who failed to reform the banking system when they acted in 2008; staff lay-offs and redundancies; anti-capitalist protests; social mobility issues; and youth unemployment.

Earlier this year, I met more than 200 people to discuss executive pay, and we observed various things. It is worth noting that the random cross-section of people I interviewed wanted to draw a clear distinction between those they saw as true entrepreneurs—the likes of Richard Branson, Steve Jobs and James Dyson, who had prospered because they took risks, created products and employed people—and executives of the banking system. The people I interviewed did not even have too much of a problem with footballers and their eye-watering salaries, but they perceived that banking executives were there to look after and manage companies but had failed.

Some of the following answers therefore relate specifically to banking executives. When I asked what people’s feelings were about the pay awarded, they told me that it was “greedy” and “excessive”; they thought that the people receiving the payments were “greedy”, “removed from reality”, “distant” and “remote”. They described their emotions as “anger”, “bitterness” and “resentment”; and they felt “powerless” and that they had been “taken advantage of”.

However, I strike a cautionary note when I talk about the banking system, because although it would appear that it was showing the worst of the excesses, the industry employs 1.1 million people in the UK and delivers 11% of UK tax receipts. So we need a system that will allow one of the UK’s greatest business successes to survive and prosper, and not a form of change that will deride and wither the industry, and make it move offshore.

Interestingly, people were upset about not only the payments, but a combination of things that the banks had done. The banks had failed in a business relationship, in a stakeholder relationship and in a customer relationship. Gradually, over time, they had become remote and had moved away from the customers they were serving. They were no longer found on the high street, they were not supporting local businesses and they had become faceless entities; people were always faced with a computer decision. The banks should listen to this and alter their own business banking model without needing regulation; they should realise that they must engage, once again, with their customers.

This is now about more than just the banks’ customers, as banks need to engage with the tax paying public. So what we have seen over the past few months, with the “shareholder spring”, is a coming of age of shareholders, where they have flexed their muscles and proved their way, bringing people such as Bob Diamond to account. We have to enforce that and pursue it, and I delivered a document to business on what I agreed that the Government were doing but on how they could go further.

I shall end on the words of Doyle, who said that although competitive capitalism is the best way forward, it is “Darwinian in nature”, and to survive and have profitability it must adapt and change with the calls of the public.