Oral Answers to Questions

Debate between Gregory Campbell and Caroline Dinenage

Thursday 8th December 2016 Commons Chamber

[Caroline Dinenage]

The hon. Lady makes an absolutely excellent and very important point. We want more female executives on boards, which is why the Hampton-Alexander review requirement for work on the pipeline is so vital. It is also why the target of 33% female representation on executive committees and on the committees that report to them by 2020 is so important.

[Mr Gregory Campbell (East Londonderry) (DUP)]

What steps is the Minister taking to ensure that successful women entrepreneurs—I am thinking of people such as Leah Totton, of “The Apprentice” fame, from Northern Ireland—are projected as role models, particularly for young females who aspire to follow in their footsteps?

[Caroline Dinenage]

It is absolutely vital that we celebrate successful female entrepreneurs. There are more female-led businesses in this country than ever before, but we know that if women were starting up businesses at the same rate as men, there would be 1 million more of them. That is why it is absolutely vital that we celebrate those fantastic entrepreneurs—through the Careers and Enterprise Company, for example—as role models for the next generation.

Royal Mail

Debate between Gregory Campbell and Caroline Dinenage

Tuesday 25th June 2013 Westminster Hall

[Caroline Dinenage (Gosport) (Con)]

It is a pleasure to serve under your stewardship, Mr Davies. I congratulate the hon. Member for North Ayrshire and Arran (Katy Clark) on securing this important debate.

As the hon. Lady says, Royal Mail is an essential part of Britain’s social and economic fabric. One of the UK’s largest companies, it has more than 150,000 employees and a turnover approaching £9 billion. In 2012, research from the Centre for Economics and Business Research found that, in terms of Royal Mail’s economic footprint, its core UK business ranks as the eighth largest organisation in the UK. It contributes nearly 0.5% to the UK’s total GDP, rising to 0.7% when its wider economic impacts are included. That means that, for every £1 Royal Mail pays in wages, an additional 57p is generated elsewhere in the economy; it is a massive organisation by anyone’s standards, and one that is operating in a fast-moving and ever-changing marketplace. Like any business of that scale, the key to Royal Mail’s future success is access to the flexible capital that it needs to innovate and invest.

My first real involvement with Royal Mail came back in the ’90s, when I was running my own small business. In the days before e-mail, as I am sure everyone recalls, we had a daily collection for franked mail, through which we sent out all our mailshots, quotes, artwork and invoices, as well as the products that we manufactured. Now, all those things, other than the products themselves, are sent electronically. My business, like many others, has seen a massive fall in its use of the post. Conversely, of course, there are other small businesses across the UK for which the internet has been the catalyst for a massive increase in their use of Royal Mail, with the growth of online shopping, eBay and mail order.

On average, the spend on post by small businesses is quite low—just £9 a month for the average micro-business. Royal Mail has always kept the needs of business customers at its heart, as far as I can tell. Prices of franking services used by businesses have lagged behind inflation for many years and continue to do so. Franking customers benefit from good prices and significant discounts, but even so, as the hon. Lady said, the marketplace is increasingly competitive. Many large businesses, such as banks and utility companies, already employ one of Royal Mail’s rivals, such as TNT and UK Mail, to collect bulk mail. According to its website, UK Mail is the UK’s self-styled leading alternative mail service provider and claims to handle more than 2 billion letters per annum and to support more than 1,000 businesses. To survive in the face of such competition, Royal Mail needs flexibility to act in the most businesslike way possible.

I was also on the Business, Innovation and Skills Committee’s visit to Glasgow, which the hon. Member for Glasgow North (Ann McKechin) mentioned a moment ago, and I was struck by how unbusinesslike the Royal Mail’s spokesperson was in his approach to potential Scottish independence. I found that shocking. Royal Mail must act in a more businesslike way, and it needs to improve its efficiency to invest and innovate, which means that it needs access to the capital that other large companies enjoy so that it is sustainable over the long term.

[Mr Gregory Campbell (East Londonderry) (DUP)]

The hon. Lady is accurately outlining the change in the business climate in how often small businesses use the post, but she is also outlining Royal Mail’s need to be adaptable. Does she understand that, as we have already heard, Royal Mail’s profit in the past 18 months has increased considerably in the face of all that she has just outlined? It is in the public domain that Royal Mail is earning a significant profit, which should continue to be the case.

[Caroline Dinenage]

The hon. Gentleman makes an excellent point, but for any business to continue, it cannot just look at what it is doing now; it must consider future challenges. As we have already heard, the self-styled rivals to Royal Mail offer daily challenges, and any company with long-term aspirations must be able to innovate, invest and grow in the future. That is the problem. At the moment, Royal Mail is competing for scarce public capital against other priorities such as schools and hospitals. Unless Royal Mail can access equity markets, every £1 that it borrows is another £1 on the national debt.