Introduction of a Maximum Wage

Jim Cunningham Excerpts

Tuesday 10th February 2015 Westminster Hall

[Mr Iain McKenzie (Inverclyde) (Lab)]

It is a pleasure to serve under your chairmanship again, Mr Streeter. I am pleased to have secured this debate, because in these continuing and challenging times financially, when austerity is still biting from the deepest recession we have known, it is fitting that we should look at fairness of wage. In these difficult times, we see many struggling, including hard-working families, with the cost of living crisis across the UK today. That is why I want to focus on one of the obstacles to fairness: the pay gap between the bosses of Britain’s biggest companies and their average employees, which has become even greater over the past couple of years.

I cite analysis by the High Pay Centre think-tank, which revealed that in 2013 the average FTSE 100 chief executive officer received remuneration worth 143 times that of the average employee in their firm. Previously, the average ratio was 47 times. That analysis provides examples of excessive pay gaps. At Associated British Foods, which owns Primark, the gap between the pay of the chief executive and the average worker’s salary was 361 times. In the hospitality conglomerate Whitbread, the gap was 415 times. The Next boss was awarded pay worth 459 times that of the average employee—although I should add that, to his credit, he distributed his bonus to the staff. Worst of all was the pay gap at the media company WPP, where the chief executive officer took home a pay package nearly 800 times bigger than his employees’.

That is why people say we need a maximum wage to complement the minimum wage. What people are now identifying with is the need for maximum pay ratios within companies and across sectors to put an end to chief executive officers getting paid many hundred times what their average-earning staff are paid. The reason people are so upset at these figures is that rising wage disparities are one of the key drivers of inequality. We need to tame extremely high levels of pay among executives, because it is one of the factors that has encouraged risk-taking behaviour, leading to crisis, and it has often been found to hinder, not aid, the overall productivity of a company.

Capping excessive pay is not anti-business. There is nothing pro-business about letting a small group of chief executive officers take far larger rewards than their shareholders or staff. If anything, it is the executive pay racket that is anti-business. Some may choose to argue for the enforced pay ratio on practical or economic grounds. Mine is unashamedly a moral position: it is fundamentally unfair for the pay gap to be so wide. History has taught us that our society fares worst when there is such a gap between our rich and poor. Today, that gap has never been wider. We know that rising income inequality is shaped by the increasing concentration of income at the top end of the income distribution, and a likely cause in the UK is simply that leading executives and those who are head-hunted demand bigger and bigger salary packages.

Salary packages are listed in the “Name and shame” list for Fat Cat Tuesday, which is the name that the High Pay Centre has given to the first Tuesday in January, which this year was 6 January. Believe it or not, by 6 January this year, bosses of Britain’s biggest companies had already made more money in 2015 than most workers in the country will earn in the entire year. Surely that, more than anything, highlights the problem of unfair pay ratios in the UK.

The High Pay Centre calculated that the average FTSE 100 chief executive was paid the equivalent of nearly £1,200 an hour, based on earnings calculated in the previous year, meaning that the average CEO can earn more in two days than the average employee earns in a whole year. The huge hourly rate even assumes that FTSE bosses work three out of four weekends, work 12-hour days, and take fewer than 10 days’ holiday a year. For top bosses to rake in more in two days than their staff earn in a year is clearly unfair at any time, but in these difficult times it is a downright insult and a financial racket if ever we saw one.

[Mr Jim Cunningham (Coventry South) (Lab)]

Has my hon. Friend noticed that there seems to be a trend in this country, particularly at executive level, for rewarding failure? We have seen a number of cases in the past. More importantly, although the Prime Minister is now calling for pay increases, saying that inflation is at about 0.5%, the reality is that the purchasing power of wages has dropped by about 6%, so there is a long way to go to catch up. I notice too that what the Prime Minister is talking about is voluntary, and he is talking about the private sector, not the public sector. We have poverty wages and employers being subsidised by the benefits system. What does my hon. Friend think about that?

[Mr McKenzie]

My hon. Friend makes some very good and poignant points. We have seen several chief executives walk away from failure—abject failure—with handsome salaries and even handsome bonuses. It is difficult in these times, with the cost of living crisis, for hard-working people to stretch their budgets. We are seeing a decrease in real spend for them, and their income is being supplemented by the benefits system. That is probably why the cost of welfare is rising year on year.

What we have seen over the past couple of years is that, although chief executive officers’ pay went up by 73%, the FTSE hardly moved. It is still no higher than it was a decade ago and it is impossible to argue that FTSE companies are twice as well run as they were a decade ago or that bosses are twice as important as the workers. In fact, executive pay has become, as I said, a kind of racket, with a small club of non-executives voting themselves huge pay rises and ignoring their shareholders.

So what does this unfairness look like? The average UK salary was £27,000 in 2013. It rose to £27,200 in 2014, an increase of only £200. At the same time, the average pay for a CEO rose by almost £500,000, and the average CEO was taking home £4.72 million. All this is happening against a backdrop of austerity, zero-hours contracts and increasing visits to food banks throughout the country. Alarmingly, more than a third of UK workers on the minimum wage cannot even afford to shop where they work. Estimates of the number of people employed on zero-hours contracts are said to be in the region of 622,000 up and down the country.

Is the wage gap just our problem? No, because last November, 66% of Swiss voters rejected an initiative that would have capped the compensation of a company’s top executives at 12 times the wage of its lowest-paid workers. I accept, and I could envisage, that a cap that low might equally be rejected across the United Kingdom; but that does not mean that something less severe and more thoughtfully crafted could not work. Limiting a chief executive officer’s pay to, say, 100 times the minimum wage would still allow top executives to be handsomely rewarded.

However—here is the best part—if the chief executive officers wanted a pay increase, they may be more willing to throw their weight behind a campaign to boost the minimum wage. As was pointed out by the Swiss politicians who debated this in 2013, this level of unfairness can damage the social fabric and indeed democracy itself. Put quite simply, any economic model that does not properly address inequality will eventually face a crisis, harming long-term economic growth and welfare. Concern about the gap between the super-rich and everyone else has reached its highest ever level, contributing to a wider anger and the perception of a self-serving elite.

[Mr Jim Cunningham]

We have had a recent example of this issue with Citylink. At least 1,000 drivers were contracted to that company and could not work for anyone else. They are still waiting to be paid. More importantly, they do not qualify for redundancy pay. That is the level to which employment legislation has taken people. My hon. Friend mentions democracy and fairness; does he agree that things are becoming more and more unfair for people in the workplace?

[Mr McKenzie]

I wholeheartedly agree with my hon. Friend. I will go on to indicate some ideas that could be added to that of a maximum wage to assist people in the workplace.

As I said, 80% of the public are said to support Government action to reduce the gap between the high and the low and middle-income earners. Growing differences in pay are neither fair nor proportionate, producing widening income discrepancies in Britain. When bosses make hundreds of times as much money as the rest of the work force, it creates a deep sense of unfairness. Income inequality is a threat to the economy. I predict dire consequences if the worsening gap remains unchecked. Britain’s executives have not got that much better over the past couple of years. The Government need to take more radical action on top pay to deliver a fair economy that ordinary people can have faith in.

What can be done? The minimum wage was recently voted the most successful Government policy of the past 30 years by members of the Political Studies Association. Could a maximum wage prove equally popular? I believe the time has come for the idea to be seriously debated. It is worth noting that a maximum wage can be set one of two ways. There could be a straightforward maximum, so that no one can earn more than a set sum—for example, £1 million—either set in legislation or enforced through a 100% tax rate kicking in at the chosen point, to make sure that it is the top income. Alternatively, there could be a maximum pay ratio, so an employee in an organisation cannot earn more than x times what the lowest or the average paid employee earns.

The average pay of a FTSE 100 chief executive officer has rocketed from around £1 million a year in the late 1990s, which was about 60 times the pay for the average UK worker, to closer to £5 million today, which is more than 170 times the average worker’s pay. The idea of a maximum wage in difficult times is not new. During the second world war, President Roosevelt issued an executive order limiting corporate salaries to no more than $25,000 per year. FDR believed that if men were putting their lives on the line for just $60 per month, the rich should be required to make some sacrifice, too.

Perhaps we should not employ such a rigid cap to tackle corporate excess, but instead raise the idea of a maximum pay ratio, so that the highest paid employee of an organisation would not be allowed to earn more than a fixed multiple of the amount earned by lowest paid. That would undoubtedly be a radical step, but would a democratically enacted maximum pay ratio of, for example, 75:1 really be that extreme in a society that uses zero-hours contracts and relies on food banks?

Around 80% of the public support a requirement for executive pay to be tied to the pay of the average-paid employee. Some forward-looking organisations already operate such a policy unilaterally; for example, John Lewis has capped the ratio at 75:1 and the TSB at 65:1. Pay for top executives increased from £4.1 million to £4.7 million between 2012 and 2013, and inequality is predicted to rise in the coming years. The Government’s tinkering with shareholder scrutiny has had little effect, so it is time to contemplate bigger reforms, and pay ratios could be part of those. Worker representation on company boards should also have a role to play, and taxation and profit sharing are further important mechanisms.

What of the Government’s actions so far? The Business Secretary has imposed new accounting regulations requiring quoted companies to produce a “single figure” for the remuneration of directors in annual reports. That figure includes base salary, bonuses and share-based awards in any long-term incentive plan. That is a start. In stark contrast, however, the Chancellor challenged the EU cap on bankers’ bonuses in the courts.

Apologists for the pay gap often argue that high pay is needed for high performance, yet we do not seem to expect generals, admirals, senior civil servants or indeed Prime Ministers—let alone nurses or teachers—to require millions of pounds a year to perform well. If we believe the performance-related argument, it would seem to suggest that businessmen are, almost uniquely among high fliers, incapable of being motivated by anything but money. Research shows that growth in executive pay, bonuses and incentive payments has vastly outpaced performance as measured by every indicator in common use.

Another argument in defence of high salaries is that the money trickles down to the rest of us. Trickle-down is a fundamental building block of supply-side economic theory, which has been the tool of choice in the past few decades. Yet it is generally accepted that it did not work in Thatcher’s Britain, and in fact had negative effects. In a recent report, the OECD rejects trickle-down economics, noting the

“sizeable and statistically significant negative impact”

of income inequality.

Small businesses are hit by taxes and business rates, while big business turns around and says to the state, “This is how much tax I fancy paying this year—take it or leave it.” If we take zero-hours contracts as an example, it is clear that the more unequal we become as a society, the faster the earnings of those at the top race away from those of the people at the bottom. Wealth inequality in the USA was at its highest levels historically in 1928 and 2007, one year before each of its two biggest financial crises. The International Monetary Fund has observed—and this is its view—that countries with more income inequality see their economies more frequently plunged into deeper recessions, and that economic growth lasts much longer in more equal societies.

Let us look at the so-called shareholder spring of 2012. A series of big revolts were recorded against ludicrous packages, which seem to have had some effect, for a while. But what more can shareholders do? They need to keep on making their voices heard at annual general meetings, to question and press for more substantial cuts in CEO pay. Companies such as Shell have cut CEO pay; if a company of the complexity of Shell can cut it, it is hard to understand why others cannot do the same.

The widening gap between rich and poor in this country can only be detrimental to our society. What is called for is fairness in remuneration between the top earners and CEOs and those on average salaries in organisations. A capped ratio should be considered in these difficult times. I warn everyone, most especially the Government, to mind the gap.