UK Trade and Investment

Laura Sandys Excerpts

Thursday 15th March 2012 Westminster Hall

[Laura Sandys (South Thanet) (Con)]

I am extremely honoured to be speaking under your chairmanship, Mr Amess. From one seaside town Member to another, I should say that we ought to be on the beach rather than in here. However, some things are far more important for us and our constituents. I thank the Backbench Business Committee for giving us—myself and my friend the hon. Member for Brent North (Barry Gardiner)—the opportunity for this debate.

Although this place has paid little attention to UK Trade and Investment, the Government have put significant focus on the organisation. They announced an extra £45 million of funding in the autumn statement and they have recruited one of the most influential businessmen to be Minister for Trade and Investment. We have a Cabinet Committee that is focused on growth and that has a key input from UKTI. Even this week, we can point to results in which UKTI has been instrumental: Lockheed Martin, Nissan and Jaguar Land Rover investments and reinvestments in the UK. We can point to some very positive things that have materialised from the attention and focus that UKTI has put on our inward investment and trade initiatives.

UKTI has also created a key platform for some additional areas such as the global green growth initiative. I am very excited and keen that we promote that further. UKTI has forged and developed unilateral free trade agreements and last year launched the charter for business. There has also been a focus on high-value opportunities. The three areas of investment announced this week are part of that range of high-value opportunities that we need to secure for our long-term future.

I also hear from large businesses about how welcome Lord Green’s leadership is and about his commitment to the role. However, I am concerned to see the speculation that he might get pinched by the Bank of England. I hope that our Ministers in the Department for Business, Innovation and Skills are securing him—locking him in the office and pinning him down on his chair.

Although things are going well for UKTI, we cannot forget that we are not operating in normal times. As every clichéd politician has said, “We’re all in this together.” However, certain departments are more involved in the job of getting us out of this mess than others. There is probably no more important department involved in that than UKTI. I am therefore very pleased we are having this debate today.

For certain personal and constituency reasons, I am particularly interested in UKTI, not least because, a year ago, Pfizer—one of my largest employers—decided to withdraw many of its staff. It is therefore absolutely crucial for me and my constituency to understand more about how UKTI functions, and what it does to develop and attract inward investment.

On a personal level, I have worked for what was called the Department of Trade and Industry in its inward investment unit. I have also worked in many countries, from countries in the Caucasus to Peru and Argentina. I have seen for myself how people engage when it comes to inward investment and how trade missions work—or, as has frequently been the case, do not work. It is important that we in the House have an opportunity to debate something that has such an impact on our constituencies. Many of us have had experiences of inward investment and trade in our lives before we came into Parliament.

So if everything is going so well, why do we need this debate? Success is not enough if it is only expressed in our own terms. Unlike other departments, UKTI is operating in an aggressive, competitive environment and, in many ways, is not trading in isolation from others. A key national priority for any country—whether it is democratic or not—is domestic prosperity. That means that trade and inward investment for every country, particularly emerging countries, is becoming a very big priority.

If we really believe that, we must believe that, for example, a job from Samsung that goes to Hamburg is a job that has potentially been lost from the UK. If I have to declare this, I will: I happen to be half French—[Interruption.] It is something that I have to bear. I have therefore seen how the French operate globally in both the trade and the inward investment sector. All I can say is that our competitors certainly know how to finish the race sometimes before us.

[Julian Smith (Skipton and Ripon) (Con)]

Will my hon. Friend give way?

[Laura Sandys]

On the French aspect? I have apologised.

[Julian Smith]

Will my hon. Friend give some specific examples of how the French have managed to seal the deal?

[Laura Sandys]

Some examples are a bit difficult to repeat in public. On a serious note, the French have always had a very clear focus. Since the second world war, both their diplomats and their whole political structure have been focused on understanding economic diplomacy.

[Mr Iain Wright (Hartlepool) (Lab)]

It’s just a certain je ne sais quoi.

[Laura Sandys]

Absolutely. Even us half-French Members of Parliament try to grab a little of that je ne sais quoi. The French have a philosophy that goes from the top to the bottom of government—whether that is nationally or, interestingly, at a local government level, where inward investment and trade relations are considered a lot more important that we necessarily consider them to be in the UK.

As I say, we are talking about an aggressive environment, so it is worth questioning UKTI. Do we have the right strategy? Do we have the right people in the right places? Sometimes I am concerned about whether we are marketing ourselves effectively enough. In other instances, I have come across bureaucracy. If we are in a fast-selling and aggressive competitive environment, is that bureaucracy holding us back?

I shall start by considering strategy. Much of UKTI’s strategy is great. There is a lot of sectoral focus. Account management has been introduced, so that large investors here have people who are direct relationship managers there. There are client relationships across the board. In many ways, the organisation is like an excellent consultancy, such as the one I used to run. However, what is this well-oiled consultancy really trying to achieve?

My limited exposure to UKTI’s strategy for inward investment did somewhat confuse me. Hon. Members might think that that is only my experience. However, when I spoke to some UKTI officials, they were confused about the relationship between themselves, PA Consulting Group, which has won a tender to work with UKTI, and the local enterprise partnerships. Frankly, there is a lot of confusion about what that relationship looks like, who is in control and how we—constituency Members of Parliament, with assets that have an inward profile and the opportunity to gain inward investment—can gain access to that supply chain of sales leads.

I am not sure that the right structure is in place—one that is understandable and will operate the most effectively to make the inward investment propositions to the important and big companies and sovereign funds that we need to secure to achieve economic revival. Quite a lot of money is being spent through the clearing house that is PA Consulting. Will the Minister look at the money going into the so-called bureaucracy and operational side of the inward investment structure to see whether more of it can go to the localities and organisations that deliver inward investment pitches, in order to improve the inward investment opportunities of such localities?

I am concerned that we have a convoluted sales environment in inward investment, but I might be proved wrong, and I look forward to the Minister illuminating me or giving me a pathway that I and many of my colleagues in Kent would be interested to understand.

[Geoffrey Clifton-Brown (The Cotswolds) (Con)]

I congratulate my hon. Friend on securing this important debate. I do not think we had a single debate on exports in the whole of the previous Parliament, so this debate is timely and welcome.

We, this coalition Government, quite rightly got rid of the regional development agencies that used to be responsible for co-ordinating inward investment and introduced the LEPs. However, the LEPs do not yet seem to be working well. Are they working in my hon. Friend’s area?

[Laura Sandys]

I welcome my hon. Friend’s intervention. As yet I am not too sure what an LEP is. I think that they are evolving and creating their own personalities. An interesting thing is that they do not fall into the same category as the RDAs, which were similar in every different region. My area is part of a large LEP, comprising Essex, Kent and east Sussex. In many ways, that creates a different sort of LEP than smaller ones. LEPs are evolving.

I am not concerned about the future of how LEPs operate. We have 18 months to two years of interregnum, in which we need to get our inward investment pitch out. We must put forward the best that we have to offer. The rest of the world is crawling all over business opportunities while we are waiting for structures. I do not have time for structures, particularly in my area, where, as I have said, Pfizer has decided to downsize quite dramatically. Life science jobs based in Sandwich are walking away every day, because the marketplace is an international one. The jobs are not fixed in Sandwich; they are leaving and going to Shanghai, and they are being recruited for around the world. Waiting for structures to be in place is not going to be good enough for some areas where we need to move fast and be nimble and commercial.

Are we sure that we have the right sort of people working in the area? The people are extremely bright, and I have met some of the most intelligent and committed people working at UKTI. However, we need to think about whether they are commercial people. I know that including PA Consulting is an extremely important part of involving the private sector. I put my hands up to say that I used to run a consultancy, and I worry that sometimes consultancies are not the private sector; they become an extension of a client, although it is still important to have that input. We need to be clear who has international experience working at the sharp end.

Perhaps my greatest surprise came when I was talking to someone about the issue in one of our Departments. They said, “We are spending a lot of money on languages. It is fantastic, Laura. We are going out there and ensuring that all our diplomats speak all these wonderful languages in all these emerging economies.” I looked a bit aghast, and they were a little disheartened that I was not excited about that. I said, “Do you know that 220 languages are already spoken in this country? Do you know that we have the opportunity to recruit people whose cousin, uncle, aunt or existing business partner already works and lives in these countries?” With absolutely no disrespect to anyone with a classics degree from Oxford or Cambridge, someone whose grandfather comes from Punjab is possibly a better person to build our relationships and business contacts with those particular countries, in those communities, than someone who is learning Punjabi for the first time.

One of the exciting things about this country is that we are the Commonwealth in minutiae—we are a reflection of our past, which gives us a huge asset for our future. We need to look again at the sort of people whom we are presenting as the face of Britain, and also at who can be effective. I throw a challenge to UKTI: if it recruits a selection of such people to be our face in the emerging markets and says, “Take 100 small businesses with each of you, try to nurture them and help them to have trade relations in particular areas, support them in the first year, ensure that they are not entering into contracts with someone who is a little sharp in the area or who will not deliver, and nurture them through the first year of export or joint partnership”, we will get a much bigger increase in exports and enter into global relationships with small and medium-sized businesses. We have a unique asset, but I am just not sure that we are using it.

[Julian Smith]

Does my hon. Friend agree that as well as the international face of UKTI, we potentially need to look at the skills that we are presenting to the domestic customer base of UKTI? What types of skill and commercial experience does she feel are required to seek out export-hungry companies throughout Britain?

[Laura Sandys]

I welcome my hon. Friend’s intervention. I have started two small businesses, both in the middle of recessions. We do not have enough people who have a business focus.

I was quite surprised that 1,000 people work in UKTI in different regions of the United Kingdom, and there may be great value in that. I would like to see a lot more of them in our constituencies, perhaps using the opportunities that Members of Parliament can offer, so that they can understand a particular constituency.

We need a much stronger commercial focus. Small businesses have one language; in a strange way, it is almost a universal language. It can travel even if people do not speak the same language. It is more important to have that business language when people talk to someone else than it is necessarily to have location or certain areas of expertise. We need more commercial people.

[Mr Adrian Bailey (West Bromwich West) (Lab/Co-op)]

The hon. Lady made an extremely important and valid point about using our multicultural and multinational economy and contacts to attract business to this country. Under the previous Government, the strategic investment fund seized upon that idea. To be fair, the current Government, through UKTI, are trying to do that through an organisation known as Catalyst. However, I am unclear as to how much progress we have made. I thank the hon. Lady for raising the subject, because it is important. Perhaps the Minister, given that advance notice, will be able to give us some information.

[Laura Sandys]

I reiterate that question to the Minister. Hopefully we will understand more about the issue.

Another point, which arises from the comments of my hon. Friend the Member for Skipton and Ripon (Julian Smith), is about how we help and assist small businesses—I am talking about very small businesses. For example, some of the ways UKTI is approaching trade are positive, but they are for medium-sized companies. There is a strong internet and web-based opportunity, which I have mentioned before in the House. Why are we not translating one or two web pages about small businesses that we know might be of interest to x, y and z markets? That would offer them an opportunity to market online from their office, rather than having to go on expensive trade missions.

The Minister has had his own small business and knows well that it is not actually money that affects small businesses, but time. The idea of spending three or four days speculatively is not really feasible for many businesses, but we could start to amalgamate websites to push certain sectors. For example, in my constituency there is a little brewery called Gadds’. It has five employees and has just made its first sale to Japan on the basis of somebody picking up a quote from a website about microbreweries—I understand that Japan is very excited by microbreweries. Why do we not have a web page in Japanese on our UKTI site that talks about 20 lovely, exciting and interesting microbreweries? Let us try to use what we tell everybody else to use—internet platforms that can save money and time. It is very speculative, but it does not cost anybody anything either.

In conclusion, I would like to ask the Minister some favours. Can we please try to put enterprise zones and areas that have received regional growth fund moneys on the UKTI website? I have been asking for that to happen for months. It is really important as an inward investment platform, but there is no reference to those important coalition initiatives.

[Brandon Lewis (Great Yarmouth) (Con)]

My hon. Friend mentioned enterprise zones. The New Anglia enterprise zone, which covers my constituency, is predicting 2,000 extra jobs in the next couple of years, going up to 15,000. That is being replicated across the country. Does she agree that it is hugely important to promote enterprise zones and to make sure that people overseas—many zones are trying to attract them—understand fully their opportunities and expectations?

[Laura Sandys]

Yes. I very much welcome my hon. Friend’s point. We have both been working very closely on enterprise zones, and my hon. Friend chairs the all-party parliamentary group on local growth, local enterprise partnerships and enterprise zones. Promoting them is absolutely crucial and I understand that there are two reasons why it has not happened. One reason is bureaucracy. The other reason—I was told by somebody from UKTI—is that UKTI does not have enough resources to put it on the website. Well, if they ran the website under IPSA regulations, they would find out exactly how much they have to get their hands dirty themselves. We need those front-end promotions.

UKTI should talk much more to Members of Parliament. I welcome the fact that my hon. Friend the Member for Stourbridge (Margot James) is doing a lot of work with MPs and UKTI, but we should not underestimate how much we know about the texture of our constituencies. That is certainly not about trying to sing our praises. The bizarre information and knowledge we receive as MPs is extraordinary and might stimulate some exciting ideas. As well as going through LEPs, which are big and have not really quite formed yet, and talking to chambers of commerce, who see things through one particular prism, I urge the Department to talk to MPs about their constituencies. That will give a little more flavour.

I am very happy to do what I call a speed-dating pitch at the next meeting of international UKTI executives when they come from all parts of the world to the UK. I am very happy to do a pitch on my enterprise zone and my regional growth fund money, and I am sure that there would be a lot of interest from other MPs who would be happy to do the same. We are here to sell. We are also here to look after potential inward investors. I assure them that MPs are not all as unruly as I am; they behave and they stay on message—if they are told what the message is. There are a lot of opportunities for us to be part of UKTI’s sales pitch, and to welcome people in the way that, when I have been abroad, other countries’ MPs have welcomed inward investors. I still feel that this place is kept apart from an important sales job for the UK. We can be a part of it. We can contribute to it. Hopefully, some of our ideas might even be adopted.

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[Geoffrey Clifton-Brown]

My hon. Friend is right, and, as my hon. Friend the Minister will know, we had that debate often in opposition. We could make more of the knowledge, on the ground, of chambers of trade and of commerce, as well as organisations throughout Europe. We could use them more—that is what they are there for.

I want to take up the point made by the hon. Member for Brent North (Barry Gardiner), who is unfortunately not in his place at the moment. In 2010 50% of our exports went to EU member states, and a further 16% went to the USA. The problem with that is that it is estimated that those markets will decline by 30%. On the other hand, by 2030 the BRIC—Brazil, Russia, India and China—countries will have increased by 41% their share of global GDP. In other words we are exporting to the wrong people. We are exporting to the countries it is easy to export to; but we are not encouraging our companies to export to the real high-growth markets. If we carry on as we are, we shall sink further downhill.

The markets in question are not always necessarily difficult to export to. The Minister may know that I recently visited Morocco, as did our trade ambassador Lord Marland. There is huge opportunity there, not only for trade with Morocco itself, but to use it as a hub for exporting into west Africa. We have all been looking east, towards Asia, but some west African countries’ growth is higher than that of Asian countries. Mr Tarab, the excellent CEO of the main phosphate company, which has 60% of the world’s reserves, is an Anglophile and joint chairman of the joint chamber of trade. He said to me that we should use Morocco as a hub to get into west Africa. In particular, our banks should use the opportunities that they have through shareholdings in Morocco to get into some banks in west Africa. West African countries such as Ivory Coast, Senegal, Nigeria, Angola and Ghana have had huge growth rates in the past few years, as a result of their oil and gas reserves and discoveries. We are missing a trick. They are friends, ancient trading partners, and many are members of the Commonwealth. We need to consider that market closely.

The previous Government’s policies on exports and attracting inward investment were incoherent, which prevented UKTI from implementing a rational strategy. One simple reason for that incoherence was a revolving door for trade Ministers, and another one for trade priorities for UKTI. I suggest gently to the Minister that he should set some priorities for UKTI, stick with them and ensure that we achieve them.

UK businesses that export reap significant benefits, but many are reluctant to start exporting, because they do not know where to begin, or they are unaware of the benefits. That is where UKTI comes in, but because it lacks a coherent strategy, as I have mentioned, it has not reached out to small companies well enough. I still think there is a mismatch between what UKTI does around the world, or in London, and what happens on the ground. Ninety per cent. of the companies in this country are small ones, and 4.5 million companies employ fewer than four people; if 1 million of them took on an extra person it would almost solve youth unemployment overnight, so that is a very important area. UKTI, through our embassy network around the world, could be more proactive in identifying the opportunities in those countries and relaying them back to London. Then, through our databases on our websites, we could relay the opportunities to the businesses.

Things tend to happen the other way around. What UKTI does is reactive. It tends to rely on a company approaching it and asking whether there is a market in Nigeria for the valve that it makes, which supports the oil industry. That opportunity should be identified by UKTI long before that happens, and passed back to the relevant companies. That is a change of thinking, and UKTI needs to think about it.

We need to think what incentives we can give to small companies to export. However small a company is, exports should be discussed at every board meeting. It might not want to do anything about them, but they should be on the agenda. We could encourage small firms more with corporation tax breaks. Perhaps we should even skew the national loan guarantee scheme towards companies that export. The Government need to do more to encourage small businesses.

We have not talked enough in the debate about inward investment. Too often we are delighted when big firms come to this country. Then we leave them to fend for themselves. An example is the £1.5 billion development by DP World at the London Gateway port, with investors from the United Arab Emirates. There have been huge planning problems. We should be monitoring and nursing those big investments, with someone senior from UKTI saying, “You have got a planning problem; this is who you need to go and talk to.” We need to get a reputation in this country for really caring, not just about firms bringing their investment to the country but about looking after them afterwards. That brings me on to infrastructure and the prospect of allowing it to fall behind.

Critics of High Speed 2 and Crossrail are wrong: we need the best infrastructure in the world. People need to be able to get about; we need to be up there on a world scale—certainly as good as any of our European competitors.

We need to deploy our UKTI people in the right places. Returning to my visit to Morocco, I found that we had four based in Casablanca, which is fine because that is where most trade is done, but we did not have a single UKTI representative in Rabat, although it is the centre of Government in Morocco, where all the Ministers are. The hon. Member for Brent North (Barry Gardiner) is right, business happens by networking, and we should be asking our UKTI people to network around the world. If they are to seek out the opportunities that I mentioned earlier, they need to network with the right people.

[Laura Sandys]

rose—

[Nick de Bois]

rose—

[Geoffrey Clifton-Brown]

I am spoilt for riches—I give way first to the proposer of the debate.

[Laura Sandys]

Does my hon. Friend remember the concept of people who lived in a community for years and years but happened to be British becoming so-called honorary consuls? They were in a country permanently, or might be there for 30 years, unlike ambassadors or UKTI people who come and go. We have lost that tradition; they need not replace anyone, and we should be nurturing such people—Brits who live in Morocco, for example.

[Geoffrey Clifton-Brown]

My hon. Friend makes an extremely interesting point. I have come across one or two honorary consuls, such as a former one in Mexico who is involved in a huge development in that country and knows the whole business community backwards. Other than a few expenses, honorary consuls come for free to the UK Government, so we should appoint more. My hon. Friend is exactly right.

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[Laura Sandys]

It is interesting that we have a very effective organisation, Locate in Kent, which is very Kent-based. From our perspective, regional development agencies did not understand us, so they were never going to have a function. We need speed and flexibility of action, instead of having to wait for bureaucracy. Whatever the organisation and whatever the structure, we need to act fast, and to be nimble and flexible, instead of institutional.

[Mr Bailey]

I accept the hon. Lady’s comments. There were different experiences of the RDAs’ work, and they generally seemed to be more highly regarded the further north they were. However, there was undoubtedly a body of expertise embedded in them, which suddenly found itself unwanted. The introduction of local enterprise partnerships may or may not be able to fulfil part of that function, but for a long time there was no clear source of advice, information or propaganda that could be used to make the necessary local connections by any company contemplating inward investment. That may be changing in one or two places, but we have lost a year at least, and the consequences in some areas are serious.

Overall, the problem has been that because of the delays—there was also a five-month delay in publication of the UKTI strategy—the impression has been that, despite all the public pronouncements, the service is not a serious priority. Not only have we lost some of the services that were previously carried out, there has been a lack of direction and focus for a considerable time as a result. I accept that the perception of UKTI has been mixed, but the Government have failed to make it the sort of priority service that it should be—I totally agree with the comments made by the hon. Member for The Cotswolds—and that has not helped it to perform its function.

I welcome a number of recent developments, which may change that situation, and the Select Committee will consider them, including the extra investment of £45 million. The recently signed agreement between UKTI and the European Chamber of Commerce, which has been anxious for that agreement for a long time, could be a model for the integration of our foreign trading practitioners, with UKTI, the Foreign Office and civil servants pledged to make those connections. There is probably huge scope for reproducing that sort of model in other parts of the world.

UKTI has had its efforts blunted by other problems arising from other departmental priorities. The visa regime has certainly not helped its efforts in China and India. That has been a constant source of grievance in those countries, and it has not created the right sort of climate, or the feeling that Britain is open for business, which should underpin UKTI’s efforts there on our behalf .

The Export Credits Guarantee Department was roundly criticised by the British Exporters Association before the Select Committee. To be fair to the Government, they have tried to act on that in a way that the previous Government did not, but the jury is out on how successful their actions will be. The overall problem for small businesses is access to finance to allow them to invest and to take the available opportunities in foreign markets. I know from personal experience in my constituency of a number of companies with export opportunities that have not been able to realise them because they could not lay their hands on the finance required to invest to meet the necessary production targets.

I return to the point about departmental priorities, and the importance of getting the top people in our ministerial hierarchy to go out and beat the drum for Britain. The hon. Member for The Cotswolds made the valid point that going out to sign a trade agreement is only one thing, and I have heard feedback from companies expressing their concerns that while they do the work to get trade agreements ready, the Ministers just go along to sign them and take part in the photo shoot.

In Germany, for example, political leaders are constantly on the phone to work with and promote industry, but we in Britain do not do that in the same way. That is not a criticism of the current Government; it was the same under the previous Government. One problem is our governmental structure. Why does the Prime Minister return to the House every Wednesday to answer questions when he could be out working to get contracts signed that will help British people get British jobs and strengthen our economy? The Government should consider changing some of our constitutional structures and parliamentary procedures to free up our leaders to carry out that ambassadorial role more effectively than they are able to do at the moment. I do not blame individuals because the nature of their job militates against such involvement. However, if we are serious about trying to refocus the whole Government on such a priority, we must look at government in the round.

A number of other Departments have pursued policies that run contrary to our objectives. The abolition of regional development agencies before there was an effective replacement mechanism is one example, as is the Home Office and its visa regime. Such things work against our trade objectives, because our departmental structure does not consider overall priorities that will help us grow our economy. The hon. Member for The Cotswolds made that point, although perhaps in a slightly less critical way.

The fact remains, however, that the structure within our Government does not focus on growth as it should. If UKTI is to be effective, we must give it more investment, monitor the outcomes of its work, and ensure that other departmental priorities work to maximise its potential. If we do that, UKTI may genuinely be able to lead this country towards export-led growth and the position that we were in many years ago, developing our exports and our role in the world economy.

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[Laura Sandys]

One reason why France and particularly Germany have a strong sectoral focus is that their trade associations have a different function and are a lot more proactive than ours. In many ways, they form a sales and marketing operation for the sector and are front runners, helping medium-sized companies that might not be able to spend the time or effort to go to those countries by representing them, almost like agents. It is a potentially interesting model.

[Neil Carmichael]

My hon. Friend is exactly right. Not only do they identify and develop sectors, they have a structure to develop relationships that are thorough and long-lasting. That is the first point that I make to the Minister.

We have all celebrated Lord Green, so let us have another go. I think that he is an excellent Minister of Trade. I welcomed his appointment, and I have heard him speak on several occasions. I last heard him speak on China. He delivered a powerful analysis of where China was going, where the markets were and the development of sectors and so forth. That is the attitude that we want within and throughout UKTI. We must understand properly the countries that we are considering in terms of the economic data, the analysis and the prospects that lie therein. The approach exemplified by Lord Green when I heard him speak on China—I have heard him speak on other subjects, but China is a good example—is the kind that we want to see much more of in UKTI.

That leads me to another point, which I made in a different context in this very room last week. It involves the importance of supply chains, which we sometimes underestimate. A lot of the products that we make in Britain are parts of products that are then developed somewhere else and sold on. In my constituency, for example, we make fuel injectors for large diesel engines. We do not make the engines; they are made in Germany, and they become parts of vehicles that are made elsewhere. That is a lengthy supply chain and a valuable one. That is what we must understand in the context of developing trade links. We must be much more interested in developing links, not just between Britain and another country, but within Britain. I am referring to the firms that should be developing the right links elsewhere. That requires more knowledge. It requires a better understanding of the landscape of opportunities. UKTI needs to get a grip on the question of supply chains, and I urge it to do exactly that.

My hon. Friend the Member for The Cotswolds (Geoffrey Clifton-Brown) mentioned Renishaw, and he was absolutely right. Renishaw is also in my constituency. It is a great firm. It is eager to develop markets and has recently done so successfully, because of the quality of its product, its knowledge of the market that it is going into and its sheer determination to get the engineering right. That is another thing that the Germans tend to do. We need to ensure that all our companies have that determination to achieve excellence, and that excellence needs to be promoted. Again, it seems to me that UKTI needs to develop the right kind of relationships for that to happen. It needs to do so in the right place and through the right channels.

In Gloucestershire and in my constituency in particular, we have had some striking successes with UKTI, so I do not want to be over-critical. For example, Green Fuels— a company that I visited before the general election—has developed businesses in Nevada and Mexico. Both those developments took place with the assistance of UKTI, which is great news.

Another firm from my constituency, Tudor Rose International, has obviously been using UKTI successfully. It has stated:

“As an Export Market Management Company we are delighted with the help and assistance UKTI are giving us in developing new and emerging markets.”

It goes on to develop that theme. The interesting point about that quote is that it refers to “new and emerging markets”. We must be ready to look at the new opportunities, define exactly what they are and stick to them.

Brazil is a very good example. Anyone with an understanding of agriculture would have known that, sooner or later, that country would really start growing in that sector. Some companies—for example, Fiat and New Holland; agricultural machinery firms—observed what was happening and now dominate the manufacture of large agricultural equipment there. That is good, but it is something that perhaps we should have been thinking about ourselves.

My constituency, oddly enough, has many firms that are exporting to the oil and gas industry in an emerging market in an emerging country—Brazil. They are doing surprisingly well. I shall just underline the fact. ARC, for example, is producing products that are desperately needed and of a high quality. It understands the market well and has appreciated that it is a market that will develop. In my view, UKTI needs to produce some analysis that can be easily seen—it must not be hidden behind a locked door until someone comes along with a key to prise it open—to give firms a feel of where the opportunities are and where expansion and development can take place.

I shall conclude by ramming home the point that we need more analysis of the opportunities, and it needs to be much more sophisticated and alert to new and emerging markets. That is the first point. Secondly, UKTI needs to be more transparent, a bit more open and a bit more user-friendly. That was my experience when I was looking at things in Poland, and I still detect it from time to time when I am talking to firms that are using UKTI today. Last but not least is a powerful point that my hon. Friend the Member for Witham (Priti Patel) made about developing links. However, UKTI must be thorough. One trip with a bit of glitz will not do. We need something bigger and more sustained. It must be broader and deeper—more meaningful. That is how our competitors have stolen a march on us. It is what we must start doing, and now is a good time to start.

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[Mr Wright]

I certainly bow to the hon. Gentleman’s superior experience, but my point is that, with finite and reducing resources, it is absolutely essential—I will come on to this—that today’s debate is about the effectiveness of UKTI. Where do we get the biggest bang for the taxpayers’ buck? Is it from small enterprises or more medium-sized enterprises that have got opportunities for export and growth? Where will we get the best return for the British taxpayer and hence future prosperity and growth?

[Laura Sandys]

In a strange way, what we need are different strategies for different size companies. That is what it boils down to. It is not an either/or. We might be focusing too much on a certain sort of service to very small companies that is more suitable to a medium-sized company. That is why I proposed looking at translating websites or aggregating certain sectors and being able to present them, which does not cost that small business either time or money.

[Mr Wright]

That is an important point. I am interested in looking at where we can gain knowledge and experience from other successful exporting nations. I look to Germany, although we cannot replicate Germany in the UK. It would be wrong to suggest that we can. However, a successful ingredient of the German economy, with its emphasis on manufacturing and engineering, on the long term, on worker and management co-operation and on good regional financial opportunities, is the Mittelstand, the medium-sized companies often seen as Germany’s economic backbone. It is interesting to see what they have. They have a relentless focus on export markets, often in global niche markets, allied to close relationships with their supply chains, as the hon. Member for Gloucester (Richard Graham) mentioned, and distribution networks. Will the Minister tell us what steps UKTI has taken to embrace mid-sized companies? How often have mid-sized companies been taken on trade delegations?

--- Later in debate ---

[Laura Sandys]

I thank the Minister for a comprehensive response to many of the points that were made.

Along with my friend the hon. Member for Brent North, I feel that this has been a positive debate, contributing ideas and experience and setting the tone, hopefully, for a closer relationship between Members of Parliament and UKTI into the future. Hon. Members have made many varied points. A big issue mentioned by a lot of Conservative Members is the sales and marketing culture and engaging with UKTI and MPs, with our support. We must also be clear that UKTI cannot deliver economic growth itself: it is a facilitator. It is incumbent on all hon. Members to go back to our constituencies and talk about the opportunities, ensuring that we are making those connections work.

I should like to throw a couple of opportunities—not challenges—to the Minister and to UKTI. Can we make this the start of a dialogue and debate? It would be useful to have a round table that was a little bit more informal, talking about ideas and experiences and, perhaps, identifying certain key people who have had a previous history in certain markets. For me, it would be central Asia and the Caucasus, which does not appear on any list. It might be useful to have an all-party group considering such issues, advancing ideas and doing some comparison with Malaysia, Singapore, France, Germany and others, pulling together data and interrogating where other people are making successes—and celebrating our successes, too.

I hope that hon. Members feel that they have had the opportunity to put ideas on engaging with UKTI to the Minister. We must ensure that this is not the end but merely the start of building a longer-term relationship between this place and our external marketing and trade and inward investment.

Question put and agreed to.