British Exports

Rory Stewart Excerpts

Wednesday 8th February 2012 Westminster Hall

[Rory Stewart (Penrith and The Border) (Con)]

I thank my hon. Friend the Member for Macclesfield (David Rutley) for securing this debate.

I want to touch briefly, in a very short time, on the ramping criticism of UKTI and the British Government. The point is, of course, that the situation of British exports is extremely complex. Germany is doing well not because the German diplomatic service is far better than the British one. In fact, the German diplomatic service is in many ways not half as well supported or prestigious within the German administrative system as the British one is. Nevertheless, there are some small things I believe we could do to improve our exports. We do not have a silver bullet. No consul-general in Istanbul will alone be able to double UK trade and investment with Turkey by 2015, but it is important to understand what we can and cannot do with this funny network of embassies.

We first must understand that the business of trade, at least regarding the embassies, is very long term. Britain’s calamitous failure in Brazil is not about a lack of short-term energy from individual British Governments, but about decades of lack of focus. The reason that countries even such as the Netherlands are well ahead of us in their trade with Brazil, and why Germany, France and Italy are doing better than us, goes all the way back to French investment in and support for the first universities in Brazil and German investment in its first industrial plants in the early 20th century. We have already heard about Italian success in Turkey, and that considerable success—Italy is a long way ahead of Britain in trade with Turkey—has been built up over decades, since the first Fiat investments in the 1960s, and it means that there are now 18 flights a day from Milan into Turkey, and an enormous range of small and medium-sized Italian businesses on the ground in a way that our businesses are not. If Britain is now to be serious about that kind of thing, we need to do three things. We need to look at unexpected countries, look at unexpected products, and change the culture of UKTI.

Regarding unexpected countries, a focus on BRIC countries might turn out to be a bit misguided in the long run, and in a sense we have missed the boat, I am afraid, with countries such as Brazil. However, one reason that we cannot become so centred on insulting the Foreign Office and demanding privatisation and a commercial focus is that often our diplomatic missions turn out, in the long run, to be very useful.

Take, for example, Mongolia. There was huge pressure 15 years ago to close our embassy in Mongolia, with people saying, “Why do we bother having an ambassador there? Who cares about Mongolia?” and then the country turned out to have an extraordinary range of assets—natural resources—which are about to make it the country with perhaps the largest gross domestic product per capita in that entire area of Asia. Our diplomatic network, therefore, is partly an investment in low-probability, high-impact events, exactly such as that one. The investment is, as some people have pointed out, less than our investment in the winter fuel allowance, and it pays off again and again through such unexpected opportunities. The same, if I were to be bold, could be extended to a whole series of peculiar countries. The Falkland Islands, if they continue to discover 500 million barrels of oil in the northern reaches, seem set to become a sort of Dubai with penguins.

Those are extraordinary opportunities for us, and we might take them even further. It is not just about second-tier countries such as Indonesia; we should even be looking at countries such as Pakistan. We tend to see Pakistan simply as a failed state, but it is a potential market, within the next generation, of 300 million people with an extraordinary focus on IT. Of course, we also have 1.5 million British people of Pakistani origin who can help us trade there.

Places such as Cumbria show us the astonishing range of unexpected products that we have. Innovia in Wigton, with 1,000 employees, exports 90% of its products. We have Steadmans, designing glittering gold roofs for the Bahrain air show. We have people making forges in Alston winning Queen’s export awards and people selling used photocopiers to China. We sell gluten-free food products into the Balkans.

Let me finish with sheep. The agricultural export market is massively untapped, and that is exactly where an embassy can be useful. The reason that our sheep are not in Saudi Arabia is not that New Zealand is outcompeting us but that we have been denied health certificates throughout the middle eastern market. It is an enormous market. The Arab appetite for sheep is almost unstoppable. Britain is just beginning to go into surplus. Our sheep industry employs 130,000 people. Agricultural exports should be a good example.

The key to all those opportunities in unexpected products and markets is the energy and culture in UKTI, in order to give people the drive and leadership to want to explore those opportunities. We in Britain should look back not at our Victorian past but at our Elizabethan past, when a buccaneering, trading, earring-wearing rogue state took its goods all the way around the world.