Frank Field writes:
Theresa May arrived at Downing Street with a promise to the
nation: that the government she leads will initiate a complete rethink of how
capitalism is conducted in our country, so that it can be made to work for all
of us, rather than a mere privileged few at the top.
Among the losers is Mrs
C Patel, who is 56 and
has worked for BHS since leaving school. She told us how
she felt “so helpless about what is happening”.
She is among 11,000 mainly
low-paid workers whose jobs are now at risk, and 20,000 former and current
pensioners whose pensions face
cuts of up to 77%.
One current BHS pensioner wrote to me to say her
modest retirement had been put in “utter jeopardy” by the collapse of the
company and its pension fund.
No such concerns afflict Sir Philip
Green, the man who ran BHS for 15 years from 2000.
He and his family
accrued enough wealth on the back of BHS to propel them towards the very top of
the Sunday Times Rich List.
They can count their wealth in billions.
Sir Philip
and Lady Green clearly emerge as the biggest financial winners from BHS,
although many others involved in its demise – including Dominic
Chappell – also
pocketed huge sums of money.
Much of the Green family’s
enormous wealth was built up during the early years of Green’s stewardship of BHS.
And yet there is no evidence whatsoever from this period of the improved
turnover, market share, or major increase in investment that might be expected
from a leading retailer.
Investment was evidently either inadequate in scale or
ineffective in improving the competitive edge of the business.
Here we are introduced to our
second group of losers from this sorry tale, the BHS customers.
Our select
committees received reports from across the country of how the lifts in their
local BHS had been out of service for five years, of gaping holes in the doors
of the ladies’ changing rooms, of carpets being taped down, and of air
conditioning systems being out of service and left to decay.
The decay which set in at
individual BHS branches mirrors that of its pension fund – it was allowed to
decline from a surplus of £43m in 2000, when Green bought the business, to a £571m
deficit last year.
Companies that are suppliers to BHS are now also under threat.
So the picture
that was presented to us in evidence was clear – the Green family’s wealth
escalated beyond the dreams of avarice, while the health of BHS and its pension
fund was neglected.
I believe that two immediate responses are now required.
The first is for Green to write a large cheque to make good the shortfall in
the BHS pension fund.
This most basic gesture is well within his capabilities –
the Green family recently acquired a
private jet and
another luxurious yacht for a cool £146m – and would restore a sense of justice
for those 20,000 workers whose pensions are at risk.
Next, we need the government to
initiate a review of company governance in this country.
This review should be
undertaken with one key question in mind: should directors be deemed fit and
proper persons if they are prone to racking up huge pensions deficits while
adding handsomely to their own personal wealth?
And should not such questions
be applied to private limited companies, as well as publicly listed ones?
Both
of these questions will require answers if May is to fulfil her promise on the
remaking of British capitalism, in particular the corporate greed we have
witnessed throughout the sorry demise of a once great high street name.
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