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Burton's Foods (Moreton)

I draw the attention of the House to my entry in this year's Register of Members' Financial Interests. The Burton's food factory in Moreton is the largest private sector employer in my constituency and has been a mainstay of employment in the communities of Moreton and Leasowe for well over half a century. The site currently employs 342 people on permanent contracts, but biscuit making is a seasonal activity so there is the potential for an extra 200 seasonal workers during busy production times. It is not unusual for seasonal workers to work for up to 10 months of the year. During the production peak last year, for example, 566 employees were working in the factory. Last year the company announced a supply chain review, but only days into the new year it announced the shocking news that it intends to close down the entire site by the end of 2011 with the loss of all jobs. It wishes to outsource chocolate refining for Cadbury, a specialism long performed to a very exacting standard in Moreton, to an unspecified supplier. It plans to invest £7 million in two other sites, Llantarnam in Wales and Edinburgh, as well as consolidating its distribution operations, again to an unspecified place. We are at the beginning of the statutory 90 days of consultation that must by law precede redundancies. The work force, their representatives and I are determined to use that period in the most constructive way that we can to try to persuade Burton's Foods to change its mind about this disastrous decision. My first priority is to work with all interested parties to win the battle to save these jobs, which why I am so pleased that the Minister of State, Department for Business, Innovation and Skills, the hon. Member for Hertford and Stortford (Mr Prisk), is here to answer the debate tonight. I have given him advance notice of the questions with which I hope he can help me, so that we can give the work force the best chance of saving their jobs and avoiding the devastating effects that closure would have on the communities I represent. I shall return to those considerations, but first I want to deal with the developing situation in more detail. I am grateful to Burton's Foods for agreeing to make available the information on which it is basing its decision, but unfortunately it has not yet delivered on that commitment. The so-called data room that will house the information was due to be opened by Monday of this week, but the most recent information I have is that it will not be open until Thursday. That means that two weeks of the 90-day consultation period have already been wasted in waiting for the promised information to be provided. There are also serious worries that the quality, accessibility and level of detail of the data will not be good enough to facilitate a testing analysis of the company's approach to the closure decision. I make this plea to the company: for speed and transparency, please co-operate with us and make available all the information in an easily accessible way. We aim to generate different proposals that offer a viable alternative to the decisions that the company has made in its supply chain review. Sadly, we have been in this position before with Burton's Foods. In 2007, the company earmarked the factory for total closure, but that was just months after the expiry of legal obligations it had agreed to in 2001 to access £4 million-worth of regional selective assistance from the regional development agency and rates rebates from the local authority. After that closure announcement, the work force were escorted off the site by security guards who had been hired specifically for the purpose. After that rather difficult beginning, we, together with the work force and their representatives, and after a successful campaign in the local community and this House, persuaded the company to change its mind. On 15 August 2007, a memorandum of understanding between the management and the Unite union, on behalf of the employees, was signed, saving manufacturing at the site and safeguarding a total of 437 jobs. In exchange for an undertaking that there would be no major restructuring on the site before May 2012, the work force accepted the proposed changes, some of which were painful, including new working practices. More painfully, there were 500 job losses despite evidence that the company's productivity had been increasing consistently year on year. The Moreton work force have more than delivered on their side of the deal in the MOU. They have increased their productivity still further, despite having had pay freezes in four of the past 10 years and very modest increases in the other years. They have delivered £12.7 million-worth of cost reduction to the business and have agreed major changes in working practices to achieve that transformation. Let me give two examples that illustrate the nature of their commitment. The Moreton factory produces the Christmas selections at the high-value end of any biscuit manufacture, and have been responsible for increasing the sales of seasonal products by 16%. That is four times greater than for Burton's main competitor and is an astonishing achievement in a tough and competitive environment. Likewise, the new Duels product, which was introduced relatively recently, was first made in Moreton and is now manufactured at the factory. The plan was for that new product to break even in 18 months, but due to the hard work and commitment of the managers and the marketing team, as well as the undoubted skills of the work force at Moreton, it has grown from nothing to a £20 million turnover business in just 12 months. None of the work force could have done any better—and what is their reward? The sack. There are serious issues about whether the memorandum of understanding has been honoured by the company. No one is saying that conditions are anything other than tough in the £2.2 billion biscuit sector. Commodity prices have risen substantially and the retail environment makes it difficult for manufacturers to pass on extra costs to their customers. The company has changed hands in the year following a restructuring that converted into new equity £137.7 million of borrowing that had been loaded on to the company by a string of private equity owners. That has reduced the group's interest burden to a manageable level. The previous private equity owners, Duke Street Capital, passed ownership on to a number of parties, none of which now individually has a controlling interest, but I understand that they include the Canadian Imperial Bank and Apollo Asset Management. Although the company is clearly experiencing difficulties in the market, the 2010 annual report shows positive figures over the past year. Its turnover was up 4%. Earnings before interest, tax, depreciation and amortisation were up slightly, as was its gross profit margin. Although that was a modest performance, I note in passing that the directors' remuneration increased by a staggering 97.5%, with a 119.9% increase for the highest paid director. That makes a startling contrast to the years of wage freezes inflicted on the work force at Moreton. So there are tough conditions to contend with in the market. We all know that this requires an imaginative response, but I do not believe that the supply chain review is the right one. There are good grounds for believing that the production costs at the Moreton site have been overestimated, whereas the closure costs have been underestimated. There is much in the company's figures to contest. Since the factory opened in 1953, it has been a dominant employer in the Leasowe and Moreton area. It is not uncommon for entire families to work at the factory, sometimes with more than one generation on the production line at the same time. If the closure were to go ahead, it would be devastating for many of my constituents. It would decimate the local economy at a time when it is already fragile. The human cost cannot be overestimated.