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Banking (Responsibility and Reform)

The hon. Lady has obviously received a detailed RBS briefing. However, what she describes is very different from the experience of our constituents, who complain about how difficult it is to get loans and about the prohibitive conditions that are attached to them. I want to make one more point. It is little recognised that 85% of the British public's money is held by just five banks, which are able to use that money with little or no accountability to the public. Investment in the UK economy therefore reflects the interests not of the public or of society, but of the senior decision makers at the five largest banks. Given that the total gross spending of the banking sector in the run-up to the crash exceeded by far total Government spending, the decision makers in those banks potentially have more spending power to shape the UK economy than the whole machinery of Government. That is a significant fact. In effect, control over the money supply and the allocation of credit has been largely privatised. That is central to Britain's problems. Britain needs above all to escape the dangerously mounting deficit in our traded goods account, which in the last two years has been up to £100 billion a year or 7% of GDP. The allocation of credit cannot be left in the hands of private commercial banks, which currently channel only 8% of the money supply into productive investment. Instead, they generate colossal asset bubbles through mortgages and household borrowing. What is needed is the re-adoption of the rationing of bank credit through official guidance, enforced where necessary through quantitative ceilings. That prevailed successfully in this country until the 1971 competition and credit control measures, which inaugurated the era that said that the market always knows best and in which the deregulation of finance depended almost exclusively on the price mechanism and variable interest rates. Bonus figures released last week show that the top 1,250 executives in the eight leading London banks received an average of £1.8 million in 2010. That is £34,000 a week. What is really needed in banks, as elsewhere, is whole company pay bargaining, whereby the pay at each level, including at the top, has to pass the examination and approval not just of shareholders, but of the employed staff who are the bedrock of the organisation.