National Investment Bank For Britain PDF

A NATIONAL INVESTMENT BANK FOR BRITAIN: Putting dynamism into our industrial strategy REPORT TO THE SHADOW CHANCELLOR OF THE EXCHEQUER AND SHADOW SECRETARY FOR BUSINESS, ENERGY AND INDUSTRIAL STRATEGY ON IMPLEMENTATION  CONTENTS 5...

A NATIONAL INVESTMENT BANK FOR BRITAIN: Putting dynamism into our industrial strategy REPORT TO THE SHADOW CHANCELLOR OF THE EXCHEQUER AND SHADOW SECRETARY FOR BUSINESS, ENERGY AND INDUSTRIAL STRATEGY ON IMPLEMENTATION  CONTENTS 5 7 8 9 10 11 13 15 We would like to thank Rob Calvert Jump, Rod Dowler, Diane Elson, Daniela Gabor, Sue Himmelweit, Leandros Kalisperas, Michael Lloyd, Ozlem Onaran and Andy Ross for their contributions to this document. The document reflects the views of a number of these, and others; its contents should not be taken as representing the views of any of its authors. This report is the work of external experts and constitutes a report to members of the Shadow Cabinet. It should not be taken to represent Labour Party policy. A NATIONAL INVESTMENT BANK FOR BRITAIN: PUTTING DYNAMISM INTO OUR INDUSTRIAL STRATEGY |3 4| A NATIONAL INVESTMENT BANK FOR BRITAIN: PUTTING DYNAMISM INTO OUR INDUSTRIAL STRATEGY  INTRODUCTION In July 2016, John McDonnell MP, Shadow Since then it should be noted that the incoming Chancellor of the Exchequer, announced Labour’s Chancellor of the Exchequer, Philip Hammond MP, support for a National Investment Bank and has implicitly conceded the need for greater public network of regional development banks as part investment, while refusing to take it seriously, of Labour’s pledge to rebuild and transform Britain. with a token increase in capital expenditure of The NIB and RDBs form part of Labour's promise £27 billion over the next five years. to mobilise £500bn of investment over ten years to redress many of the structural problems in The aims of this working group are to consider the British economy, a figure which includes both some of the important questions about the public sector and private sector financing. implementation of the National Investment Bank: The existing financial system has proven how it relates to our industrial strategy, how it is inadequate for the purposes of much of the UK funded and structured, what should be its aims economy: in addition to widespread criticisms and structures, and how Labour should go about of short-termism and a failure to invest in the its implementation. economy for the long term with investment disappointing by international comparisons, The contents of the report are the conclusions of wide disparities have emerged between our the group overall, not always unanimous, and so regions and nations. should not be taken to represent the views of any single member of the working group. The idea of a National Investment Bank is not a new one, nor one without international precedents. Different forms of state-backed banks already exist in many countries and sub-regions, including Germany, Canada and North Dakota, and a British counterpart should be able to learn from best practice elsewhere in the world. It should be noted that the NIB and RDBs are not designed to be an alternative to public spending commitments through normal department spending limits, whether on revenue or capital accounts. The July 2016 speech by John McDonnell referred to a programme of public capital expenditure, averaging £25bn per year over ten years, as part of what is needed to address the shortfall in infrastructure spending, and the £250bn lending target of the NIB and RDBs is in addition to this. A NATIONAL INVESTMENT BANK FOR BRITAIN: PUTTING DYNAMISM INTO OUR INDUSTRIAL STRATEGY |5 6| A NATIONAL INVESTMENT BANK FOR BRITAIN: PUTTING DYNAMISM INTO OUR INDUSTRIAL STRATEGY  EXECUTIVE SUMMARY  The principal funding recommendation is that the initial financing of the NIB should be via a £20 billion government bond issue. This equity financing would cover the costs of establishing the bank and its regional offices, running costs, and initial on-lending. Subsequent annual issues, guaranteed by the UK government, would increase the size of the NIB balance sheet to approximately £250 billion by the end of a ten year period.  The on-lending structure of the NIB will avoid any direct competition with conventional banks. This mode of operation will also avoid any political problems for the policy as the British Business Bank operates in an analogous manner, i.e. as an intermediary, and has been cleared by the EU under the state aid rules.  The National Investment Bank will have a two-tier board structure: a Supervisory Board including representatives from unions, business and local government, and an Operating Board responsible for day-to-day management.  Twelve regional development banks will be allocated funding centrally in line with the Aims and Mandate of the National Investment Bank.  While accepting that political objectives will sometimes moderate financial outcomes, the NIB will be staffed to include people with top level banking and commercial skills able to deliver strong regional and national economic benefits and thus create an institution that will endure and have wide and hopefully cross- party support. A NATIONAL INVESTMENT BANK FOR BRITAIN: PUTTING DYNAMISM INTO OUR INDUSTRIAL STRATEGY |7  ONE Aims The National Investment Bank and associated regional development banks are an ambitious blueprint for providing funding on a sufficient scale to meet the needs and potential of the UK’s small and medium-sized enterprises1, and by transforming the operation of the UK’s financial system through the creation of new institutions accountable to the public and wider social goals, in a sustainable, regionally-balanced and equitable way. The National Investment Bank and network of regional development banks is a response to the failure of the UK banking sector to provide longer- term loan funding for enterprises, for small and medium-sized enterprises especially, or to support innovation in forms of productive organisations. The failure has been longstanding, first receiving official recognition in the 1932 Macmillan Committee report. Despite attention from successive governments, the problem remains entrenched and has worsened sharply since the 2008 crash. The weakness of lending to businesses and local projects outside of London is particularly pronounced. More broadly the ambition of the National Investment Bank and regional development banks is to work in a context of a long-term industrial strategy and economic policy intended to permanently reshape the British economy so that it is fairer, more democratic, less wasteful of resources and able to meet the challenges and opportunities of Brexit. 1 Throughout this document, ‘enterprises’ should be taken to refer to both businesses and appropriate non-profit or third sector organisations 8| A NATIONAL INVESTMENT BANK FOR BRITAIN: PUTTING DYNAMISM INTO OUR INDUSTRIAL STRATEGY  TWO Mandate Our proposed draft mandate, which would character)) and to hold, sell or otherwise serve as a draft legal objective for the National deal with such investment or other financial Investment Bank’s articles of association, is as assets, (iv) the grant or provision of follows: guarantees, security, insurance or support, or (v) the grant or provision of other The objectives of the company are: financial products, in all of the foregoing A. To deliver public policies, in particular cases, with or without interest, security or financing, pursuant to a Government consideration, and whether directly by the mandate in the following areas: company as lender, investor, co-investor or in any other capacity or through financial a. A  ddressing the long term funding gap intermediaries, which the board considers to small and medium sized enterprises will, or are reasonably likely to, directly or b. Addressing the long term funding gap for indirectly, facilitate the Bank’s objectives. infrastructure investment, both physical and social D. T  o act as a holding company, and c. Addressing the long term funding gap for technological and institutional progress E. T  o do all other things that the board and innovation considers ancillary, incidental, or conducive d. Any other areas assigned to the National to the attainment of the foregoing objects Investment Bank by the Government and the company shall have any and all including organisations providing socially powers which the board considers ancillary, valuable services incidental or conducive to the attainment of e. A  ddressing the long-term funding gap the foregoing objects. for small and medium-sized businesses and high-value local projects in regions outside of London and the South-East. B. To do so in ways consistent with government policies in other areas C. To achieve the objectives set out in (A) by making, facilitating, engaging in, and encouraging investments, lending and related activities including (without limitation) by or with respect to (i) the lending of money, (ii) the grant or provision of credit or other related and appropriate support, (iii) the investment of money in investments and other financial assets (including (without limitation) securities (whether debt or equity or hybrid in A NATIONAL INVESTMENT BANK FOR BRITAIN: PUTTING DYNAMISM INTO OUR INDUSTRIAL STRATEGY |9  THREE Funding 3.1 T  he National Investment Bank (NIB) will follow leverage ratio (equity-debt ratio) would rise to an on-lending strategy similar to the KfW approximately 8% at the end of the 10 year Mittelstand activity in Germany. The NIB will horizon. be funded via its own bond issuance (with the backing of a UK government guarantee), 3.4 T  he proposed final leverage ratio is still following initial equity financing by the relatively high compared to commercial banks. Government. The NIB structured on this This reflects the on-lending character of the basis would not be a competitor to private NIB, which seeks to replicate the 20/30 year commercial banks. The approach works by regular loan-term finance framework provided substantial discounting of the funding costs in Germany via KfW on-lending to German of the banks directly lending to businesses, SMEs corresponding to substantial reductions in risk via lower interest rates over long-dated loan 3.5 T  he £20bn equity issuance should take terms provided by the NIB. This approach place in the initial year of the policy, rather will enable private banks to avoid risk-averse than £2bn equity being issued per year, to asset-backed approaches when lending to reduce both the Government and NIB funding SMEs, providing a relatively high leverage ratio cost over the policy horizon. Given current for the NIB. extremely low interest rates, issuing £20bn in government bonds in the initial year should 3.2 A  lthough there have been attempts via various be a lower cost strategy than spreading out initiatives (e.g. the BBB) and schemes (e.g. the bond issuance over a ten year period, on Funding for Lending and latterly the BoE Term the basis that this will minimise the impact on Funding Scheme) these have not changed government borrowing. This also suggests the character of lending to SMEs, particularly that long-dated government bonds would medium-sized businesses, in respect of long- be the appropriate issuance. Moreover, the term finance to stimulate and sustain a long- NIB will build up a satisfactory credit rating term, innovative approach by this key cohort over time, and therefore the yields on NIB of businesses. bonds should decrease over time, or at least rise at a slower rate than government bond 3.3 T  he NIB would initially issue an equity tranche yields in the event that the latter rise. Finally, of £20 billion, which would be purchased it should be noted that a one-off issuance of by the UK Government. Over the ten year £20bn government bonds corresponds to policy horizon, the NIB would conduct ten approximately 1-2% of the outstanding public annual bond issues, which would expand debt. the NIB balance sheet to approximately £250 billion by the tenth year. This would correspond to approximately £250 billion of long-term on-lending to private banks over the policy horizon. Therefore, an initially low 10 | A NATIONAL INVESTMENT BANK FOR BRITAIN: PUTTING DYNAMISM INTO OUR INDUSTRIAL STRATEGY  FOUR Relationship with the existing sector and regulation 4.1 In order to get market reach and market - the ‘return’ for NIB would be loan rate penetration quickly, the NIB will work through less government bond rate, less start-up selected existing banks to deliver loan costs, less losses. It might be possible to get facilities. Such partners will be chosen for their partner banks to shoulder some of the start- understanding of NIB aims, their performance up costs in order to get in at the start of the in delivering these, and their standards of programme. corporate governance. It appears intuitively likely that smaller challenger banks will be 4.4 O  ne practical issue relates to the focus of more inclined to work in the ways preferred by these smaller new entrants. Some may act as the NIB but all potential partners, including the expanded credit unions, others may target large commercial banks should be explored. digitally savvy, younger retail customers, rather than SMEs. Alternatively they may 4.2 T  he NIB will operate via on-lending, at simply offer commercial property mortgages discounted rates to other smaller private or asset-based loans. A connected issue is and savings and cooperative banks (after the current banking regulations that favour the fashion of KfW). The key to its successful retail mortgages over business loans. Clearly, operation in the UK will be to establish links it will be safer for a conventional bank to with a significant number of commercial lend against a marketable physical asset banks. than simply to assume a non-asset based commercial risk in relation to a large, long- 4.3 A  change in banking culture will not occur term business loan. without partner banks clearly understanding NIB goals and being given incentives to meet 4.5 F  reeing the banks from these constraints is them. The NIB will need to specify the terms the main aim of having a NIB. Effectively, on- on which it will do business with partners and lending from low interest rate bond finance the products it will offer its target markets to enable discounted long-term loans to in terms of regions and sectors. The target be offered to appropriate companies. The markets will be assessed on factors such principal advantage of the NIB in regard to risk as regional investment gap or opportunity is the ability, by the banks lending directly to analysis rather than the current Treasury businesses, to discount substantially the risks approach of maximising net present value involved in non-asset backed business loans, that tends to favour investment in the South and the even more substantial risk with long- East. Partner banks will be assessed on their term loans of 20 to 30 years. It is important lending performance and poorly performing to recognise the magnitude of the change partners will be dropped. This should act as an envisaged, albeit a gradual change over a incentive for partners to develop investment period of years.2 appraisal skills that many have dropped in favour of a national algorithmic approach. Assuming an ‘unleveraged’ programme in year 1, or possibly also into year 2 - a 2 Steps will need to be taken to prevent banks from calling in current loans and using NIB funding to raise profits on what are really transitional period is likely to be necessary existing loans but reported to the NIB as new loans. A NATIONAL INVESTMENT BANK FOR BRITAIN: PUTTING DYNAMISM INTO OUR INDUSTRIAL STRATEGY | 11 4.6 T  he advent of the NIB will facilitate developing 4.10 C  RD IV is intended to implement the Basel III partnerships with the so-called challenger agreement in the EU. This includes enhanced banks. These banks will include digital banks requirements for: the quality and quantity of such as Atom as well as the more long- capital; liquidity and leverage requirements; standing challenger banks such as Metro counterparty risk; and new macroprudential Bank. standards including a countercyclical capital buffer and capital buffers for systemically 4.7 In fact there is a plethora of potential new important institutions. banks, as well as recent, already licensed challenger banks. Not all of the new banks Taking each in turn: would necessarily be suitable on-lending (a) T  he quality and quantity of capital will be partners for the NIB. It will depend on the high. Capital will be injected as pure equity focus and ambitions of the banks, and their and therefore will be of the highest quality; its willingness and ability to act regionally. quantity will be sufficient such as to generate A number of the new banks may opt to a high intrinsic rating (should a capital market concentrate on personal retail banking rather model be used) and a high overall rating (given than business banking. Moreover, the skill sets the underpinning of a government guarantee). of those in these banks, as well as those in the (b) Liquidity requirements will be low. The most NIB, will need to be wider than those deployed serious liquidity requirement relates to the in the major commercial banks. There will asset-liability term mismatch, and the NIB also need to be access to those having strong by borrowing long term from investors will market analytical abilities across sectors and not face any significant day-to-day liquidity technologies. Part of the risk-averse nature of requirements. There may well be second UK banking arises from the focus and remit order cashflow requirements arising from of the banks; though it is also related to the hedging of interest rate and FX risks, but inherently riskier nature of non-marketable these will be handled within the overall capital assets that leads to higher levels of capital framework. Leverage will be moderate given coverage by banks. the quality and quantity of capital. (c) Counterparty risk as defined in regulatory 4.8 T  he UK banking market is widely regarded frameworks take the form of various as unsatisfactory with the dominance of four settlement risks, and within listed bank entities major banks and a difficult environment for are mostly related to derivatives. The NIB will smaller banks and the new challenger banks not be a big user of derivatives, so this will be to establish themselves. The situation is ripe a low risk. for a National Investment Bank to enter the (d) The NIB will not be a systemically important market and change the culture of banking by institution domestically or internationally launching new low cost lending facilities clearly (target of c.10% of GDP achieved over several targeted at currently neglected but promising years, relative to an existing UK banking system regional and sectoral markets. of 300-400% of GDP depending on definition used), and in any event will not be looking to Regulatory framework hoard or distribute capital in manners that are 4.9 T  he general point to note is that Basel relevant for this concern. III and CRD IV regulatory standards and implementation frameworks aim to define 4.11 A  s the government will be the sole equity boundaries around the dynamic optimisation holder of the NIB, and will under-write process (of capital, liquidity etc) within listed the NIB bonds, the relation of the NIB bank entities. The NIB has no intention balance sheet to the public sector balance of optimising in any such manner, and so sheet would be subject to discussion. We notwithstanding that the NIB will maintain would aim for the NIB to be treated in appropriate standards irrespective of whether the same manner as the KfW in Germany, it falls under such frameworks, it will not be i.e. considered a separate object for the testing parameter limits. purposes of public sector accounting, according to the European System of National and Regional Accounts (ESA 2010).” 12 | A NATIONAL INVESTMENT BANK FOR BRITAIN: PUTTING DYNAMISM INTO OUR INDUSTRIAL STRATEGY  FIVE Management structures The management of the NIB will be achieved via a remunerated non-executive directors. Their two-tier board structure as indicated below. remuneration will be set by the government. Supervisory Board of Directors 5.4 T  here will be a separate Audit Committee 5.1 T  he supervisory board (SB) will be responsible of four SB non-executive supervisory board for setting the overall policy framework of the members, and chaired by a nominated NIB, within the parameters set by government member of the SB. The external auditors policy; for allocating the resources available to would be appointed, by the audit committee, each of the regional branches (in consultation for a period of three years and then changed. with the Operating Board, OB), and for appointing and overseeing the OB and the 5.5 T  here will also be a Remuneration Committee, efficiency and equity of the OB operating again drawn from the SB, which will receive mandate. The SB will also be responsible for recommendations from the OB. the appointment of the Chief Executive Officer (CEO) of the NIB, on a 3-year, renewable Operating Board contract. The CEO will be accountable to 5.6 T  he role of the Operating Board (OB) will be the SB and will report quarterly. The CEO to be responsible for the overall national will be also accountable directly to the framework of the bank’s operations at national Government and to Parliament in relation to and regional level. The CEO will report on a the expenditure of public money (as with the quarterly basis to the OB on the operational CEO of the BBB). management of the bank, including its regional branches. 5.2 T  o avoid having to split into sub-committees, it is suggested that the SB should not be 5.7 The OB would comprise some seven executive large, but should be of a size sufficient to members, including the CEO of the NIB, and be representative. It is suggested that the non-executives. The executives would be chair should be either the Chancellor of the professional managers with qualifications Exchequer (or, as a substitute, the Chief covering banking practice, applied economics, Secretary) or the Secretary of State for financial accountancy, with business Business, Energy and Industrial Strategy, etc. experience. Three of the seven would be (or, as a substitute, a senior Industry Minister). drawn from the directors of the regional branches of the NIB. Their remuneration will 5.3 T  he remaining members will include senior be set by the SB. ministerial representatives of Scotland, Wales, and Northern Ireland, the Leader of the LGA 5.8 T  he regional branches will have Regional and two other council leaders from outside Directors, appointed by the CEO, subject to London, the General Secretary of the TUC the approval of both the SB and the OB, on and one other senior trade union general 3-year, renewable contracts. The regional secretary, the Director-General of the CBI and directors will report nationally to the CEO, and one other senior business representative. where required to the OB, and to a Regional The directors would be, under UK law, Board (RB). A NATIONAL INVESTMENT BANK FOR BRITAIN: PUTTING DYNAMISM INTO OUR INDUSTRIAL STRATEGY | 13 5.9 T  he RB will comprise seven members drawn 5.14As noted in section 3, the NIB will expand from the region representing business, trade its balance sheet to approximately unions, local authorities, and civil society more £250 billion over a ten year period. The widely. annual resources of each of the regional branches, set by the SB in consultation National and Regional Operations with the OB, will be allocated with a view 5.10 A  s noted in section 1, a key objective of the to taking advantage of local opportunities NIB is to support the objectives of industrial and to closing the extreme disparities and economic policy, both in manufacturing in infrastructure investment and high and services, which lead to sustainable, productivity employment between the South regionally-balanced and equitable economic East of England and the rest of the United growth in the long term. Kingdom. Given the location of significant manufacturing output and employment 5.11 In order to achieve this, the NIB will consist in the Midlands and North of England, of a head office located outside London, Scotland, Wales, and Northern Ireland, and 12 regional development banks. These resource allocation could also target sectoral will be located in each of the nine regions of rebalancing of the UK economy. England, plus Scotland, Wales, and Northern Ireland. Possible locations for the head office include Sheffield, the current location of the BBB head office, Birmingham, or Leeds. 5.12 T  he regional offices will establish, as rapidly as possible, relationships with private and public local banking institutions, e.g. digital banks and challenger banks, as per section 4 above. The main advantage of regional offices is the ability to take advantage of local networks and knowledge, which, given the quantity of annual funding involved, is unlikely to be feasible for a centralised institution. Moreover, on-lending via regional offices will be more accountable to regional stakeholders via regional boards. For the devolved administrations, management and oversight of the development bank will be left to the devolved government to establish, within the broad framework suggested here. It is essential for the development banks to maintain a strong working relationship with the NIB as this will give them far greater access to capital and risk-sharing that would not otherwise be available. 5.13 T  he regional branches of the NIB, acting under regional boards and with autonomy in regards to the direction of on-lending, will be regional development banks. Both financial economies of scale and organisational transparency suggest that a regional branch system is superior to legally distinct regional entities. A corollary of this is that regional branch funding will be allocated centrally. 14 | A NATIONAL INVESTMENT BANK FOR BRITAIN: PUTTING DYNAMISM INTO OUR INDUSTRIAL STRATEGY  SIX Initial steps to implementation Strong consideration needs to be given to the initial set-up and culture of the NIB. Ideally, what is needed is a high performing, innovative organisation which fully understands Labour’s industrial strategy aims and can move swiftly to support and sustain these. The following steps are set out as a first draft plan that will require further research and discussion. 1. S  et up a small Steering Board of 5. The NIB launch team could probably get initial non-executives who understand and accommodation on a temporary basis from a are committed to the goals of the NIB. variety of sources including partner institutions or the BBB. This would help avoid commitment 2. U  se this Steering Board to recruit a until the emerging accommodation and staffing small Executive Team. This team would needs of the bank become better defined. establish the initial culture of excellence, high achievement and values of the NIB. 6. The NIB Launch Team will need to move quickly They could be recruits or secondments to define its launch products and initial target from finance and/or industry, and also markets. These should dovetail closely with sector specialists in energy, software, civil Labour’s industrial strategy. engineering, transport etc. 7. Once the products and target markets 3. T  he Executive Team would take the are defined, the NIB would be in a position to executive roles in the NIB Operating Board invite tenders from commercial banks to and the Steering Board would fill the non- become launch partners. It would be advisable exec roles. to talk informally to a number of potential partners before issuing formal 4. L  egal and accounting advice will be needed tender documents. Pitched correctly, in establishing the NIB. If it is agreed that it should be possible to get competition for a the BBB is the best launch vehicle, care will restricted number of launch partner be needed to ensure that integration with opportunities. the existing staff and operations proceeds smoothly. A NATIONAL INVESTMENT BANK FOR BRITAIN: PUTTING DYNAMISM INTO OUR INDUSTRIAL STRATEGY | 15  9284_17 Reproduced from electronic media, promoted by Iain McNicol, General Secretary, the Labour Party, on behalf 20 | A NATIONAL INVESTMENT BANK FOR BRITAIN: PUTTING of the Labour Party, DYNAMISM both at, Southside, INTO 105 Victoria OUR Street, INDUSTRIAL London, SW1E 6QT. STRATEGY