Independent Complaints and Grievance Policy — House of Commons, 2018-02-28
Topic: Civil Rights
Rachel Helen Maclean (Conservative, Centre-right): It is a great privilege and pleasure to contribute to this debate, and to follow the right hon. Member for Rother Valley (Sir Kevin Barron) and all the others who have spoken on this very important topic Having been very lucky to be elected chair of the all-party parliamentary group on women in Parliament, I am very interested in this debate, because of course we all support women entering Parliament and want to encourage and see more of it. I pay tribute to my right hon. Friend the Member for Forest of Dean (Mr Harper) and my hon. Friend the Member for Harwich and North Essex (Mr Jenkin) for what they have done to further this cause on the Conservative Benches. I know that there are many champions of women in all parts of the House. The hon. Member for Perth and North Perthshire (Pete Wishart) talked about the issues of patriarchy in this place. We ought to be proud, however, that we have a number of incredibly competent women in this House—I see them sitting in all parts of the Chamber—who are more than capable of holding their own despite the patriarchy. It is also important that we signal to people who wish to enter this place that they are going to be welcomed when they get here I want to touch on the issue of culture. My experience comes from running my own business. I do not come from an exalted or privileged background; I got here through hard work in starting my own business and experiencing many failures and setbacks. It is a bit of a misconception that everyone who runs their own business, or works in a business, is somehow privileged. In the process, I learned about managing teams. The main thing that I learned, from a very trusted mentor, was that culture eats strategy for breakfast. It is about the culture and the leadership. We can have as many reports, processes or training schemes as we want, but if that is not followed through, and lived and breathed by deeds not words, I am afraid that we might as well all give up and go home We have seen a fantastic response to this issue. I pay tribute to the Leader of the House and all the others who have played their part and thank them very much. This is such a long-standing issue that addressing it is long overdue. It is a credit to all involved that the bull has now been taken by the horns. I really do hope that this can percolate upwards to the very highest level. All political leaders in all parts of this House absolutely need to live and breathe it The reason this is so important is that our staff are very vulnerable. They are, relatively speaking—perhaps not all of them, but some of them—quite young. They do not come here with a lot of experience of other workplaces. For some, this is the first place that they have worked. With a young woman and perhaps an older man, or any man, there is a very sensitive issue of gender imbalance. It can be very difficult for a young woman, or a young man, in their first job to tackle that—to have the confidence to raise it and know that it will be taken seriously. The root of the matter—I am really grateful for the consideration that has been given to this point—is power and the abuse of power, and how easily that can be very detrimental to young people who are vulnerable because they are working in this unique workplace and supporting us in our challenging duties Leadership is absolutely critical and essential. I hope that we can all play our part by holding our colleagues to account, however we do it. The issue of training also needs to be taken forward. It is not enough to train just once I have the great delight of having two psychology degrees, and I worked in HR for many years. Like my right hon. Friend the Member for Forest of Dean, I have had a lot of training—I actually was the person giving the training—on how to manage staff. It is one thing to ask people to change, but change is painful. There are people in this House who have been behaving in certain ways, possibly for decades. Change is difficult, and it is really hard to make organisational change stick. We need to pay close attention to that. We need to be united in our determination to drive this through, for the benefit of all the people who work here and all the people who are looking to us to be examples. I end by again expressing my gratitude for the work that has been done, which I hope will lead to positive change.