In praise of Michael O'Leary
HM Treasury took a £10.5 billion loss on the whole rescue exercise, which required a decade-long series of placements and buybacks to filter the taxpayers' 84 per cent holding back into the market as the bank's performance gradually recovered. But few would argue it was badly managed or wrong in the first place.
Fred Goodwin's RBS, crippled by his hubristic bid for the Dutch group ABN Amro on top of a balance-sheet full of toxic debt, fully deserved to fail. But its customers did not deserve to lose their deposits and livelihoods, and when chancellor Alistair Darling received a call from Goodwin's chairman Sir Tom McKillop on 7 October 2008 telling him RBS would fail the next day, Darling had to set aside any consideration of moral hazard and step in: chaos would have ensued if he hadn't.
The workaday NatWest – which never had a coherent strategy for the era of globalised banking that died with that phone call – has survived, despite a continuing tide of branch closures, as a relatively trusted high-street brand. I'm pleased to see chairman Rick Haythornthwaite talking about a 'simpler, safer' bank with a 'UK-focused business model'.
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