Nick Fletcher is the Conservative candidate for Mayor of Doncaster. He is the former MP for Don Valley.
Experiencing the loss of my position as the MP for Don Valley in July 2024 was undoubtedly tough.
However, returning to my business after 4.5 years in Parliament has proven to be a refreshing change for two main reasons: reconnecting with colleagues and clients, and reacquainting myself with the realities of running a small business.
Instead of slipping back into the daily operation, I’ve taken a step back to assess what it truly takes to operate as electrical contractors. This involved reviewing our workflow, company policies, employee training, and the ever-increasing layers of bureaucracy and tax obligations. I began by focusing on how to secure more projects; after all, we now have another mouth to feed.
Our website was outdated, as were our service vans. The promotional materials were old, and even our employees’ uniforms needed an upgrade. Historically, I haven’t had much luck with grants, largely due to time constraints, but with time on my hands back in July, I decided to pursue this avenue.
Whether or not you believe in grants (perhaps we should just reduce taxes instead), winning a grant gives a sense of accomplishment. With a grant secured, a new website in development, vans being rebranded, and new uniforms on order, it was time to tackle policy matters.
The sheer volume of policies we must maintain, even as a relatively small business, is overwhelming. Here’s just a glimpse: Health and Safety Policy, Whistleblower Policy, Bullying Policy, Environmental Policy, Anti-Bribery Policy, Tax Evasion Policy, Corporate Responsibility, GDPR, Equal Opportunity, Emergency Planning, Mental Health, Modern Slavery, Quality Policy, Fire Risk Assessment—the list goes on and on.
After updating our policies, I shifted focus to customer retention. I began visiting clients; some were very pleased, and a few even provided testimonials for our new website. While we strive to satisfy everyone, delivering a face-to-face service can be tricky. The key is investing in employee training and fostering a sense of belonging within the team.
In our field, training is extensive. After completing a 4-year apprenticeship, which culminates in a 3-day exam, our employees then have to be trained in testing – a further week’s course at a £1000 course cost (plus the time off work). Sadly, lights are not ever installed on the floor, so there’s safe use of ladders, PASMA for scaffolding, and IPAF for cherry pickers.
Then there’s a CSCS card for site work, asbestos awareness every year, first aid every three years, online training on slips, trips, and falls, writing risk assessments and method statements, correct use of PPE, and monthly toolbox talks. Abrasive wheels, manual handling, and noise – again, the list goes on. The list of training requirements is exhaustive.
To operate as electricians, we must be members of organisations like NICEIC, CHAS, and Constructionline. If we want to install fire alarms and emergency lighting, further training and examinations are necessary. One common complaint about tradespeople is their driving, so we’ve implemented measures like vehicle trackers, bi-weekly checks, and the usual maintenance requirements. However, our vans are also subject to scrutiny from less-than-reputable individuals in the community, leading to lost income. Which brings me to insurance.
Insurance is another significant concern: covering our vehicles, employees, premises, and additional services. Our building requires countless inspections and certifications, including PAT, Fixed Wire, Thermal Imaging, Fire Alarm, Emergency Lights, and Fire Wardens, among others. Thankfully, we can handle many of these in-house.
Despite all these precautions and responsibilities, we face a burden of National Insurance contributions, VAT, fuel and road taxes, waste carrier licenses, PAYE, pensions, corporate tax, and business rates, which often come without adequate services, such as bin collection. To manage these expenses, we rely on payroll software, accounting systems, and an office manager, not to mention an accountant.
All of this effort is compounded when a Labour government decides to increase employer NI contributions by approximately £1000 per employee while proposing to grant additional workers’ rights, including sick pay from day one and no probation period. This approach undermines productivity and growth, contributing to a decline in business confidence.
Returning to my business has been enlightening. It has served as a stark reminder of the challenges faced before we can even begin trading. If given the chance to return to Westminster, I hope the electorate supports me, but they only will if we, as Conservatives, commit to alleviating some of this burden. If we cannot cut down on red tape, we must at least reduce taxes.
We use tax to reduce something: sugar tax to reduce sugar intake, fuel tax to reduce car use, alcohol tax to reduce alcohol consumption, and tobacco tax to reduce smoking. So why would we tax businesses so much when what we all want is growth?
We want people to move home, but we have stamp duty. Couldn’t we at least remove this when someone is downsizing? Why should it cost you £50k in stamp duty to downsize and allow a growing family to move to a larger property? We want people to invest in business, but we tax their gains. We want people to save, but we tax their savings. We want people to go to the pub, but we put 20% VAT on their food and beer. Again, as before, I could go on.
I am the Conservative candidate for Mayor of Doncaster, and although my tax-raising/lowering powers will be limited, I will immediately introduce periods of free parking. Why? Because I want to increase footfall in our city, and parking fees are just another tax.
I will also work with our small businesses; they are the backbone of this country and should be treated with the respect they deserve. If the Conservatives are ever going to return to government, they must not just say they will not put up taxes; they must set out an agenda of continual reduction.
Otherwise, I am afraid not just the electorate will think, “What’s the point?” but I am afraid so will many businesses too.
Unfortunately, the current Labour government seems intent on increasing taxes and the burden of employment. I therefore fear we may be heading for a financial crisis reminiscent of 2008—a time when these socialists were last in power.
As we enter the New Year, I want to end on a hopeful note.
I operate in what I believe is the best part of the country, the North, alongside some of the finest individuals. Even though those currently making the rules may lack an understanding of business operations, I am confident we will persevere. Through resilience and determination, we will not allow the elite to bring us down.
So keep smiling, and with a fair wind, I will be Doncaster’s new Mayor, and I can then show the country what can be achieved when you work with business as opposed to against them. Happy New Year, all.
