In anticipation of rising employment costs, Clacton Pier has announced it will close its rides this winter and midweek through June, as part of a series of expenditure-cutting measures employed for the first time in 16 years. If ever there was a sign that the UK economy is in trouble – this move by the highly aspirational tourist attraction is it. Another warning, then, to the government that its growth plan is never going to work if it doesn’t reverse its budget tax rises.

Clacton Pier has announced it is to reduce its operating hours during both the summer and winter period this year, with director Billy Ball telling customers “tough times call for tough decisions – and ones we would rather not have to make.”

The measures are intended to mitigate the impact of rising employment costs, and come alongside a redirection of investment away from entertainment, prioritising efficiency and “technology which reduces the need for reliance on people.”

Ball pulled no punches in his official statement. “Probably the biggest issue is a lack of confidence in the new Government and that leads to uncertainty all round,” he explained.

“Decisions have had to be taken at boardroom level to protect the business going forwards and after almost 16 years of continual investment we have been forced to look at a number of issues differently,” said Ball. “More than ever it is about cutting our cloth accordingly and while that will not mean redundancies it will have an impact on how we run things.”

Billy Ball said the increase in National Insurance Contributions and the minimum wage will have a significant effect. 

“We will not be opening our rides midweek in June for the first time since we bought the pier in March 2009. We will also not be opening the rides next winter for the first time in four years. Where operations are only marginally viable in the situation we are now facing it means we have to be cautious.”

Though the pier still has the longest operating period of any attraction in the UK, opening 364 days a year, the changes will mean more part-time jobs, fewer hours and the preference of more experienced staff.

“The differential in pay for younger and older staff is constantly reducing and therefore we will inevitably go for experience if it costs roughly the same. It is a shame as we pride ourselves in being able to give many local youngsters their first step on the working ladder.”

“We will only currently invest where we can make efficiencies and in technology which reduces the need for reliance on people. This is a big change for myself and my brother Elliot, as we have always been very progressive.”

Ball also urged action on gambling reforms included in the White Paper, adding “we have our hands tied behind our back and it is wrong.”

“Unfortunately the Labour Government has failed to bring these back to the table and that adds to our lack of confidence; it is the same across our entire sector,” he said.

“Others are making significant redundancies but we are not at that stage thankfully.”

Ball said the gambling laws are in desperate need of change.

“At the moment we are unable to increase prices or the value of prizes in the amusement side and that has been like that for 14 years,” he stated. “However, our costs have increased massively over that period.

“Other business such as shops and supermarkets put up their prices along with inflation but we have to have the permission of Government. We have our hands tied behind our back and it is wrong.”

Ball emphasised that core staff jobs will be retained but there will not be as many seasonal jobs available.

“Tough times call for tough decisions – and ones we would rather not have to make.”