26 minute read
Royal Guernsey Golf Club
The Royal Guernsey Golf Club (RGGC) may have been established in 1890, but it recently decided that its premises could look a little more modern. The Club has undertaken a major refurbishment of its main social area with a complete overhaul of its first floor bar and a new terrace constructed outside.
Sitting next to the golf course at L’Ancresse, the RGGC has an enviable location looking out across the bay. But in recent years the beauty outside wasn’t reflected in the Clubhouse bar inside, and the Club decided it was time for change.
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Interior designer Anne Langlois was tasked with the job of renovating the area – balancing the history of the Club with its suitability for modern members: “The brief was to update and enhance it, but not to change it beyond all recognition. The Club wanted to keep the character of the clubhouse intact, and recognise the past while looking forward to the future.”
It was a potentially tricky balance, and one that Anne approached carefully. With the space last renovated in the 1990s, modernisation was key.
“I always start with the colour palette and the incredibly beautiful natural setting gave me plenty of inspiration. The large skies, expansive sandy sweep of L’Ancresse Bay with its concrete sea defences and the rugged heathland golf range punctuated by yellow gorse meant that the colours to use for this project were immediately clear. I like to approach a project in terms of its context and the surroundings here gave the perfect palette.”
But while the colour scheme was crucial, there were also more practical changes that needed to be made to ensure the potential of the area was realised. For Anne, the dated wooden bar was an obvious place to start.
“When we started the project, the existing bar was clearly a wasted opportunity as it blocked the views of the bay from many parts of the room. We therefore raised the bar pelmet to open up the space to the spectacular views. While that helped with the natural lighting in the room, we also added feature lighting with pendant decorative filament bulbs with diamond cut, cross knurl pattern bulb holders and additional lighting in the form of a concealed warm white LED strip across the ceiling behind the bar.”
For the bar itself, shelving and storage was designed to incorporate mirrors and glass shelving to bounce back light, while more LED strip lighting added to the impression of light and space.
The structure of the bar counter was retained but it has been reclad in lime washed oak effect laminate for a more modern look. The sides of the bar counter were panelled and painted a dark grey accent colour that is repeated throughout the room, with RGGC branding in soft gold on some of the panels.
In the main bar area, there are two areas of raised ceiling height. For Anne, these offered an opportunity to marry a statement new look with an improvement in the room’s ambience.
“We put bespoke feature pendant lights in the ceiling voids to give a warm glow in those spaces. For these lights, we worked with a UK company to create a bespoke design of supersized drum lampshades in a natural linen with embossed gold linings and antique bronze bulb holder fittings and frames with decorative filament bulbs.
“Getting the scale of them right was quite a challenge and they ended up being very substantial at 800mm wide. But it’s a big space and they needed to be that size to have the impact – I’m very pleased with how they have worked out.”
That use of linen is echoed throughout the scheme, with a commercialgrade linen-look material for the chairs blending practicality with style.
“The chairs are upholstered in midnight, stone grey and gold to reflect the yellow of the local gorse. They look lovely, but they are also very robust as I know they will need to stand up to plenty of wear and tear. With a project like this it’s all about the details. I worked with a firm in Yorkshire to source the furniture, and when the samples arrived they had dark legs. I knew they wouldn’t last as well as lighter legs, and they didn’t co-ordinate as well with the colour scheme, so we changed them. Little tweaks like that really do make a difference to a project like this.”
Anne co-ordinated the project and was on site from the start through to completion. The initial 12-week contract was affected by the island’s lockdown earlier this year, but aside from those delays the contractors kept to the original schedule and the new space was completed and open in time for its members to enjoy the summer.
OUTSIDE SPACE
Along with the interior refurbishment, the project included the addition of a balcony to the clubroom. It was an obvious improvement to make to the area, meaning that patrons can now get outside directly from the clubroom and enjoy the views across the surrounding area.
Designed by Turnstone Architecture, the Club had actually received planning permission for the new structure a number of years ago but had not managed to undertake the works. The recent interior refurbishment offered the perfect opportunity to complete the outside project as well.
The balcony deck was constructed using Millboard Enhanced Grain lime washed oak for durability and easy maintenance while ambient lighting has been provided through gunmetal finish bulkheads with ribbed glass.
It was constructed by local firm P S Martin Ltd and, while separate from the interior works, the two projects were completed together.
“The co-ordination between the exterior and the interior works ran very smoothly. While they were separate projects, there was obviously overlap when it came to issues like knocking through the wall to install the new doors to replace the previous windows,” said Anne.
“It made perfect sense to complete the balcony alongside the refurbishment and it will make a huge difference to members’ enjoyment of the area.”
ON DISPLAY
The history of a club such as the RGGC is reflected in its trophies and memorabilia. It was therefore important they were displayed in an appropriate manner that would also fit well with the newly redesigned area.
For Anne, simplicity was key – minimalist two-way glass and steel cabinets were installed in existing openings to hold the silverware, with feature lighting ensuring that they remained a focal point of the room.
“It was important to create a lovely backdrop for all the memorabilia, but in a clean, modern environment. This way the silverware is really shown to its best advantage and becomes a decorative feature in its own right. It’s a modern way of continuing the tradition that fits really well in the refurbished bar.”
Alongside the trophies, the traditional captains’ portraits were another reminder of the Club’s history that needed to be preserved. They were removed from their original spot around the front entrance and then reprinted to be displayed on a new ‘captains wall’, with white frames mounted on a dark grey accent wall to ensure the portraits remain a focal point of the room.
THE CONTRACTORS
FIRST FLOOR BAR INTERIOR REFURBISHMENT
• Paul Langlois Architects • Interior Systems Ltd • Electrical Installations (Gsy) Ltd • DWA • Hillcross Furniture Ltd
• Imperial Lighting Ltd
BALCONY CONSTRUCTION
• Turnstone Architecture Ltd • P S Martin Ltd • Stainless Steel Fabrications Ltd • The Millboard Co Ltd • Dorey Lyle & Ashman Ltd
Why is competition in the mortgage market and assessing affordability rather than salary good for borrowers?
Ed Jones, head of lending, Channel Islands, at Butterfield Bank considers the advantages of taking a more personal approach when it comes to mortgage lending.
For homebuyers, mortgage provider options have, historically, been quite limited. The housing market itself is healthy, with a recent surge of activity.
Mortgage providers have come and gone, product ranges and pricing can fluctuate and many of the recognisable names are offshoots of big UK banks, with decisions frequently made off-island. This landscape has limited the options for those looking to obtain a mortgage who would prefer to use a local provider or who might be looking for different features.
In our view at Butterfield, when there are more players in the mortgage market, it is the borrower who benefits most. Choice is a great thing in an open and competitive market like Guernsey. This is because increased choice means that prices can be more competitive and the quality of the service has to be higher, as lenders compete to rise above the other market players. And with more competition, it is in the lenders’ interest to not only provide attractive rates but also a greater range of products.
A report by Deloitte in 2018 shows that people who obtain offers from five different mortgage providers can save, on average, more than £6,000 over the life of the mortgage. In a competitive market, consumers have the advantage of choosing who to borrow from, the type of mortgage that appeals to their specific needs and, in some cases, the repayment schedule that suits them.
There isn’t a typical mortgage comparison website in Guernsey, although rates can be compared in local property publications, so people tend to pay closer attention to exactly what is being offered by individual lenders, and that doesn’t just mean price and LTV, but the broader services offered as well.
With the introduction of new mortgage service providers, borrowers will have increased choice. As a result, they will be able to make decisions based on their circumstances, their preferences or, indeed, both of these, and find the provider that is the best fit.
Affordability rather than salary
Buying a home is one of the most significant financial decisions that we can make. In Guernsey, the size of that investment is continuing to grow. Latest figures from the States of Guernsey show that the average price of a local property at end of the first quarter in 2021 was £509,906 – an increase of 15% since the same time the previous year.
This rising market means that some homebuyers will often need to borrow more to afford their ‘forever home’. While each mortgage lender has its own criteria for affordability, the ability to purchase a home typically has an income cap based on salary multiples. Through our Group-wide experience in banking, we know that people’s lives and circumstances are often more complicated than that. This method of assessing means if the buyer doesn’t meet the criteria, often decided by a computer, they will find themselves priced out of properties they previously thought they could afford. This can be particularly frustrating for those with alternative income sources that can often be discounted during the mortgage application process.
However, there are other options available. It is possible to secure a mortgage where other factors, such as work-related bonuses, are considered. Some lenders consider general expenditure when assessing affordability, such as monthly ingoing and outgoings and existing debt. When lending is based on a debt service ratio the level of lending is tailored to individual circumstances. This could mean that a potential homebuyer might be able to borrow more than the normal 4 to 5.25 times salary.
The best way for a lender to gain a holistic view of a client is to meet them and get to know more about their lifestyle and requirements. By providing flexible affordability criteria, coupled with a client-centric approach, more people could fulfil their dreamhome ambitions.
Source: Deloitte Access Economics - The Value of Mortgage Broking, July 2018
Have you considered a UK buy-to-let?
With limited properties available for purchase in Guernsey, Jim Coupe, managing director at Skipton International, discusses the merits of looking outside the island for a buy-to-let property.
The Guernsey property market is booming. Despite the challenges brought about by the pandemic, local agencies are reporting record sales, with a lack of housing stock on both the sales and rental markets becoming ever more an issue.
However, the islands are not alone. House prices in the UK have risen by 9.5 per cent over the past year, with the average property now fetching £22,000 more than it would have this time last year. At the time of writing, over the past month alone, a standard property has increased by 1.3 per cent – more than £3,000.
These figures are borne out by the huge demand we have seen for UK buy-tolet mortgage applications. As a specialist provider of mortgages for UK buy-to-let property for expats and foreign nationals, we have seen a surge of applications from those wishing to purchase in England, Wales and mainland Scotland.
Enquiries for UK buy-to-let mortgages from those living in the EU are up by 34% and Hong Kong residents in particular are purchasing with the sole purpose of renting the properties out.
Those living in Guernsey might find it a good decision to consider purchasing a property to rent out in the UK. Many of us have connections to the mainland through friends and family, and may wish to buy in the same area, whilst others may wish to research various different regions for an idea of the best amenities and rental opportunity. Those of us with children currently attending a UK university will be acutely aware of the rental income that some landlords enjoy.
The UK rental market, much like that in the Channel Islands, has also seen a marked increase, with letting agents across the UK reporting lack of stock as rental requirements changed throughout the pandemic. Properties with more outside space are in constant demand, driven in part by the effects of extended lockdowns, as are those in more rural areas. City living is still popular, but the new ‘working from home’ culture has meant almost every county across the UK now has its appeal.
In the UK, the level of house price inflation is at its strongest in almost seven years and we have seen a sustained, strong demand for UK buy-to-let mortgages, aided, of course, by the stamp duty holiday. However, although this ends on 30 September, we are confident the demand will continue.
Wales has seen the fastest rate of growth over the past 12 months, closely followed by the North West and Yorkshire. The South of England, which has traditionally been the driver of UK house prices, is falling behind – especially in Greater London where prices are up just 3.1 per cent.
As a locally-based bank, we fully support Channel Islanders who wish to purchase a UK buy-to-let property.
There are some who might wish to try it for the first time – we have reduced our rates on loans for UK buy-to lets between £100,000 and £250,000 by 50bp – or those who might look to purchase in somewhere such as London, where other benefits are on offer.
All mortgage decisions are taken locally by our team of specialist underwriters, and we can currently offer an underwriting decision within two to three days, benefitting you in being able to move fast to secure your chosen property.
Anyone seeking to purchase a UK buy-to-let property can check out the Skipton mortgage calculator at
www.skiptoninternational.com/uk-mortgages
A positive outlook for construction
Caroline Gumble, chief executive of the Chartered Institute of Building (CIOB), looks at the prospects for the industry and explains how they are supporting members locally.
I mentioned in my previous column that activity in our industry, and across our membership, hasn’t let up since the pandemic began. That very much remains the case – and things seem to be getting busier!
There are clear pressures on the industry. Demand for building and construction work is high, both on big infrastructure projects and for home renovations and improvements. All of this, while there are supply chain issues and short-term product shortages.
But the prospects for construction look good. There are recent figures from the Construction Products Association (CPA), in its summer forecast for the industry, predicting construction output rising by 13.7% this year and a further 6.3% next year. These numbers follow on the heels of Office for National Statistics (ONS) figures published in July showing that demand for construction workers remains high, with 33,000 vacancies in the sector in the period April to June 2021.
There’s another driver of opportunities in construction - jobs that focus on making the built environment more energy efficient. Earlier this year the Construction Industry Training Board issued a report suggesting that an additional 350,000 full-time equivalent jobs will be needed by 2028, focused on delivering improvements to existing buildings to cut energy demand. That’s a potential increase of around 13% on the current size of today’s workforce.
I believe all this is hugely positive. Being able to offer thousands of people a long-term career as we emerge from a time of crisis sounds like good news, for individuals but also for our industry, the economy and the environment. All of this also reinforces what I regularly say about the wider construction community and, in particular, CIOB members. There’s a tremendous amount of commitment, hard work and resilience in those who work in the built environment and I’m pleased that the future looks largely positive.
Which leads me very nicely to an update on something which is a highlight in CIOB’s calendar – the Construction Manager of the Year Award. As I write this, we are in the process of letting the nominees know whether or not they have made it to the shortlist. However, I can confirm that the Channel Islands are represented – Marc Burton of the Garenne Group is a finalist in the healthcare category for his work on the Nightingale Wing at the Jersey General Hospital. Many congratulations to Marc for making it to the finalists list - roll on the awards ceremony in September!
Looking to see what else is happening closer to home, the series of regional “members welcome” events for existing members and those on the membership track went really well, with lots of engagement from current and potential members. We’re also in the middle of planning some face-to-face events for Guernsey in the autumn. If you’d like to find out more about these events or, better still, would like to register an interest, do feel free to join our LinkedIn group “CIOB in South UK” or check out the events section of the CIOB website at www.ciob.org
At least maintain whilst we deliberate!
Chair of the Guernsey Construction Forum, John Bampkin, sets out why he believes the States of Guernsey needs to take action on infrastructure projects.
HAVING SIGHT AND INPUT INTO WHAT AND WHERE THE STATES BUILDS NEXT ALLOWS US TO PLAN OUR RECRUITMENT AND TRAINING STRATEGIES TO COPE WITH THIS VITAL INFRASTRUCTURE WORK.
It’s been a turbulent summer so far for Guernsey and the Bailiwick regarding the decisions needed to secure a bright and prosperous future for the islands.
We have seen yet another pause on the future of education and we’ve been bombarded with various iterations of the Seafront Enhancement Plan only for this to be placed on hold as well. We also continue to see delays and deliberation on planning permission for various sites around the island that are in desperate need of regeneration, such as Leale’s Yard and the Old Quarter in St Peter Port.
Whilst these major redevelopment and regeneration projects are debated, vital maintenance work that is needed just to keep us functioning as an island is also put on hold pending a decision which seems to be more elusive than an England football win at a major tournament!
The Guernsey Construction Forum, in conjunction with the Chamber of Commerce, is pushing very hard for the States to commit to the release of funds to ensure that our vital supply ports are maintained in a way that firstly makes them safe to operate and then improves their capacity and efficiency by getting on the front foot with maintenance programs that have been almost forgotten about whilst we debate the bigger picture.
We have now reached the point where our seaport and sea defences in particular are just about held together with some very old sticky tape at best!
On a brighter note, I cannot emphasise how much Guernsey and the Bailiwick has going for it. As a fairly new arrival to the islands (February 2020), I am so excited about what we have and what we can become:
• We built a great reputation during the
Covid crisis and our ability to come together as a community – this has really put the Bailiwick on the map globally. • We have some of the most beautiful real estate in Western Europe with some amazing traditional buildings and culture that we must preserve at all costs.
• The island has a thriving financial industry that is world class and supports so much of island life in so many ways.
• We have a great climate with good links (usually) to the UK to make us a fantastic place for holidays and short stays for families and couples.
• We generally live to a great standard, with restaurants and activities to rival anywhere.
The one thing we do not have is a well planned out vision of the future and an identity for what the Bailiwick of Guernsey wants to be and where it wants to get to. This has to start with a population plan and then a housing and infrastructure plan, then we work out how we are going to raise the finances for these investments. They don’t have to cost us money because if they are done correctly they can show a return over a number of years on the money paid out initially.
We also need to balance moving forward with hanging on to what makes us great in the first place regarding our environment and traditions. Once again if we plan this in the right way, I strongly believe we can enhance both of these areas rather than detract from them. Progression does not have to be bad – we have the technology to move forward and build more accommodation, facilities and connections without it damaging this wonderful place we call our home.
This is all good news for the property and construction industry but only if we think hard about our choices and make the right decisions. The answers are all out there and we shouldn’t be afraid of them.
What we cannot do is put this plan off any longer and delay any further the crucial maintenance work needed today!
The new Construction Approved Code of Practice
Andrew Mills, chairman of the Guernsey Occupational Safety & Health Association, looks at the importance of the island’s new code of practice (ACoP), which he says everyone in the industry should be aware of.
The new construction ACoP was introduced by the Guernsey Health and Safety Executive a few months ago and updates the previous ACoP.
It is an important update. ACoPs set out certain basic principles for how businesses and employees should act in given circumstances and are used as a measure of responsibility when things go wrong. The new regulations came into effect on 2 December 2020 and the industry had a transition period until the end of May 2021.
Guernsey’s chief health and safety officer, Robin Gonard, described the aim of the code as ‘to help busy construction professionals in Guernsey carry out their tasks using appropriate control measures in what remains a high-risk industry.’
He has also said that for most small projects, the CDM approach will require more coordination of construction work with other contractors, but the construction standards and health and safety precautions required have not changed. For larger projects, there is a greater emphasis on pre-construction planning, with a crucial role to be played by the health and safety project coordinator.
The code provides practical advice on how to meet the legal requirements set out in the associated Ordinance. Following the ACoP means enough is being done to comply with the law. If prosecuted for a breach of health and safety law, and it is proved the ACoP relevant provisions had not been followed, it would need to be shown that the law was followed in another way or the court will find you at fault.
Construction is, by its nature, a hazardous sector to work in. Construction regularly records high levels of accident and injury each year in Guernsey and most were easily avoidable. As well as the financial losses which result from an incident in the workplace, there are many personal, social and reputational consequences to consider. It is also not just the sudden incidents which cause problems. There are many sources of illness and long-term injury which result from failing to take adequate precautions. Asbestos is Guernsey’s biggest workplace killer and is under-estimated, especially by younger workers as its effects are not immediate. However, when they do kick in, the consequences are devastating, truly upsetting and life-ending – in a very painful way.
Additionally, the effects of chemicals on skin can be equally distressing and can end the incomeearning ability of previously healthy workers. There are so many hazards in the construction industry – such as deafness from failure to use ear protectors, the effects of breathing in dust, incorrect use of scaffolding, the use of hazardous, sometimes unguarded machinery, injury caused when workers are unseen (not wearing hi-viz vests) – these are just a few examples, it’s a long list of potential causes of injury, illness and death in construction.
The ACoP is here to help people avoid the effects of illness and injury caused by workplace activities. Take it seriously, know it and implement it and, when the situation is right, go one step further if you can and help yourself and others avoid debilitating, sometimes life-ending, conditions.
The construction industry is great to work in and we should be proud of those within it, who make a positive difference to Guernsey and its economy. The sector can be proud that serious injuries and illnesses have reduced over the past ten years, but the number of incidents is still too high and can be reduced with a bit more care, training, knowledge, concern, co-operation, use of protective equipment and observation of our Construction Approved Code of Practice.
You can find out more information about the ACoP at www.gov.gg/CDM
M&A: DUE DILIGENCE NEEDED
Scott Crittell is a Chartered Fellow of the Association for Project Management. Here he looks at some of the factors to conside when a business is looking to merge with or acquire another firm.
We have seen several mergers and acquisitions (“M&A”) across retail businesses during the pandemic, allowing for the move to more on-line retailing. This has not been matched in the construction and real estate industry, yet in Q3 2019 the value of M&A deals in the sector was £3.18bn at a 106.2% increase on the previous four-quarter average.
In spring 2021, the Construction Product Association forecast an output rise of 12.9% for 2021 and 5.2% in 2022, and this is not sector unique. As such, consolidation leading to more M&A deals may prove a sound business decision in increasing a business’s slice of the economic upturn.
Whilst a merger or acquisition may hold strategic value to the board, each is its own multi-layered project, which requires a variety of skills, expertise, and experience to ensure the realisation of the board’s vision. Often this means many active workstreams and I want to highlight a few subjects which cover the reasons for entering such a transaction.
Firstly, when you merge or acquire a business, part of the value will be the knowledge and skills of the staff and their familiarity with the clients and the business you are bringing into your company. The people stream might be contentious if insufficient roles remain and will need a sympathetic approach with clear communication. However, I would like to concentrate on retention of both new and current staff.
Integration of the staff and the cultures of both businesses can often cause friction and result in the loss via departure of staff skills and knowledge across both the new and existing staff. The cost then of recruitment to replace and train cannot be underestimated. As such, staffing the people stream with experienced M&A professionals to ensure the best outcome when integrating staff from both businesses is essential to retain the people skills acquired through the deal. Next, let us consider assets. Transition of the assets of the acquired business is a focus point for any deal. The transfer of these assets from a legal, financial and IT system-based perspective is often the focus for the stakeholders of the transaction, no matter the industry involved. This activity will often sit across streams but I shall narrow the focus.
Firstly, the IT alignment with your business systems may delay any transfer of assets and make the running of the entities as one ongoing concern much more difficult and expensive. Whilst this may not be a deal breaker it is often overlooked, leading to delays in the transfer of assets and problems with the running of the one new entity. If not resolved this may hamper your ongoing capacity to view your profit and loss for the new entity, which will cause stakeholder concern.
Secondly, to avoid problems in your project timescales, you may bring in M&A project experienced staff at an early stage, and prior to the deal being agreed, to include their knowledge. This should produce invaluable insight, which may allow a board to shape the deal in a more workable manner. Ensure you allow for non-disclosure agreements for all involved external and internal staff.
Lastly, I should mention data. When you acquire any business, you acquire data about the business itself and its clients. This data may be sensitive, and in the pre-deal stage will require housing in secure environments whether actual or virtual. Data is also a specialised project stream where you should be aware of relevant laws and any reporting that you may need to make to relevant authorities based on the data you are inheriting. The quality of the data is important as remediation can be costly and very time-consuming.
In summary, M&A requires a specialist project that needs experienced project resource to realise the vision of any deal.
