Agenda Document Pack - Enterprise and Fair Work Committee - 20/02/2026
North Lanarkshire Council · 20 February 2026
Back to Enterprise and Fair Work Committee — 20 February 2026 and its agenda
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11 February 2026. Members of the Enterprise and Fair Work Committee Chief Executive’s Office Rachel Blair Chief Officer (Legal & Democratic) Civic Centre, Windmillhill Street, Motherwell ML1 1AB www.northlanarkshire.gov.uk Notice is given that a Meeting of the Enterprise and Fair Work Committee is to be held in the Council Chamber, Civic Centre, Windmillhill Street, Motherwell, ML1 1AB on Friday, 20 February 2026 at 10:00 AM which you are requested to attend. The agenda of business is attached. Rachel Blair Chief Officer (Legal & Democratic) Members : Clerk Name: Karen Swan Clerk Telephone: 07919 730 272 Clerk Email: committee@northlan.gov.uk A McVey, F McKay, M Boyd, A Bustard, J Cairns, G Currie, K Docherty, A Duffy-Lawson, H Dunbar, F Fotheringham, W Goldie, H Gray, A Khan, J Leckie, F MacGregor, A Masterton, B McCulloch, M McPake, L Nolan, D Robb, G Robinson, R Sullivan. Page 1 of 178
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 Operational 2 City Deal Programme Update Submit report by the Chief Officer (Place) seeking approval of Stage 1 and 2 of the Eurocentral Strategic Active Travel Full Business Case and the progress of the North Lanarkshire City Deal infrastructure subprojects and revised programme. 5 - 16 3 Economic Regeneration Delivery Plan Action Plan 2026/27 Submit report by the Chief Officer (Place) seeking approval of the North Lanarkshire's Economic Regeneration Delivery Plan Action Plan 2026/27. 17 - 44 4 Business Support Update Submit report by the Chief Officer (Place) providing an update on business support for 2025/26 and future plans for delivery during 2026/27. 45 - 74 5 Heritage Led Regeneration Projects Submit report by the Chief Officer (Community Operations) providing an overview of projects supported by Historical Environment Scotland and the National Lottery Heritage Fund. 75 - 82 6 Business and Industry Strategy Update Submit report by the Chief Officer (Place) providing an update on North Lanarkshire Business and Industry Strategy and seeking approval for the next steps. 83 - 148 7 Lanarkshire AI Growth Zone Submit report by the Chief Officer (Place) providing an update on AI Growth Zones in North Lanarkshire. 149 - 156 8 Routes to Work Action Plan - ALEO Review Submit report by Chief Social Work Officer (Education, Families, Justice and Integrated Practice) providing update on the Action Plan for ALEO Review for Routes to Work Ltd. 157 - 170 Page 3 of 178
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9 UK Government Pride in Place Funding - Update Submit report by the Chief Officer (Place) providing an update on the Pride in Place (Phase 2) funding for Motherwell (Forgewood, North Motherwell and Town centre). 171 - 178 Page 4 of 178
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North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☒ Yes ☐ No Ref LN/PH Date 20/02/26 City Deal Programme Update From Pamela Humphries, Chief Officer (Place) E-mail NobleLy@northlan.gov.uk Telephone Lyndsay Noble 07970 016256 Executive Summary The North Lanarkshire City Deal Programme Update Report seeks to inform the Enterprise and Fair Work Committee of the current status of North Lanarkshire City Deal Infrastructure Programme and its subprojects. The report also seeks agreement from Committee for the submission of the Eurocentral Strategic Active Travel Full Business Case for Phase 1 and 2 (covering routes from Holytown to Eurocentral and from Whifflet rail station to the M8 active travel route at Shawhead) to the Glasgow City Region for approval. Recommendations It is recommended that the Committee: (1) Acknowledges the status and recent progress of North Lanarkshire City Deal infrastructure subprojects and revised programme. (2) Agree for the submission of the Eurocentral Strategic Active Travel Full Business Case for Phase 1 and 2 (covering routes from Holytown to Eurocentral and from Whifflet rail station to the M8 active travel route at Shawhead) to the Glasgow City Region for approval. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (5) Grow and improve the sustainability and diversity of North Lanarkshire's economy Programme of Work Transforming Places Item 2 Page 5 of 178
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1. Background 1.1 The Glasgow City Region (GCR) City Deal is an agreement between the UK and Scottish Governments and the eight GCR Local Authorities, with the sole focus of creating additional economic growth. The 20-year GCR Deal was accepted by GCR Council Leaders on 20 August 2014 and incorporated: • implementing a £1.13bn Infrastructure Fund to improve the regional transport network, regenerate sites for economic use and improve public transport provision; • supporting growth in the life sciences sector; • helping small and medium enterprises to grow and develop; • establishing programmes to support the unemployed; and • piloting new ways of boosting the incomes of low wage employees. 1.2 As Committee is aware, a strategic review and prioritisation of all projects within the North Lanarkshire City Deal programme has been carried out and formed part of the consideration of the council’s Strategic Capital Investment Programme 2024/25 to 2028/29 approved by Policy & Strategy Committee on 14 March 2024. 1.3 The City Deal Programme for North Lanarkshire, as part of the infrastructure fund comprises the following sub projects: • A8/M8 Corridor Access Improvements o Eurocentral Strategic Active Travel o Orchard farm Roundabout • Glenboig Link Road (complete) • Pan-Lan Orbital Transport Corridor o East Airdrie Link Road o Ravenscraig Access Infrastructure South (Motherwell to Ravenscraig and Airbles Road Improvements) o Motherwell Town Centre Transport Interchange (complete) 2. Report 2.1 East Airdrie Link Road 2.1.1 As Committee is aware, the East Airdrie Link Road (EALR) will provide a new strategic link between the M8 and south of Cumbernauld. The proposed link road will also provide access to the Monklands Replacement Hospital at Wester Moffat, Airdrie. 2.1.2 With the approval of the EALR Outline Business Case in August 2024 and the project nearing completion of DMRB Stage 3 (preliminary design and planning), the agreed programme is progressing at pace with the final road alignment concluded following the statutory pre application notice and associated pre application consultation in June and October of 2025. The road proposal now comprises a well-defined road alignment including structures, associated road infrastructure and interfaces with the local road network. Page 6 of 178
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2.1.3 As committee is aware, an additional east west link to the East Airdrie Link Road has been identified which also supports access to the proposed hospital at Wester Moffat. The east west link, the Towers Road link, has been identified by the council and NHS Lanarkshire as an option that offers the EALR and the Monklands Replacement Hospital significant benefits. The Policy and Strategy Committee (June 25) approved the inclusion of the Towers Road link into the wider East Airdrie Road Link Project (subject to conclusion of viability assessment and funding). 2.1.4 This link from Towers Road to the EALR offers additional construction access to both projects, provides a corridor for some of the hospital’s public utilities and will create a second permanent direct route to the hospital for patients, staff, public transport, active travel and emergency services and a valuable east west link for the EALR to enhance the connectivity to the local road network. 2.1.5 The Towers Road link importantly benefits the immediate local road network with road improvements to Towers Road. The link would divert hospital-related traffic away from other local roads, with the potential to relieve pressure on existing junctions in particular at the A89. Detailed traffic modelling has taken place and forms part of the Environmental Impact Assessment for the EALR project. 2.1.6 A Pre-Application Notice (PAN) for the EALR was submitted in May 25, in advance of the planning application for the Link Road proposal being submitted. The statutory pre application consultation for the EALR (including the Towers Road Link), has taken place over two separate consultation periods over summer and autumn 2025. Both consultations comprised in-person events at Cumbernauld, Chapelhall and Airdrie that were well attended and provided an opportunity for the project team to discuss the latest proposals with local residents, landowners and other interested parties. For the second round of consultation, in October and November, an additional session was held at Caldervale High School to allow a focus on the introduction of the Towers Road Link. Both rounds of in-person events were also supported by online consultation to ensure those who could not attend in-person could provide comments on the link road proposal. The outcome of the Pre Application Notice and Pre Application Consultation has allowed the final road alignment design to be concluded. 2.1.7 To support the design work, environmental surveys and ground investigation works have taken place across the extent of the proposed link road. The surveys and the outcome of the ground investigations will also inform the construction methodology for the proposed link road and provide further certainty of construction costs and overall project budget. 2.1.8 The inclusion of the Towers Road Link into the EALR project may allow for a section of the EALR (including Towers Road Link) to be delivered earlier in the overall project delivery programme. The Towers Road link and a section of the EALR from the Hospital junction to the A89 (Forrest Street) could form the first phase of the road infrastructure delivery. This could, subject to planning consent and land acquisition, allow for these elements to be brought forward and constructed earlier than currently programmed. This early delivery could bring substantial advantages for access to the EALR and Monklands Replacement Hospital site to aid construction but importantly derisks programme challenges between the projects and brings benefits of reducing impacts of inflation on project costs. Page 7 of 178
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2.1.9 To facilitate the option of delivering a section of the EALR earlier, it is intended to submit 2 planning applications for the EALR project – an application for section one and an application for the full EALR scheme. The first planning application (section one) is a joint submission from North Lanarkshire Council and NHS Lanarkshire and was submitted in January 26. This comprised the Towers Road Link and part of the EALR from the new hospital junction on the EALR to the A89 (Forrest Street) – see figure 1. Figure 1 EALR section 1. 2.1.10 A second application that will cover the full EALR scheme will be submitted by North Lanarkshire Council in Spring 26. 2.1.11 The two planning application approach, subject to planning approval, may allow section one to be delivered earlier in the EALR programme. Section one is a complex part of the EALR due to 3 large structures and proximity to the Monklands hospital. To deliver this earlier is of significant benefit as set out above (para 2.1.9). Importantly, it would bring advantages of managing challenging interfaces with the Monklands replacement hospital and managing delivery programme and project cost. 2.1.12 The second planning application seeks approval for the whole scheme and subject to planning approval, provides the council, local businesses and communities with the confidence that the full EALR is seeking planning consent. Achieving this key milestone for the full EALR would allow the project to progress to the next stage of delivery. 2.1.13 The EALR project team, alongside NHS Lanarkshire, are developing an integrated delivery programme for section one of the link road. Working in partnership, under the well-established governance arrangements for both projects, this enables integrated management of risks and maximises the outcomes of two large infrastructure projects. The approach to this and its associated joint delivery programme will be reported to Page 8 of 178
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future committees. For section one, it is intended that a Full Business Case (FBC) would be submitted to the Glasgow City Region for approval following agreement by Committee. Agreement to submit the FBC will be sought from this Committee in due course. 2.1.14 As reported previously, in addition to planning approval, the council will require to acquire the land to construct the EALR. With the road alignment finalised, this allows the land take required to be better understood and for the land strategy to be implemented. Given the scale and length of the EALR, the number of landowners is substantial and the risk of acquiring all the land at the same time is considered by the EALR project team to be of a level that will require a compulsory purchase order (CPO). 2.1.15 It is intended to bring further information back to Committee on the land strategy including the potential for voluntary acquisition and CPO for the EALR. In time, a proposal for consideration and approval to promote a CPO for the necessary land for the link road delivery would be submitted to this Committee. 2.2 Ravenscraig Access Infrastructure 2.2.1 As committee is aware, the Ravenscraig Access Infrastructure project, following the removal of the RAI North sub project, now comprises 2 sub projects: • a new road connection between Motherwell and Ravenscraig from Airbles Road, passing under the West Coast Main Line railway, and on to the Regional Sports Facility • completing the dualling of Airbles Road between Airbles Farm Road and Hamilton Road and improving facilities for pedestrians and cyclists. 2.2.3 The first phase of work comprised the demolition of the buildings acquired for the road scheme – at Manse Road (formerly Cook & Indis and Yesss Electrical), the former Evans Halshaw dealership and the adjacent vacant commercial unit at Windmillhill Street. The demolition works are now complete, and the sites have been secured. 2.2.4 A Value Engineering Review has been carried out to ensure the scheme is fit for purpose, to manage costs and reduce long term maintenance liabilities and integrate RAIS into wider road network schemes. The Value Engineering Review has identified the need for further design work to maximise the infrastructure and reduce longer term revenue impacts for the council. The contract for the updated detailed design has been awarded and will allow us to progress the procurement for the main works contract. 2.2.5 Taking the RAIS project forward, as reported previously, a series of enabling works will take place over 2026 and will comprise accommodation works, service diversions and land remediation within Ravenscraig. As these enabling works progress over 2026, local members and committee will be kept updated. 2.2.6 Environmental, geotechnical and noise and air quality surveys have been commissioned to build on the work to date and support the detailed design and delivery of the works. The outcome of these surveys will inform the additional detailed design and the approach to construction. 2.2.7 Public consultation took place from 17 November to 14 December 2025, following the Value Engineering Review. This built on the local member briefing that has taken place prior to summer and the proposals have been in general welcomed and supported. Page 9 of 178
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The feedback from the consultation will be fully considered and where appropriate, integrated into the design and the delivery of the new road infrastructure. 2.2.8 The programme for the main construction works is currently under review to take into account the outcomes of the Value Engineering Review and the appointment of consultants for the updated design work. This will be reported to Committee in the next cycle. 2.3 A8/M8 Corridor – Eurocentral Strategic Active Travel 2.3.1 The provision of 10km of Strategic Active Travel Links, connecting Eurocentral/Maxim Office Park/Newhouse and Mossend to surrounding local communities and local rail stations was approved by GCR Cabinet on 30 August 2022 as the new preferred option for the Eurocentral sub-project. These routes are designated as Strategic Network Routes within the North Lanarkshire Active Travel Strategy. 2.3.2 A phased approach is being taken to design and delivery. Detailed design work for Phases 1 and 2 of the Project, covering routes from Holytown to Eurocentral, Newhouse to Holytown and from Whifflet rail station to the M8 active travel route at Shawhead, is now complete. Tender documentation for works contracts for these routes have also been prepared. Concept Design work for Phase 3, covering routes from Bellshill town centre to Mossend and the M8 active travel route at North Road, is also complete with procurement for detailed design and tender preparation underway. 2.3.3 Tenders to deliver works contracts for the route sections between Holytown and Eurocentral and on Whifflet Corridor to be issued via mini-competition using the Glasgow City Council Civils and Infrastructure procurement framework. These route sections have been prioritised as providing the most direct linkages between rail stations to both the north and south of Eurocentral and connect to existing active travel infrastructure along the M8 and within Eurocentral. Subject to a successful tender outcome and securing all necessary approvals, it is planned to commence work on site at Holytown in late summer 2026, with work on the Whifflet route starting in early 2027, subject to coordination with any other planned works on the local network. 2.3.4 In order to award contracts for the delivery of these works under phase 1 and 2, a Full Business Case requires to be submitted to the Glasgow City Region City Deal Programme Management Office (GCR PMO) for approval of the procurement outcome and release of the remaining funding for the project. The agreement of Committee is sought to submit this Full Business Case to the GCR PMO in May 2026. A report seeking approval to award the contract to the successful supplier, subject to Full Business Case approval, will be brought to Committee in May 2026. 2.3.5 The council will seek other external funding sources to support delivery of the remaining routes sections between Newhouse to Holytown; Holytown to Mossend; Bellshill Rail Station to Mossend and the M8 active travel infrastructure at North Road. 2.4 Enabling Commercial Spaces Project (ECSP) 2.4.1 As Committee agreed in May 2025, £11,287,602 of City Deal funding through the Glasgow City Region (GCR) Enabling Commercial Spaces Programme was allocated to support projects at Ravenscraig and Westfield Point, Cumbernauld to be delivered by Fusion Assets. This funding is to support economic growth by addressing market failure, creating flexible business space, providing opportunities for employment and attracting inward investment. Page 10 of 178
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2.4.2 As Committee is aware, the North Lanarkshire Enabling Commercial Space project will be taken forward as 3 sub projects - Ravenscraig phase one and two and Westfield Point. The 3 sub projects will be submitted as 3 separate Full Business Cases. This approach has been adopted by other City Deal projects and aids programme, cost and risk management. 2.4.3 Phase 1 Ravenscraig ECSP Full Business Case (FBC) was submitted in December 2025 (following approval from Enterprise and Fair Work Committee in August 2025) and was approved by the GCR Director of Regional Economic Growth (under delegated authority) in January 2026. Ravenscraig Phase 1 comprises new build construction of 2 buildings totalling 29,210sq ft. The FBC sought the approval of a total project cost of £4.447m which comprises £3.05m of City Deal Infrastructure Funding and £1.397m of Vacant and Derelict Land Funding. Following securing the approval of the FBC, the contract was awarded to Luddons, with works commencing on site in February and anticipated to be complete by January 2027. 2.4.4 Ravenscraig Phase 2 and Westfield Point Full Business Cases will follow over 2026 and 2027 respectively. Agreement will be sought from Committee for submission to the Glasgow City Region in due course. 3. Measures of success 3.1 The North Lanarkshire City Deal Programme construction timescales have been updated following a programme review and approval of the Strategic Capital Investment Programme are as follows (construction only): Glenboig/Gartcosh Community Growth Area: • Glenboig Link Road – May 2017 to June 2018 (complete) Pan Lanarkshire Orbital Transport Corridor: • Muir Street – January 2022 to June 2023 (complete) • Ravenscraig Access Infrastructure – March 2022 to March 2029 (no longer including RAI N but including the reprofiling of Airbles Road) • East Airdrie Link Road – May 2028 to Sept 2030 A8/M8 Transport Corridor: • Orchard Farm Roundabout – October 2026 to October 2027 • Eurocentral Strategic Active Travel – June 2026 – August 2027 (delivered in phases) 3.2 The Programme and its sub projects have been developed to ensure that at a North Lanarkshire level, North Lanarkshire’s residents and businesses will directly benefit. 3.3 Each project at Outline Business Case stage and sub-project at Full Business Case stage has to demonstrate how it will deliver the direct and indirect benefits. As part of the business case process, through the Economic Impact Assessment, outputs and wider benefits are identified and are set out in a Benefits Realisation Profile. The Business Cases identify the economic impacts and the Benefits Profile quantify and details when outputs will be delivered and achieved as a result of the specific project investment. Page 11 of 178
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3.4 The benefits will be measured over a 10-year period, reporting as part of the GCR Gateways until 2035. Gateway 2, an onerous review of the completed GCR projects and their outputs and outcomes has concluded successfully which allows for the next 5 year tranche of funding to be released. 3.5 All North Lanarkshire City Deal contracts seek to maximise community benefits from contracts awarded for the Project. Community Benefits will be secured through the procurement of services and works in line with the City Deal Community Benefit Strategy. The Community Benefits will be delivered through the design, planning and implementation phases, through contracts directly awarded by North Lanarkshire Council and where relevant, its partners. The Community Benefits menu within the City Deal Community Benefits Strategy will be used to target benefits that support the Council’s key aims and objectives and deliver against priorities. 3.6 The type and number of community benefits to be delivered at a project and contract level will be determined with reference to the nature and duration of each contract and supplier. Community benefit outcomes for the Project will be linked to the Council’s Single Outcome Agreement and Corporate Outcomes and the relevant local outcomes which underpin these at a Service level. 4. Supporting documentation 4.1 No Supporting Documents. Pamela Humphries Chief Officer (Place) Page 12 of 178
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The City Deal Cabinet has agreed that Inclusive Growth is to be fully embedded within the GCR City Deal programme delivery and that it is also committed to supporting the delivery of the Fairer Scotland Action Plan. Future NLC subproject OBC/FBC development will be scrutinised to ensure it meets the duties of the Fairer Scotland Action Plan. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Following Committee approval (May 2024) and GCR Cabinet Approval on 6 August 2024, the revised North Lanarkshire Glasgow City Region City Deal Programme is as follows: • Glenboig Link Road £6.2m • A8/M8 Corridor Access Improvements o Orchard Farm £2.2m o Eurocentral Active Travel £4.3m • Pan-Lan Orbital Transport Corridor o East Airdrie Link Road £185.3m o Muir Street £3.8m o Ravenscraig Access £74.2m Infrastructure • Total £276m This is funded £149m by the GCR City Deal Infrastructure Fund and £127m by North Lanarkshire Council. The financial implications of the City Deal Programme will be considered within the council’s Long-term Financial Plan. To date budgetary implications over the next 5 years have been approved by the Policy and Strategy Committee. Page 13 of 178
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5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The City Deal Team work closely with Legal Services on all sub projects focusing on land acquisition and CPO, procurement and contract preparation and management, funding agreements and any other related matters. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☒ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☒ If Yes, please provide a brief summary of the impact? Individual projects under the City Deal Programme will require data management. As above, a data protection impact assessment has been and will, where required, be carried out for projects. Cybersecurity has been and will be fully considered in conjunction with the Information Risk and Assurance Team as part of the projects, procurements and in any required sharing of information. Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ Page 14 of 178
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5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? All infrastructure projects developed by the council as part of the GCR City Deal will be subject to relevant environmental and sustainability appraisal and as part of the design process and subsequent planning application approvals and procurement. Furthermore, to adhere with HM Treasury Greenbook best practice, each iteration of project business case seeking GCR City Deal funding will include a review of the sustainability considerations, this will include carbon management, involving categorisation, assessment and mitigation. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The City Deal programme and the delivery of the projects will continue to be promoted through Corporate Communications and the Glasgow City Region’s Communications team. In terms of East Airdrie Link Road, a joint communication plan will be developed with NHS Lanarkshire and North Lanarkshire Council to coordinate communication, stakeholder engagement and promote the projects as they develop. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? A key risk for the City Deal Programme is the current global economic climate and its short and long term impacts on the delivery of the city deal projects. This risk is becoming a live issue for the Programme and will be assessed and recorded within the City Deal Issues Register. This is not unique to City Deal and the approach to this risk and issue management will be carried out in conjunction with Finance and the Glasgow City Region Project Management Office. Risk management of North Lanarkshire’s City Deal activity is incorporated within the council’s City Deal programme risk register which is reviewed by the City Deal Manager and reported to the council’s City Deal Board. The City Deal risks are also integrated in the Planning and Regeneration Service Risk Register. Each City Deal sub project has a detail risk register and is managed by the Project Manager. Page 15 of 178
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 16 of 178
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North Lanarkshire Council Report Enterprise & Fair Work Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/MH Date 20/02/26 Economic Regeneration Delivery Plan Action Plan 2026/27 From Pamela Humphries, Chief Officer (Place) E-mail hyndsm@northlan.gov.uk Telephone Mark Hynds, 07583 023248 Executive Summary The purpose of this report is to seek approval for North Lanarkshire’s Economic Regeneration Delivery Plan (ERDP) Action Plan 2026/27. The ERDP is a high-level economic development framework which is aligned to the composite capital programme and delivers on the first priority of The Plan for North Lanarkshire – improving economic outcomes and opportunities for all. It supports various themes of the Programme of Work but mainly focuses on the Transforming Places workstream. An updated ERDP was approved by the Enterprise & Fair Work Committee in February 2023 and covers the period 2023-2028. Since 2019, an ERDP Action Plan has been developed annually, detailing the key milestones and targets North Lanarkshire Council and our partners will take over the coming financial year to achieve the recommendations set out across the ERDP’s 4 key interrelated themes. If approved, the 2026/27 Action Plan will undergo monitoring and review with an end year performance report due to be presented to committee Cycle 3 2027, alongside the ERDP Performance Framework which is used to monitor wider ERDP performance over the short, medium and longer-term (through to 2035). Progress against the current year’s Action Plan (2025/266) will be reported to committee in Cycle 3 2026. A copy of the draft ERDP Action Plan 2026/27 is appended to this report. Recommendations It is recommended that committee: (1) Approves the ERDP Action Plan 2026/27, which is attached to this report as an appendix (2) Acknowledges that an annual performance report detailing progress against the 2025/26 Action Plan and wider ERDP Performance Framework will be presented to Enterprise & Fair Work Committee in cycle 3 2026. Item 3 Page 17 of 178
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1. Background 1.1 The 2023-2028 ERDP, approved by Enterprise & Fair Work Committee in February2023, aims to help co-ordinate physical and economic regeneration activity across North Lanarkshire, increase economic output and help address social and economic inequality. It continues to build upon the first ERDP which covered the period 2019-2023 and focuses on the same four key interrelated themes. 1.2 Since 2019, an Action Plan to support the delivery of the ERDP through a range of key measures and investment programmes has also been produced and approved each year by committee. The Action Plan sets the priorities for the financial year ahead, reflecting progress made to date and the evolving priorities of the council. The current 2025/26 ERDP Action Plan was approved in February 2025. 1.3 An accompanying ERDP Performance Framework was approved by Enterprise and Growth Committee in February 2021. This comprises of a group of performance indicators at three levels. These indicators aim to collectively provide an overview of how the North Lanarkshire economy is performing as well as helping us to understand the impact that the delivery of the ERDP is having on improving economic opportunities and outcomes for all. 1.4 Since the inception of the ERDP, several significant milestones have been achieved through the delivery of the New Supply, City Deal and Regeneration programmes. These achievements have been reported to committee in previous annual progress and performance updates. The next performance report will be presented to committee in Cycle 3 2026, detailing progress against the 2025/26 ERDP Action Plan and wider ERDP Performance Framework. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth (2) Refocus our town centres and communities to be multi- functional connected places which maximise social, economic, and environmental opportunities (3) Maximise the use of our marketable land and assets through improved development in business and industrial infrastructure (4) Market and promote North Lanarkshire as the place to live, learn, work, invest, and visit (5) Grow and improve the sustainability and diversity of North Lanarkshire's economy Programme of Work Transforming Places Page 18 of 178
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2. Report Economic Regeneration Delivery Plan 2023 - 2028 2.1 The ERDP focuses on four key inter-related themes: • developing housing that promotes improved quality of life and creates a better place to live; • reshaping our town centres to ensure that these provide modern and attractive centres that meet the needs of our communities; • improving our business and industrial infrastructure, creating opportunities for investment and for companies to start-up or relocate here; and • continuing to improve our connectivity and develop new opportunities by transforming our road, rail and digital infrastructure. 2026/27 Action Plan 2.2 To support the delivery of the ERDP objectives, annual ERDP Action Plans have been developed each financial year since 2019/20. 2.3 Appendix 1 provides detail on the key ERDP actions, targets and objectives for 2026/27. This is aligned to the four themes of the ERDP and details which ERDP priority each action is specifically seeking to achieve. 2.4 The delivery of the Action Plan will be overseen by the ERDP Steering Group with progress updates provided to committee on an annual basis. Detailed reports concerning individual projects and programmes within the ERDP (e.g. City Deal Programme) are also provided to committee on a regular basis. 3. Measures of success 3.1 The annual ERDP Action Plan contains multiple targets with achievement of the targets being key to the success of the refreshed ERDP. 3.2 A robust Economic Performance Framework has been established and contains a series of key performance indicators, with short, medium, and long-term targets attached as the operational measures of success. 4. Supporting documentation 4.1 Appendix 1 Economic Regeneration Delivery Plan Action Plan 2026/27 Pamela Humphries Chief Officer (Place) Page 19 of 178
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The primary aim of the 2023-2028 ERDP is to support inclusive economic growth and opportunities for all. In doing so it aims to support investment in creating a more equitable and fairer place for residents of North Lanarkshire to live If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The 2023 - 2028 ERDP is funded through a mixture of external funding sources, and from the council’s capital programmes. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 20 of 178
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The 2023-2028 ERDP remains one of the council’s key strategies and will be promoted accordingly through corporate communications, mainly via our digital platforms. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risks are recorded and managed within Corporate Risk Register. Key risk is failure to deliver on the ERDP and its objectives of helping co-ordinate physical and economic regeneration activity across North Lanarkshire, increasing economic output and helping address social and economic inequality. This would result in the loss of economic and social benefits to residents and business across North Lanarkshire and significant reputational damage to the Council given the widespread public nature of the programme. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 21 of 178
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5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 22 of 178
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Appendix 1 Economic Regeneration Delivery Plan Action Plan 2026/27 Page 23 of 178
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The Economic Regeneration Delivery Plan is a key strategic document which is aligned to The Plan for North Lanarkshire and other key strategies, policies and plans. Together this strategic policy framework ensures that work is aligned with our priorities and enables the required resources and working practices needed to facilitate delivery of the shared ambition. As a high-level investment framework, the Economic Regeneration Delivery Plan will be aligned with our composite capital programme and will be refreshed again at the end of 2027/28. This Action Plan supports delivery of the Economic Regeneration Delivery Plan. It will be monitored and updated annually. Future updates can be found at www.northlanarkshire.gov.uk/ERDP Page 24 of 178
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Theme: Live ERDP Priority 1: Developing housing that promotes improved quality of life and creates a better place to live Reference No. ERDP Priority What we’ve delivered so far… What we’ll aim to deliver during 2026/27… Lead Team 1.1 Continue to focus investment towards the council’s affordable housing stock to make sure that the target of 6,000* new council homes for North Lanarkshire is reached by 2035. *target increased from 5,000 to 6,000 at Housing Committee in February 2025 Between 2010/11 and 2024/25 NLC has delivered 1,629 new build homes across the authority via the New Supply Programme alone, with a further 29 scheduled to complete during 2025/26 Completion of 260 new build homes during 2026/27 New Supply 1.2 Begin construction on 8 new build developments, totalling 270 homes, during 2026/27 New Supply 1.3 As of 31 March 2025, NLC has brought 845 homes into council ownership since the introduction of the Open Market / Empty Homes Purchase Schemes, with a further 110 estimated to complete during 2025/26 110 Open Market / Empty Homes Purchase Scheme completions during 2026/27 New Supply 1.4 As of 31 March 2025, NLC has acquired 301 new build homes from the private sector. Begin construction on 75 off the shelf new build homes during 2026/27 New Supply 1.5 Continue to support the delivery of the affordable housing programme including intermediate tenures such as mid-market rent Between 2010/11 and 2024/25, 2,474 affordable homes have been delivered via the council’s New Supply Programme and 2,368 by Registered Social Landlords (RSL’s) Prepare the 2027/28 Strategic Housing Investment Plan (SHIP) which will identify sites to meet Local Housing Strategy priorities and maximises the use of available Scottish Government grant funding. New Supply Page 25 of 178
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Support the delivery of sites within the current 2026/27 SHIP and spend full Resource Planning Assumption (RPA) allocation. Finalise proposals and seek Committee approval for a mid-market rent programme linked to town centre regeneration, subject to available funding. 1.6 Enable private sector housing development to support the local economy and the regeneration of strategic sites such as Ravenscraig. 4,022 private tenure houses were completed and occupied across North Lanarkshire between 2019/20 and 2024/25. A further 653 private tenure units are estimated to be completed during 2025/26. 743 private tenure units estimated to be completed during 2026/27. Complete Review of 2026 Housing Land Audit Planning Page 26 of 178
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Theme: Invest ERDP Priority 2: Reshaping our town centres to ensure they provide modern and attractive centres that meet the needs of our communities Reference No. ERDP Priority What we’ve delivered so far… What we’ll aim to deliver during 2026/27… Lead Team 2.1 Establish and commence delivery of town action plans for all eight town centres (aligned with our approved town visions), agreeing short, medium and long-term investment plans for each. Eight Town Visions were approved by committee in 2021. Town Action Plans have been developed and approved for Airdrie, Bellshill, Kilsyth, Motherwell, Shotts and Wishaw. Progress review of Town Action Plans, including community engagement and completion of Health Check report for each town centre. Develop a Town Action Plan for Coatbridge, linked to the Regeneration Plan for Coatbridge, as part of the UK Government’s Pride in Place Programme funding. City Deal & Regeneration 2.2 Coatbridge has been awarded £19.5m in funding from the UK Government’s Pride in Place Programme (Phase 1) A Neighbourhood Board has been established and a Regeneration Plan and first 4-Year Investment Plan has been submitted to UK Government for approval. Continue to support Coatbridge Neighbourhood Board to deliver on the approved Regeneration Plan for Coatbridge Commence the delivery phase of the programme from April 2026 – as set out in the 2026/27 – 2029/30 Investment Plan City Deal & Regeneration 2.3 UK Government has announced up to £20 million for Forgewood, North Establish a Neighbourhood Board; progress community engagement and submit a City Deal & Regeneration Page 27 of 178
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Motherwell & Town Centre as part of the Pride in Place Programme (Phase 2) Regeneration Plan and 4- year Investment Plan for Forgewood, North Motherwell & Town Centre by Winter 2026. 2.4 NLC acquired The Centre Cumbernauld in June 2023 with the intention of demolishing the megastructure and redevelop Cumbernauld town centre. First stage of consultation and engagement with businesses and residents has been completed. Long-term management agent appointed for The Centre Cumbernauld. Commence the Master- planning process, including consultation with various key stakeholders such as residents and businesses. Progress demolition strategy including procurement of demolition contractor. Achieve vacant possession of Phase 4, The Centre Cumbernauld, in preparation for demolition. City Deal & Regeneration 2.5 Between 2010/11 and 2024/25 there were 1,767 new, social rented homes delivered within North Lanarkshire’s town centres (including edge of town developments). These properties have been delivered by NLC and Registered Social Landlords (RSLs) NLC and RSLs to deliver 127 new affordable homes within our town centres (including edge of town) during 2026/27. New Supply Page 28 of 178
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2.6 NLC acquired the former Motherwell Town Hall from NLP in 2020. Main contractor appointed and works have commenced on site. Complete the redevelopment of the Category C Listed, former Motherwell Town Hall to deliver 20 new homes for social rent as part of the New Supply Programme. New Supply 2.7 The former Sharks Mouth pub site in Bank Street, Cotabridge, was demolished to enable redevelopment of the site. Commence delivery of Bank Street development, a key gateway site to Coatbridge town centre. This site will deliver 17 new homes for a mix of social rented and supported accommodation. New Supply 2.8 North Lanarkshire Council’s Housing Committee approved the redevelopment of the former Coats House office block in Airdrie. Commence delivery of the conversion of Coats House, Gartlea Road, to convert the former social work office block to 28 affordable homes within Airdrie town centre. New Supply 2.9 Continue to prioritise funding and secure external investment for the regeneration of our town centres. £150k secured from Historic Environment Scotland (HES) and National Lottery Heritage Fund (NLHF) to develop plans during 2023/24 and 2024/25 to deliver a heritage-led regeneration project in Airdrie. Subject to successful funding awards, commence delivery of the Rediscovering Airdrie project which will include: • the refurbishment and enhancement of Airdrie Library City Deal & Regeneration Page 29 of 178
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Final applications have been submitted to HES and NLHF to support the delivery phase of the Rediscovering Airdrie project. • third-party grants including a shopfront improvement scheme and a repair and conservation scheme, through grants to local property owners. • A programme of activities linked to Airdrie’s rich heritage 2.10 During 2025/26, North Lanarkshire Council launched the Town Centre Retail Business Fund - a pilot grant scheme aimed at supporting new and existing SMEs located within our town centres Evaluate the success of the Town Centre Retail Business Fund pilot scheme and explore next steps Enterprise 2.11 Review how the council can be more effective in addressing failing buildings in our town centres. Since 2018/19, 63 town centre buildings or vacant sites have been re- purposed or redeveloped (including edge of town), across the authority. A further 22 town centre properties/sites have been acquired by the council with a view to either converting existing properties to residential developments, building new homes on cleared sites or upgrading commercial premises. Continue to engage with local property / landowners with a view to acquiring key town centre properties / sites earmarked for conversion / redevelopment. Where necessary, commence CPO processes, as a last resort, if failure to purchase a site would be detrimental to town centre regeneration plans. City Deal & Regeneration Page 30 of 178
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Theme: Invest ERDP Priority 3: Improving our business and industrial infrastructure, creating opportunities for investment and for companies to start-up or relocate here Reference No. ERDP Priority What we’ve delivered so far… What we’ll aim to deliver during 2026/27… Lead Team 3.1 Promoting a mix of development across our motorway corridors and accessible business locations to support the development of our foundational economy as well as high- end growth INVEST HERE website launched – a promotional tool to market North Lanarkshire. INVEST digital video and social media campaign – a series of video interviews featuring recent NL inward investment companies. This has so far resulted in more than 6.4 million impressions and 52k clicks across YouTube and LinkedIn. INVEST brochure created – providing key data on NL as an attractive and supportive inward investment business location. New York Times advertorial / interview with NLC CEO highlighting NL as a prime inward investment location in Scotland / the UK. Launch a 10-year Business & Industry Strategy for North Lanarkshire (2026-36) with identified actions. Update and refresh the Invest web site. Enterprise Page 31 of 178
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Rolling press release activity highlighting positive business performance statistics and large inward investors in NL during 2025/6. 3.2 Continuing to support enabling investment which brings our vacant and derelict land and brownfield sites into commercial use. 12.47 ha of land remediated or improved for business and industry use across North Lanarkshire between 2018/19 and 2024/25. Fusion Assets will remediate and improve 1.1 ha of land to enable the creation of an employment hub at Ravenscraig Fusion Assets 3.3 Improving how we record and respond to enquiries from businesses to provide a coordinated approach across relevant council services to help attract, retain and expand business and employment opportunities A six-month Invest in NL pilot commenced September 2023 as part of the new Programme of Work. The primary aim of the Invest in NL advisory team is to facilitate investment in NL by providing a co- ordinated advisory service to help accelerate the statutory consent process for developers. CRM system created to record any business enquiries and interactions, enable digital marketing and record onward referrals. Continue to progress and monitor delivery of the Invest in NL Programme of Work Adopt and utilise CRM system to support grant administration, business engagement and reporting requirements. Establish a relationship managed protocol for high value engagements i.e., sector specific and inward investment cases. Place Enterprise Page 32 of 178
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3.4 Building upon work which supports innovation and skill development through the development of sectoral learning academies Three sectoral academies are being progressed under the Brighter Futures Programme of Work (Built Environment; Care and Digital), to help attract and train a workforce to meet demand in these key sectors and support the local economy. 1,040 people have been supported to date through NL Academies programmes through a combination of UK Shared Prosperity Funding, social value contributions and working in partnership with key stakeholders. Continue to deliver NL Academies projects - subject to allocation of funding. Built Environment Three priority workstreams will be progressed; • The further development of the business case for phase 1 implementation of the Built Environment Academy. • The completion and roll out of the Built Environment Youth Engagement Strategy to engage and attract young people into the sector. This strategy will contain short and longer term actions to enhance attraction and engagement activities for young people into all careers in the industry • Research into the current and future North Lanarkshire skills and workforce demand has been completed during 2025. The outcomes from this research will be People Resources Page 33 of 178
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extracted and be used to inform data lead decision making within the Academy and Youth Engagement workstreams. Care The Steering Group will continue to prioritise activity under 4 workstreams; • attraction, recruitment, retention and wellbeing • pathways to care for young people • adult pathways to care • funding and procurement. The collaborative apprenticeships in place jointly between NHS and NLC will continue to be monitored as it enters its second year and further opportunities for collaboration will be assessed to ensure pathways for people to work in the care sector are continued to be developed. Page 34 of 178
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Digital Work will be progressed to engage with employers to gain a deeper understanding of skills and workforce challenges and gaps within this industry in North Lanarkshire to direct activity towards addressing these gaps. Alignment will be made to the potential data centre developments within the region to explore the skills and workforce requirements within these projects. 3.5 Supporting investment, via our Arms-Length External Organisations, that will continue to improve, modernise and expand commercial stock availability across North Lanarkshire Planning approval has been obtained for three phases of development at Gartcosh Industrial Park. Phase 1 at Gartcosh is complete with the construction of 3 industrial units totalling 60,000 sq.ft of class 4,5 and 6 floorspace. During 2026/27 Fusion Assets will: • Commence construction of Phase 2, Gartcosh Industrial Park, delivering 69,000 sq.ft across 3 new industrial units • Commence construction of 41,000 sq.ft across 3 new industrial units at Condor Park, Eurocentral Fusion Assets Page 35 of 178
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Following letting of the 3 units, the Phase 1 was successfully marketed and sold as an investment. At Ravenscraig, a six acre development plot was acquired and a programme of enabling works undertaken to create a development ready site. At Link Park, Newhouse a second industrial building of 15,000 sqft was completed and let resulting in the creating of 72 additional jobs in North Lanarkshire. • Complete 30,000 sq.ft new industrial space at Ravenscraig, Phase 1 • Secure funding for Ravenscraig Phase 2 and commence construction of 33,000 st.ft across 2 new industrial units. Page 36 of 178
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Theme: Invest ERDP Priority 4: Continuing to improve our connectivity and develop new opportunities by transforming our road, rail and digital infrastructure Reference No. ERDP Priority What we’ve delivered so far… What we’ll aim to deliver during 2026/27… Lead Team 4.1 Continue to deliver the City Deal Infrastructure Programme Ravenscraig Access Infrastructure Planning approval granted for new dual carriageway link between Airbles Road/Windmillhill Street junction and the Ravenscraig Regional Sports Facility. Bridge crossing under the West Coast Mainline Railway was completed in 2023. Demolition works completed to former business sites at Airbles Road and Windmillhill Street in February 2025. Value Engineering Review completed July 2025. Public consultation undertaken on proposed scheme changes November/December 2025. Continue to progress the delivery of Ravenscraig Access Infrastructure project to support the redevelopment and connect the M74 and M8 as part of the Pan Lanarkshire Transport Corridor. • Undertake detailed design of amended scheme following public consultation feedback. • Complete enabling works and progress procurement of main works contractor. City Deal & Regeneration Page 37 of 178
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Land acquisition/ CPOs concluded for the originally planned main works. Ongoing discussion with two landowners to agree voluntary land transfer to enable implementation of recommendations from Value Engineering Review. 4.2 East Airdrie Link Road Preferred option for East Airdrie Link Road identified. Ground investigation works completed for preferred route. Outline Business Case (OBC) approved by Glasgow City Region City Deal Cabinet. EALR preliminary design complete and public engagement taken place. Additional ground investigation works undertaken. Environmental Surveys undertaken for full scheme. Continue to progress the delivery of the East Airdrie Link Road to improve north/south connectivity as part of the Pan Lanarkshire Transport Corridor: • Submission of planning application. • Commence specimen design. • Confirm land strategy and continue engagement with landowners. City Deal & Regeneration Page 38 of 178
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Environmental Impact Assessment completed. Pre-Application Notice (PAN) submitted and associated consultations undertaken. 4.3 A8/M8 Corridor Access Improvements: Orchard Farm Roundabout Outline Business Case (OBC) for A8/M8 Corridor Access Improvements project approved. The Orchard Farm roundabout project will support the development of key business and industrial sites on the A8/M8 corridor, with delivery led by a private sector partnership (PD Stirling and ID Meiklam Trust) Regular dialogue and meetings are continuing with the private sector partners to discuss and monitor progress and delivery strategy. Work with the Mossend International Rail Freight Park Partnership to progress delivery of the Orchard Farm roundabout to support the development of key business and industrial sites on the A8/M8 corridor. • Submit Full Business Case (FBC) to the Glasgow City Region City Deal Cabinet for approval. • Commence construction works in late 2026. Subject to a full funding package being available, including private sector contributions. City Deal & Regeneration Page 39 of 178
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4.4 A8/M8 Corridor Access Improvements: Eurocentral Strategic Active Travel Outline Business Case (OBC) for A8/M8 Corridor Access Improvements project approved Options appraisal undertaken and concept designs prepared for routes between Holytown and Eurocentral/Maxim Office Park; Holytown and Newhouse (Phase 1); Whifflet rail station to Shawhead (Phase 2). Consultants appointed to prepare detailed designs and prepare tender documents for Phases 1 and 2; assess options and develop concept design for a route between Bellshill and Mossend (Phase 3). Progress delivery of the Eurocentral Strategic Active Travel project: Complete procurement for contractors to deliver Phase 1 and Phase 2 of the project • Commence construction on Holytown to Eurocentral/Maxim route • Appoint main works contractor to connect Whifflet rail station with the existing active travel link at Shawhead. • Procure consultants to prepare detailed designs for Bellshill Rail Station to Mossend and North Road (Phase 3). • Complete detailed design for Phase 3 City Deal & Regeneration 4.5 Invest in the delivery of the council’s Active Travel Strategy to ensure a comprehensive connection of active travel routes to key places across North Lanarkshire. 19.85km of active travel routes created between 2019/20 and end of 2024/25. Continue to develop the Active Travel Strategic Network Routes (SNRs), in line with external funding resources. Infrastructure & Transportation Page 40 of 178
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Project examples include: • Newhouse to Salsburgh, South Biggar, Airdrie • Ravenscraig Active Travel Link Phase 2 • Motherwell Station Active Travel Phase 1A • Alexander Street to Glasgow Road, Wishaw Progress designs of: • SNR9 (Airbles Road to South Lanarkshire at Strathclyde Park and to Bothwell) • SNR7 (Uddingston to Caldercruix) • SNR6 (Stepps to Condorrat) • SNR1 (Coatbridge to Muirhead) • SNR2 (Croy to Craiglinn) • SNR3 (North-South Corridor) Progress or commence construction of: • SNR7 (Deedes Street to Stirling Road) • Orbiston Hub Phase 2 Part A (Bellshill Rail Station to Orbiston Hub via Hamilton Road; Bellshill Rail Station to Bellshill Pump Track via Motherwell Road) • Orbiston Hub Phase 2 Part C (Community Road) Page 41 of 178
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4.6 Ravenscraig Active Travel Links Construction of Phase 1 and Phase 2 of the Ravenscraig Active Travel Links project completed. Feasibility Study and Options Appraisal commission awarded and in progress for a further phase of the project, from the Employment Access Area to Coursington Road. Motherwell Station Active Travel Links Muir Street (Motherwell Rail Station) to Braidhurst Industrial Estate Active Travel Links project completed. Detailed design of Motherwell Rail Station to the Civic Centre at Camp Street complete. Concept design for Bellshill Road complete. Ravenscraig Active Travel Links Progress further Ground Investigation work and detailed design for the preferred option identified from the feasibility study and options appraisal commission, for a route between the Employment Access Area and Coursington Road. • Submit Planning application. Motherwell Station Active Travel Links Continue to progress delivery of the Motherwell Station Active Travel Links project: • Complete detailed design of route sections between Camp Street and Airbles Road and Bellshill Road. • Complete works to route section on Hope Street/Muir Street, subject to external funding. City Deal & Regeneration Page 42 of 178
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Works on route sections at West Hamilton Street and Asda to Civic Centre at Camp Street complete. Feasibility study and options appraisal for route section between Camp Street and Airbles Road and Glencairn Street underway. 4.7 Ensure that inclusive economic growth remains at the heart of opportunity to support affordable and accessible transport systems (via the Local Transport Strategy) Local Transport Strategy development commenced during 2024/25. Launch Local Transport Strategy, subject to committee approval Infrastructure & Transportation 4.8 Support the delivery of Electric Vehicle (EV) charging infrastructure and other green transport solutions across North Lanarkshire Progressed work to develop a Glasgow City Region EV Charging Strategy Procurement underway to appoint private sector partner to install new EV charge points that will be sited in local authority owned car parks and in on- street locations in communities across Glasgow City Region and manage existing EV charging infrastructure. Complete procurement and award contract for expansion of EV charging points and manage existing EV charging points. Community Operations Page 43 of 178
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1 North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref PH/YW Date 20/02/26 Business Support Update From Pamela Humphries, Chief Officer (Place) E-mail weiry@northlan.gov.uk Telephone Yvonne Weir 07508 001238 Executive Summary To support local businesses, the council delivers a range of business support services to new and existing businesses, key industry sectors and businesses with plans to expand within or locate into North Lanarkshire. This support includes delivery of the Business Gateway Lanarkshire service, an expert help consultancy framework, grant funding programmes, key sector engagement and action plans and direct support to inward investors and businesses with requirement for land or premises to set-up, grow or expand. The purpose of this report is to provide update on business support delivered through 2025/26 so far, summarising service objectives, key deliverables and output/outcome reporting measures. The report will also provide an update on the business grant funding programmes administered by the council The report will set out what North Lanarkshire’s business support service looks like for the 2026/7 financial year ahead. Recommendations It is recommended that the Committee: (1) Acknowledge the contents of the report and the activity that is undertaken to support business development and economic growth in North Lanarkshire, including delivery of business grant programmes. (2) Endorse plans for business support activity and delivery during 2026/27 Item 4 Page 45 of 178
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2 1. Background 1.1 North Lanarkshire has a diverse and growing business base. To support local businesses, the council delivers a range of business support services to new and existing businesses, key industry sectors and businesses with plans to expand within or locate into North Lanarkshire. This support includes delivery of the Business Gateway Lanarkshire service, an expert help consultancy framework, grant funding programmes, key sector engagement and action plans and direct support to inward investors and businesses looking for land or premises to set-up, grow or expand. The purpose of this report is to provide update on business support delivered through 2025/26 so far, taking account of previously reported (February 2025) gaps in provision and challenges / opportunities identified. The report will also provide update on to the delivery of grant funding programmes administered by the council. Finally, the report will set out plans for business support delivery during the 2026/7 financial year. Current Services and Programmes 1.2 Business Gateway Lanarkshire Service: the service was in-sourced on 1 March 2024 and provides one to one business advisory support, workshops, specialist surgeries and networking opportunities for new and existing businesses across Lanarkshire. 1.3 Business Grant Funding: three grant funds have been actively promoted and administered through the year. These include: the Business Start-Up Fund, the Business Growth Fund and the Town Centre Retail Business Fund (a pilot fund launched in September 2025). 1.4 Expert Help Consultancy Framework: this programme provides up to 5-days of fully-funded consultancy support to businesses in 8 areas of specialist discipline. These include: Financial Management, Business Growth & Development, HR, Leadership & Skills, Procurement, Marketing, Information & Digital Technology, Energy Efficiencies & Net Zero and New Market Opportunities & Internationalisation. 1.5 Inward Investment and Business Engagement: this includes the delivery of the Council’s inward investment activities and campaigns, the provision of a single point of contact for investors and businesses with plans to locate into or expand within North Lanarkshire and the provision of free land and property searches. 1.6 Procurement and Supply Chain Development: this includes the local delivery and promotion of the national Supplier Development Programme, delivery of the Lanarkshire Meet the Real Buyer event and the organisation and promotion of bespoke supplier events linked to key contract opportunities, including within the construction sector. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (5) Grow and improve the sustainability and diversity of North Lanarkshire's economy Programme of Work Brighter Futures Programme of Work Transforming Places Programme of Work Invest in North Lanarkshire Page 46 of 178
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3 1.7 Fair Trade: North Lanarkshire Council is a paid member of the Scottish Fairtrade Forum, which trades as Scottish Fairtrade. Fairtrade status was renewed during 2025 and a variety of activities have taken place through the year involving the Council, local fairtrade groups, the local community, New College Lanarkshire and local primary and secondary schools including during Fairtrade Fortnight which took place between 22 September 2025 and 5 October 2025. 1.8 Sector-specific support: this includes officer-led engagement activity with businesses operating in key industry sectors in North Lanarkshire as well as trade/industry bodies and linked stakeholders. Work this year has resulted in improved understanding of sectors, future employment outlooks and the creation of action plans for each industry sector. This activity has helped inform workstreams for the year ahead for the following industry sectors: Construction, Manufacturing, Food and Drink, Life Sciences, Renewable Energy, Health and Social Care, Transport and Logistics, Social Enterprise, Tourism/Visitor Economy and Creative Industries. 1.9 Development of Entrepreneurship: through the UK Shared Prosperity Fund, the Council has delivered targeted, community-based advice and support to individuals who experience structural barriers to self-employment or running their own business. This support includes support for female entrepreneurs through The HIVE women’s business incubator based in Airdrie, tailored business support for minority ethnic communities and work, in partnership with Voluntary Action North Lanarkshire, to develop a social enterprise network in North Lanarkshire. 1.10 Development of the Young Entrepreneur: working with Education to develop and deliver pathways into entrepreneurship for young people including the delivery of the annual Dragon’s Lair Competition for teams of S3 pupils across North Lanarkshire. Through The HIVE, a programme of monthly Bee the Boss immersion days for secondary school girls has also been rolled out through the year. Overview of North Lanarkshire Business Base 1.11 The most recent 2025 Businesses in Scotland figures produced by the Scottish Government highlight that the number of registered private sector businesses in North Lanarkshire stood at 8,515 during 2025. This represents 4.8% of Scottish based businesses. 1.12 With 8,515 businesses in 2025, this represents an increase of 130 businesses since 2024 (+1.5%). This is better than the wider Scottish picture, which saw an increase of 0.5%. Comparing over the last decade (2015-2025), North Lanarkshire’s business base has increased by 905 businesses (+11.8%). This is significantly higher than the growth in business numbers Scotland has experienced over the same period (2.7%). 1.13 North Lanarkshire’s 8,515 businesses have a combined turnover of £18,034 billion. This accounts for 5.2% of Scotland’s total turnover. It represents a significant increase in turnover of £751 million since 2024 (+4.3%). This is higher than the Scottish increase in turnover of 2%. 1.14 North Lanarkshire’s 8,515 businesses employed 96,880 people in 2025. This represents a decrease of 1,080 people (-1.1%) employed by our private sector enterprises since 2024. Scottish employment decreased in the same timeframe from 1,931,610 to 1,928,190 (-0.17%). In North Lanarkshire, employment has yet to return to pre-pandemic levels of over 100,000 in 2020. Page 47 of 178
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4 1.15 North Lanarkshire has a lower proportion of small enterprises and a larger share of medium and large enterprises than Scotland. This is demonstrated in the table below: Area Business size (employees) 2025 Small enterprises (0-49 employees) Medium enterprises (50-249 employees) Large enterprises (250+) North Lanarkshire 7,665 (90%) 335 (3.9%) 515 (6%) Scotland 168,680 (96%) 3,930 (2.2%) 2,425 (1.3%) 1.16 Between 2024 and 2025, the number of small businesses (employing 0-49 people) recorded an increase of 135 businesses (+1.8%). Medium sized businesses (employing 50-249 people) recorded a slight decrease of 5 businesses (1.5%). 515 Large businesses were recorded in 2025, this represents no change over the last year. Scotland wide, there was no change either in the number of large businesses recorded. 1.17 The latest statistics from the Office of National Statistics (ONS) Annual population Survey indicate that 8.4% (13,700) of North Lanarkshire working age residents (aged 16-64) who are in employment are self-employed. This is less than the Scottish figure of 10.5% and the UK figure of 12.6%. There is a significant gender difference. Of the 13,700 self-employed, 9,800 are males which equates to 11.9% of all males who are in employment. This is similar to the Scottish figure of 12.9% but below the UK figure of 15.5%. In North Lanarkshire women are under-represented in entrepreneurship. There are 3,900 females aged 16-64 in North Lanarkshire classified as self-employed. This is 3.5% of the entire female working age population and 4.9% of all North Lanarkshire females who are actively working. The North Lanarkshire figures are less than the Scottish averages whereby 5.7% of all females aged 16-64 are self-employed and 8.1% of all Scottish females who are actively working. (Annual Population Survey, ONS (July 2024 – June 2025 data). 1.18 The number of new business starts per 10,000 working age population (2024) indicated that there were 52 new starts in North Lanarkshire, which is on par with the Scottish average. In relation to 3-year business survival rates, over the period 2021-2024, the North Lanarkshire rate was 53.4% which was lower than the Scottish rate of 57.6%. 1.19 In 2025 Construction maintains a strong sector profile in North Lanarkshire, with 1,610 businesses, employing 13,580 people and generating £3.114 Billion turnover in the local economy. Construction businesses represent 18.9% of all North Lanarkshire based businesses and around 7% of Scotland’s total construction sector businesses. Business numbers and turnover within the construction sector both grew by 3.2% and 11.6% respectively between 2024-25. 1.20 Wholesale, Retail and Repairs represent 17.7% of businesses (1,540 enterprises) with 21,300 individuals employed within this sector. This accounts for 21.9% of private sector employment within the area. The sector has seen growth across all economic measures including business numbers (+1.9%), employment (+4.1%) and turnover (+16.5%) between 2024-5. Turnover generated by the sector accounts for 31.2% of North Lanarkshire’s and 6.9% of Scotland’s turnover generated by the sector in 2025. Page 48 of 178
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5 1.21 In 2025 North Lanarkshire has 690 businesses Transport & Storage businesses, employing 9,300 people and generating £1.177 Billion in turnover. There has been no change in business and employment numbers within the sector recorded in the year to 2025. However, turnover decreased within the sector by 0.92%. Employment within the Transport & Storage sector in North Lanarkshire accounts for 10.5% of Scotland’s total employment within the sector. 1.22 Manufacturing makes up 540 of North Lanarkshire’s business base in 2025. Employment stands at 11,450 within the sector and turnover at £2.928 Billion. Both business numbers and employment reduced within the sector between 2024-25 – by 1.8% and 3% respectively. However, turnover increased in the same period by 2.5%. This mirrors the Scottish picture which saw business numbers and employment both decrease in the period by 1.2% and 0.16% while turnover grew by 0.9% 1.23 Overall, statistics emphasise the need to continue to support a culture of entrepreneurship from earliest stages within education through to targeting growth in under-represented communities across North Lanarkshire to continue to grow the business base. The need to support the creation of sustainable and resilient businesses is paramount in improving on existing business survival rates in North Lanarkshire which remain below the Scottish average, and to safeguard and create jobs. 1.24 While North Lanarkshire’s business base is diverse and performs well across a range of established key industries (Construction, Wholesale, Retail & Repair, Transport & Storage, Life Sciences and Manufacturing) targeted support is needed to help businesses to continue to develop, invest and grow. There is benefit also in supporting industry sectors where the Council has strategic focus and broader long- term interest in enabling growth within the local economy (Tourism/Visitor economy, Social Economy, Health & Social Care, Food & Drink and Creative Industries - particularly Digital/Artificial Intelligence). New emerging sectors, with identified growth potential in line with national investment strategies, present opportunity for North Lanarkshire businesses to capitalise within developing supply chains (Renewable Energy). 2 Report Business Grant Funds 2.1 North Lanarkshire Council launched and is delivering three grant funds in the 2025/6 financial year. Prior to launch, effort was made to incorporate recommendations made as a result of external evaluation of grant funds (2015-23) undertaken by EKOS Ltd between June to December 2023. Key considerations included the need to improve grant reach and penetration, additionality and to collect more robust monitoring information from businesses. An internal review of grants was also completed through consultation with internal audit and the broader business support team. 2.2 This report provides an overview of the three individual grant funds being delivered, and performance to-date for the three funds is noted in appendix 1. Page 49 of 178
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6 2.3 Business Start-Up Fund Grant Budget: 2025/6 £75,000 UK Shared Prosperity Fund allocation £75,000 North Lanarkshire Council earmarked reserves Total: £150,000 2.4 This fund merged two previously existing funds that operated during 2023-25, the Business Start-Up Fund and the Small Business and Self-Employed Support Scheme. A key objective was to streamline support for pre-start and early-stage businesses, enabling a single fund approach, improving ability to market the fund, increase business awareness and streamline fund administration in the process. 2.5 The new Business Start-Up Fund provides grant funding of up to £3,000, to help pre- start businesses with a robust and viable business idea to start trading earlier than would otherwise be possible, and to support early-stage businesses (up to 12 months trading) to grow by creating or safeguarding jobs and improving the viability of their business. 2.6 Business Growth Fund Grant Budget: 2025/6 £572,262.00 UK Shared Prosperity Fund allocation £427,738.00 North Lanarkshire Council earmarked reserves Total: £1,000,000.00 2.7 The Business Growth Fund is a competitive, discretionary grant aimed at supporting new and existing small and medium enterprises (SMEs with less than 250 employees) towards achieving long term sustainability and growth. The fund priorities projects that that boost turnover, create jobs, enhance productivity, promote environmental sustainability and advance digital capabilities. 2.8 Eligible projects are 50% grant funded and businesses can apply for up to £20,000 in grant funding per grant application. A maximum of 2 grant applications can be submitted to the fund within a 24-month timeframe. Businesses can receive a maximum of £40,000 in total funding over a 24-month period. The types of activity that can be supported through the fund include: • Capital Expenditure – up to £20,000 • Infrastructure Improvement – up to £20,000 • Workforce / Skills Development – up to £5,000 • Exhibition Support – up to £4,000 2.9 Town Centre Retail Business Fund Grant Budget: 2025/6 £250,000 North Lanarkshire Council earmarked reserves Total: £250,000 2.10 Launched in September 2025, the Town Centre Retail Business Fund is a pilot grant scheme aimed at supporting new and existing SMEs (with less than 250 employees) located within North Lanarkshire’s town centres. The fund is helping address the issue of vacant town centre space, stimulating business start-up activity and supporting Page 50 of 178
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7 business expansion. The fund is helping improve amenity, increase footfall and contributing to re-shaping and creating vibrant town centre environments. 2.11 Eligible businesses can apply for a maximum grant award of £20,000 per premise. Grant funding is available at a rate of 50% towards eligible net costs. Eligible expenditure includes internal and external works and reconfiguration to enable re- occupation, new commercial activity and support new employment opportunities. Funding can be spent on capital investment only, with the exception of architect fees and professional costs (10% of the total net project costs considered maximum). Business Grant Fund Improvements 2025/6: 2.12 A number of improvements have been implemented during 2025/26 to improve grant reach, the application and appraisal process and to minimise fraud risk. These have included the following: • Requirement for businesses seeking grant funding to engage with Business Gateway to ensure potential grant funding is part of a broader business support function • Enhanced due diligence checks developed as part of grant assessment process, supported by input from Internal Audit to help further minimise fraud risk. • Further bespoke training provided to officers involved in assessment of grant applications. • Appraisal Panel established within Enterprise service to ensure consistency of approach and broader awareness of projects across the team. Business Support Review – Progress Summary 2.13 The February 2025 business support report to the Enterprise & Fair Work Committee set out a summary of service objectives, key business support deliverables and key measures of success to be introduced from 1 April 2025. 2.14 Appendix 1 provides an update on progress made so far during the period 1 April to 31 December 2025. Full year reported figures to 31/03/26 will act as a baseline from which to measure performance annually in years to follow. Proposed Business Support activities (2026/7): 2.15 Business Gateway Lanarkshire – service delivery will continue as outlined in section 1.2 of this report and an update on performance will be reported to Committee in Cycle 3. 2.16 Business Grant Funds - It is proposed to continue delivery of the Business Start-Up Fund, the Business Growth Fund and the Town Centre Retail Business Fund during 2026/7 subject to funding availability through a mix of council and external funds. 2.17 Subject to funding, grant funds will launch and be delivered digitally during 2026/7 with a new grant platform build complete. This will enable end-to-end administration of grants digitally from point of online application by the business through to assessment, claim and monitoring processes conducted by Officers. 2.18 Key Sector Engagement and Action Plans – during 2025 Officers were allocated key industry sectors to engage with through the year. Meetings with businesses, partners agencies and stakeholders followed and resulted in the creation of sector- Page 51 of 178
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8 focused insight papers and action plans. A paper summarising these insights and a resulting multi-sector Action Plan is detailed in Appendix 2 of this Committee paper. The Action Plan sets out Officer-led workstreams for individual sectors that will be delivered during 2026/27. 3. Measures of success 3.1 The measures of success are detailed in Appendix 1 of this report. 3.2 The following health check indicators are also monitored to in order to help measure success: C16: Growth in Gross Value Added (GVA) C17: Gross weekly pay (residents) – full time employees C18: % of all people economically active in employment (16-64 years) C19: % of the VAT/PAYE registered business that survive for at least 3 years C27: Total employment in sustainable tourism as % of growth sector C28: Gross Value Added per head in sustainable tourism (employment) 4. Supporting documentation • Appendix 1 – Progress summary of business support objectives, key deliverables and outputs/outcomes (1 April to 31 Dec 2025) • Appendix 2 – Key Sector insights summary and action plan Pamela Humphries Chief Officer (Place) Page 52 of 178
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9 5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? EQIAs have been completed for all 3 grant funds to consider the impact. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Funding to support the activity delivered in 2025/26 has been made through existing budgets, earmarked reserves and external funding through the UK Shared Prosperity Fund. Budget confirmation and available external funding is being considered for 2026/27 activity. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 53 of 178
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10 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A key focus of business support activity will be supporting businesses to improve their digital capabilities, adoption of new technologies, improving digital infrastructure, Artificial Intelligence, data, robotics, automation and protection against cyber-crime. A new online enquiry and grant application system has been completed to move delivery online. Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A key focus of business support will be supporting businesses to improve their energy efficiency, reduce energy costs, adopt new green technologies, adopt renewable energy, reduce waste and increase recycling. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The support provided will be actively marketed through marketing plans including the development of marketing materials, online information, social media, case studies, events and engagement with businesses. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risk registers are in place for the service. Key risks include: • Demand for services – past experience, evaluations and continued engagement with businesses demonstrates ongoing demand for services. • Loss of skilled staff • Availability of funding – there is a reliance on one-off funds and external funding e.g. UK Shared Prosperity fund to support project delivery. • Prevention of fraud – robust grant appraisal and monitoring checks are in place. Page 54 of 178
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11 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 55 of 178
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12 Appendix 1 – Performance 1 April 2025 to 31 December 2025 Opportunity/Challenges Key Deliverables – Committed (Feb 2025) Key Deliverables – Update (1 April – 31 Dec 2025) Outputs/Outcomes 1 April – 31 Dec 2025 (Baseline for annual measurement going forward) Inward Investment and Promotion Aim: To develop, promote and showcase North Lanarkshire as a key location to invest, create employment and do business • Delivery of a relationship managed service (Invest in NL) to support businesses through the statutory consent process from enquiry to pre- planning to operational establishment • Development of Invest NL Prospectus and delivery of associated marketing activities and campaigns • Mapping of available key sites and properties • Development of Business and Industry Strategy • Strengthening links with North Lanarkshire Properties and Fusion Assets to market and identify and promote key properties, sites and opportunities • Delivery of support for filming locations and enquiries through Lanarkshire Screen Locations and North Lanarkshire Film Charter • Delivery of Lanarkshire Business Excellence Awards 2025 • Planning has introduced a paid-for relationship managed service (Invest in NL) to support businesses through the statutory consent process from enquiry to pre-planning to operational establishment. An Enterprise Officer or Manager participates in business cases brought forward providing insight and access to early-stage investors. The business team actively promote this service to help attract and accelerate investment in NL • An Invest NL prospectus has been developed. A digital video campaign featuring recent inward investor businesses continues to be rolled out through 2025/6. • An evaluation of industrial land and industrial premise/office stock has been completed by Ryden during 2025 • A Business & Industry Strategy (2026-36) has been written and will launch in 2026 • 11 unique inward investment enquiries • 13 unique film enquires • 8 successful enquiries (businesses who have invested in North Lanarkshire) • 1,502 proposed jobs • Actual jobs (will be measured at 12 months post investment) • £86,097,500 of inward investment in North Lanarkshire • £1.948m of filming investment to North Lanarkshire (Screen Scotland) • £41,726 film income generated • £69,980 income generated from Lanarkshire Business Excellence Awards sponsorship and ticket sales. Page 56 of 178
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13 • Links have been strengthened with Fusion Assets with regular meetings, greater awareness of development sites / premise availability and timelines achieved. Joint working to secure GCR Enabling Commercial Space funding has resulted in £11.3m being secured to invest in Ravenscraig and Cumbernauld industrial development sites. • Officer-led film location support continues to be delivered through Lanarkshire Screen Locations and NL Film Charter • The Lanarkshire Business Excellence Awards (30th Anniversary) were delivered by north and south Lanarkshire Councils in Sept 2025 Entrepreneurship Aim: To increase the levels of self-employment and new business creation in North Lanarkshire to address low levels of business birth rates and improve survivability • Delivery of one-to-one advisory support, workshops, specialist surgeries and networking opportunities through the Lanarkshire Business Gateway service • Delivery of support and review of provision to Minority Ethnic Communities • Delivery of the Hive Business Centre for Women in Airdrie • Delivery of support to increase female entrepreneurship • Delivery of entrepreneurial support to young people in schools • Delivery of start-up funding • Business Gateway Lanarkshire continues to deliver 121 advisory support, workshops, specialist surgeries and networking opportunities across North Lanarkshire • UK Shared Prosperity funding supported projects to develop a culture of entrepreneurship in North Lanarkshire continued during 2025. These include The HIVE – to support female entrepreneurship, support for Minority Ethnic communities (completed September 25) and to support the development of NL’s Social Enterprise network • 258 new business starts in North Lanarkshire • New starts still trading at 12 months (annual monitoring) • £46,728.07 start-up grants paid and awarded. A further £20,000 grant value in assessment pipeline • 50 forecast jobs projected after 3 years (start-up fund) • £2,747.641.00 turnover forecast after 3 years (start- up fund) • 123 young people supported through enterprise activities within schools Page 57 of 178
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14 • Delivery of support for new inclusive and democratic business models (social enterprises, employee-owned businesses and co-operatives) • Entrepreneurial support to school pupils has been delivered through Dragon’s Lair and Bee The Boss immersion days at The HIVE • A Business Start-Up Fund launched and is being delivered. Start Up provision is also available through the Town Centre Retail Business Fund and potentially for high growth start-ups through the Business Growth Fund. • Alternative business models (social enterprises, employee owned and co-operative businesses) are now included in Business Gateway Lanarkshire Business Start-Up training courses and work continues to raise awareness, stimulate interest and support new entities being formed. • 136 women became self- employed or set up in business in North Lanarkshire • 19 people from minority ethnic groups became self- employed or set up in business in North Lanarkshire Sustainability and Growth of Existing Businesses Aim: To increase the sustainability, growth and job creation of existing businesses • Delivery of one-to-one advisory support, workshops, specialist surgeries and networking opportunities through the Lanarkshire Business Gateway service • Delivery of Lanarkshire Expert Help Framework • Delivery of grant funding to support investment in capital expenditure, infrastructure, digitisation, skills, and net zero • Continued joint working and referrals to key internal services and external partners to support growth • Business Gateway Lanarkshire continues to deliver 121 advisory support, workshops, specialist surgeries and networking opportunities • Business Gateway Lanarkshire continues to deliver the Expert Help framework on behalf of North and South Lanarkshire Councils. This covers 8 lots. • A Business Growth Fund (BGF) was launched and continues to support investment in capital, infrastructure improvement, skills, net zero, digitisation and market development • 377 existing business supports in North Lanarkshire (BGL service) • £686,669.92 grant support paid and awarded through the Business Growth Fund • 188.5 forecast jobs, 12 months following Business Growth Fund grant support • £17,522,289.40 forecast turnover increase, 12 months following Business Growth Fund grant support Page 58 of 178
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15 • Assistance through Invest NL to find sites and properties • Delivery of procurement training and access to procurement and supply chain opportunities for SMEs and social enterprises through Lanarkshire Meet the Real Buyer, bespoke supply chain events and the Supplier Development Programme • The Town Centre Retail Business Fund was designed and launched in Sept 2025 • Advisers and Officers continue to refer businesses into internal and external partners to support growth • Officers continue to undertake land and premise searches in response to business enquiries received • North Lanarkshire businesses continue to benefit from procurement training and access to Meet The Buyer and bespoke supply chain events through Supplier Development Programme and key Council contracts. • 3 grants have so far been awarded to town centre businesses (£59,839.43 grant value), more in pipeline • 221 North Lanarkshire SMEs participated in Supplier Development Programme training and events • 12 contract awards to North Lanarkshire based SMEs (£99,063.461.90 contract value) Key Sector Development Aim: To increase understanding of North Lanarkshire’s key sectors to support their long-term sustainability and growth, and to understand their current and future skills and employment requirements Focus on: • Construction • Manufacturing • Transport and Logistics • Food and Drink • Life Sciences • Creative Industries • Increased sector engagement with businesses and supporting partners and industry bodies • Mapping of key sectors and businesses • Development of key sector action plans • Delivery of the North Lanarkshire Tourism Strategy and Action Plan 2022-2026 • Promotion of North Lanarkshire as a key visitor destination through Visit Lanarkshire • Delivery of the North Lanarkshire Social Enterprise Framework 2021- 2026 • Officers were assigned key industry sectors from the target list of 10 identified. Through 2025 Officers have engaged with businesses operating in the sectors as well as partner agencies and stakeholders to build sector knowledge and intel. From this, sector action plans have been created to direct and inform workstreams for 2026/27. • Work has commenced to review outputs and outcomes of the 2022-6 North Lanarkshire Tourism Strategy and Action Plan and begin consultation and a workplan for delivery of a future Visitor Strategy. • 329 engagements with key sector businesses • See Appendix 2 North Lanarkshire Key Sector Report which details engagement activity, insights and resulting actions plans • 2.025m visitors (2024) numbers to North Lanarkshire (11.1% increase on previous year – await 2025 STEAM figures) • £235.51m visitor spend (2024) to North Lanarkshire (8% increase on previous year– await 2025 STEAM figures) Page 59 of 178
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16 • Renewable Energy • Health & Social Care • Tourism & Hospitality • Social Enterprises • Delivery of 2025 cohort of Build Lanarkshire programme in partnership with South Lanarkshire Council and Hub South West • Engagement and participation in workstreams of the North Lanarkshire Construction Board • Review of support to Lanarkshire Larder • Leading on the implementation of North Lanarkshire’s Fairtrade status • Input to the development and implementation of the North Lanarkshire Good Food Nation plan • North Lanarkshire continues to be promoted as a key visitor destination through Visit Lanarkshire marketing and promotional campaigns and through www.visitlanarkshire.com • Work has commenced to review outputs and outcomes of the 2021-6 North Lanarkshire Social Enterprise Framework and begin consultation and a workplan for delivery of a future Social Enterprise Framework and action plan. • A Build Lanarkshire programme to support the construction sector was delivered in partnership with South Lanarkshire Council and Hub South West during 2025 • Engagement with the development of the North Lanarkshire Construction Board continued during 2025 • North Lanarkshire Council ceased funding to Lanarkshire Larder at the end of the 2024 financial year. The Council has joined a Scotland Food & Drink led membership group for Scottish local authorities to share best practice and support regional food and drink initiatives • North Lanarkshire Council and partners continue to actively participate in activities and promotion through the year to maintain and maximise Fairtrade status • 172 social enterprises in North Lanarkshire (2025) Higher than Social Enterprise census (2024) which notes 125 • 39 business referrals for employment, training, apprenticeship and work experience opportunities for residents and young people Page 60 of 178
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17 • An officer with Food and Drink sector focus continues to input to the development and implementation of the North Lanarkshire Good Food Nation plan Digital Aim: To support businesses to adopt new digital technologies, enhance digital skills and capabilities, and implement cyber security strategies and measures. • Delivery of Lanarkshire Expert Help Framework Lot 6: Information Technology and Digital • Delivery of grant funding programmes • Delivery of bespoke marketing and awareness campaigns • A new Expert Help Consultancy framework (4yrs) was procured and launched in 2025. There is provision (Lot 6: Information Technology and Digital) for up to 5-days fully funded support for businesses • Business Growth Fund grant provision is supporting digital investment in 2025 • Marketing and comms campaigns delivered by BGL and NLC support promotion of Expert Help Digital support • 12 businesses have engaged and are being supported through Expert Help digital activities • 26 days of digital support have been paid and are committed (£13,593,75 value) • 29 business grant projects have been supported with digital elements through the Business Growth Fund • £137,964.83 grant value investment in digital through the Business Growth Fund Support for Net Zero Aim: To support businesses to adopt or develop new processes, products, systems and models to support the journey to net zero and to create green jobs • Review of the North Lanarkshire Energy Audit Voucher Scheme • Delivery of Lanarkshire Expert Help Framework Lot 7: Energy Efficiency and Net Zero • Delivery of grant funding programmes • Delivery of bespoke marketing and awareness campaigns • The North Lanarkshire Energy Audit Voucher Scheme delivered in 2024/5 has been reviewed • There is Expert Help Consultancy provision (Lot 7: Energy Efficiency and Net Zero) for up to 5 days fully funded support for businesses • Marketing and comms campaigns delivered by BGL and NLC support promotion of Expert Help Net Zero support • 7 businesses have engaged and are being supported through Expert Help net zero activities • 18 days of net zero support have been paid and are committed (£9,491.25 value) • 40 business grant projects have been supported with net zero elements through the Business Growth Fund Page 61 of 178
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18 • £56,200.94 grant value investment in net zero through the Business Growth Fund • Quantification of measurable impacts (e.g. costs savings, jobs created, reduction in emissions, reduction in waste etc) vary by project type and are recorded through the Business Growth Fund grant appraisal process and Net Zero Expert Help support interventions. Page 62 of 178
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19 Appendix 2 Key Sector Insights and Action Plan Background: In April 2024 the Business Gateway Lanarkshire service moved to an in-house delivery model, led and managed by North Lanarkshire Council. This operational change saw both north and south Lanarkshire Councils benefit from the introduction of an aligned and broad base business support service spanning pre-start to growth stages and accessible to all business sectors. This change prompted North Lanarkshire Council Enterprise team to review its business support provision, creating opportunity to adopt a strategic approach to the design and delivery of support initiatives for maximum economic impact. Sector Focus - Rationale: In 2025 North Lanarkshire Council Enterprise team identified 10 key industry sectors within the local economy that merited close attention. These sectors can be categorised as follows: • Mature / established sectors making a significant contribution to the local economy due to volume, employment levels and annual turnover generation (Manufacturing, Construction, Transport & Logistics and Life Sciences) • Sectors where the Council has strategic focus and broader long-term interest in supporting growth within the local economy: Tourism/Visitor Economy, Social Economy, Health & Social Care, Food & Drink and Creative Industries (includes Digital / AI) • Emerging Sectors with identified growth potential in line with national investment strategies and where North Lanarkshire businesses can play an active and contributing role (Renewable Energy) The table below details the statistical basis for this approach and demonstrates the significant contribution the chosen sectors make collectively to NL’s economy: Key industry sectors in North Lanarkshire Number of Businesses Employment Turnover Manufacturing 540 11,450 £2.928 Billion Construction 1610 13,580 £3.114 Billion Transport & Storage (Extends into Wholesale, Retail & Repair) 690 1,540 9,300 21,300 £1.177 Billion £5.642 Billion Professional, Scientific & Technical 865 5,560 £1.487 Billion Accommodation & Food Service Activities 620 6,350 £301 Million Education, Human Health & Social Work activities 475 9,340 £388 Million Arts, Recreation and Entertainment 170 1,670 £149 Million Total: 6,510 78,550 £15,186 Billion % of Total North Lanarkshire 76% (8,515) 81% (96,880) 84% (£18,034 Billion) *Sectors where data not available from quoted source: Food & Drink, Social Enterprise and Renewable Energy *Scottish Government - Businesses in Scotland Report 2025. Page 63 of 178
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20 Sector Focus – Approach: During 2025, officer resource was assigned to the 10 sectors with the remit to: • Engage with businesses operating within the sectors to establish and strengthen relationships and grow knowledge / gather intelligence • Engage with stakeholders, industry and trade bodies and partner agencies working with the sectors • Understand the key challenges and opportunities being faced by businesses operating within the sectors • Use gathered knowledge and intel to shape and inform current and future support workstreams targeted to the sectors With a solid baseline of understanding and knowledge in place, it has been possible to define support activity that will aid the development and economic return of these identified sectors in North Lanarkshire. Immediate Action: Targeted Investment: An immediate step taken in 2025 was to adapt the criteria of our existing Business Growth Fund, to align the 2025/6 fund with this new sectoral focus. This has enabled UK Shared Prosperity and North Lanarkshire Council funding (£1m budget) to be targeted into key sector businesses in North Lanarkshire to help support specific areas of business performance including: • Productivity • Innovation • Digitisation • Net Zero transition • Market / Export Development • Skills / Workforce Development This approach has been effective, aiding direct engagement with businesses operating within the key sectors of focus and resulting in subsequent targeted investment supporting business sustainability, resilience and growth. Based on this, the Business Growth Fund will continue next year subject to funding to maintain this sectoral approach enabling direct investment into key industry sectors while at the same time providing broader benefits: • Continued targeted investment in key industry sectors and in performance areas that will help strengthen competitiveness, productivity output, GVA growth, exports and create skilled, well-paid jobs in North Lanarkshire’s economy • Continued direct engagement and relationship building with businesses operating within the key sector industries, building understanding and knowledge of the sectors in North Lanarkshire. • Ability to better define and outwardly promote the performance of key industry sectors in North Lanarkshire, supporting and enabling inward investment and encouraging businesses to stay and expand. This approach will help lay the foundations to quickly respond to regional Page 64 of 178
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21 and national initiatives and linked funding opportunities by having robust and responsive ecosystems and clusters in place. This work will feed directly into initiatives such as the Glasgow City Region (GCR) Investment Zone Non-Domestic Rates Relief (NDRR) programme at Eurocentral (advanced manufacturing cluster) and GCR Life Science / R&D cluster funding. A state of investment readiness will help attract and hasten ability to respond to future investment (UK/Scottish Government, GCR) in North Lanarkshire’s key industry sectors over the next 10 years. Key Sectors – Officer Engagement & Insights: 1. Manufacturing – makes an important contribution to North Lanarkshire’s economy, employing 12% of the area’s workforce and contributing to 16% of total annual turnover generated. The sector is heavily populated by small businesses employing up to 49 people (81%). The remainder of the sector is made up of medium sized businesses employing 50-249 people (12%) and large businesses employing 250+ (7%). The sector continues to show signs of growth with turnover increasing in the year to 2024 (+£74m) although business numbers reduced (-10) as did employment (-360). This mirrors the Scottish picture which saw the number of manufacturing businesses decrease in the year to 2025 by 115, employment decrease by 300 and turnover rise by £481m. Future Skills Forecast – SDS Regional Skills Assessments (2025) indicate employment in North Lanarkshire is forecast to contract in the mid to long term. Key drivers of change are 1) Automation reducing demand for manual and repetitive roles (machine operators, assembly line workers, lower skilled production and processing operatives) and 2) The transition to net zero will reshape the sector and require different skill sets. Roles will be replaced by technicians with ‘green’ and digital skills as well as engineers specialising in sustainable design and automation. 2. Construction – is a large and important sector in North Lanarkshire’s economy and accounts for 19.7% of businesses operating in the area. This compares to a measure of 13% across Scotland as a whole. 85% of construction businesses are small with 9 employees or less. However, a number of large Construction companies are headquartered in North Lanarkshire and operate across the region. The sector makes the largest contribution to local GVA (12.3%) and this contribution is expected to increase by 1.3 - 1.7% per annum over the next 10 years. Future Skills Forecast – Employment within the sector is expected to increase by 1,100 over the next 10 years. There is strong forecasted demand in professional and technical roles (architects, surveyors and civil engineers) as well as in skilled trades such as logistics, plant mechanics/fitters, road and rail construction operatives, and steel erectors/metalworkers. Identified skills that SMEs and practitioners need to develop in order to remain productive, competitive and at the cutting edge of the industry include 1) Sustainability and the transition to net zero and 2) Digitisation and the role of AI (Building Information Modelling (BIM), digital surveying, and automation; skills in data analysis, project management software, and digital collaboration tools). Growth within the sector is expected to derive from major infrastructure projects, private and social housing and repair/maintenance/retrofit with an emphasis on green/sustainable construction. Page 65 of 178
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22 3. Transport & Logistics – North Lanarkshire is a leading location for the sector on a Scotland-wide scale owing to its central location and close proximity to major motorways. The sector makes up 8% of businesses in the region and North Lanarkshire accounts for 10% of Scotland’s transport and logistics businesses. In the year to 2025, there was no shift in the number of business or employees within the sector and turnover decreased by £11m. 89% of transport and logistics operators in North Lanarkshire are in the small business category, employing up to 49 people. The sector accounts for 6.5% of North Lanarkshire’s total turnover generated. The Glasgow City Deal is enabling £256.5m of investment in North Lanarkshire’s road network infrastructure through the Pan Lanarkshire orbital transport corridor. Future Skills Forecast - There is a growing skills gap, both current and projected across the sector. Key issues include 1) An ageing workforce, with limited interest from younger generations due to anti-social and long working hours and 2) Regulatory barriers, such as the requirement for HGV drivers to be 21, making it difficult to engage school leavers. Recent job posting data highlights a consistent demand for roles such as LGV drivers, warehouse operatives and vehicle technicians and mechanics. Employers report notable skills shortages in areas including driving, manual handling, and machinery operation. In addition, there is a growing need for digital skills and project management expertise within logistics operations. Employment forecasts for North Lanarkshire indicate steady growth in this sector, with 10.17% growth predicted in the medium to long term. The majority of roles will arise from workforce replacement needs. 4. Life Sciences - the sector in North Lanarkshire comprises a mix of early-stage start-up companies, pre-revenue companies, trading companies and established companies operating with a combination of both revenue generation and venture capital investment. The largest cluster of Life Sciences companies are based at the BioCity complex at Newhouse where 22 companies are currently located. However, companies are located across North Lanarkshire. The sector currently faces a challenging operating environment, compounded by different influences. These include 1) little and slow new investment going into the sector 2) Changing global markets and 3) Regulatory changes (new clinical trial regs - Jan 25) for the European Medicines Agency. Future Skills Forecast - The Life Sciences Sector requires a mixture of staff, ranging from highly skilled scientific and engineering professional staff, compliment by with less skilled technical staff. Staff are therefore recruited both from schools/colleges and upskilled in house and recruited from university graduates and post-graduates. The workplace is also changing, requiring more data driven research. This is going to result in more IT, AI and data management led employment in this sector. 5. Tourism/Visitor Economy – The accommodation and visitor sector in North Lanarkshire is made up of Hotels (30), Bed and Breakfasts (21), Campsites (3), Attractions (14 privately operated and 13 public/Council run) and Short-term Lets (247). STEAM Data (2024) indicates the area received 2.052 million visitors and a direct spend of £235.51m. From the Skills Development Scotland data matrix (2025), Accommodation and food services is noted as 8% (of total employment) and 1.5% of North Lanarkshire’s GVA. This is not predicted to change in forecasts up to 2035. Page 66 of 178
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23 North Lanarkshire will transition from a Tourism to a Visitor economy focus in the coming years, recognising that a high % of visitor numbers and income is generated from day visits (events and attractions) and overnight / short stays, and also through business travel. This is a more accurate representation of the sector in North Lanarkshire, enabling a more targeted and strategic approach to developing and supporting the sector going forward. Future Skills Forecast – In Lanarkshire, jobs are typically lower- to mid-level occupations, such as kitchen and catering assistants, waiting staff, hotel receptionists and customer service occupations. The sector faces skills shortages and high turnover rates. There are persistent recruitment challenges for roles like chefs and catering staff. The sector is directly impacted by cost-of-living pressures and changing consumer behaviour. Future employment in the mid-term (2025-8) will see continued demand for replacement jobs due to high churn. In the longer term, employment is expected to remain stable but with gradual automation in booking and service processes. Within the sector there are opportunities for sustainability practices (for example, energy efficiency in hotels, waste reduction in catering). Hospitality-related roles feature among the top job postings in Lanarkshire. Median advertised salaries are generally below regional average (£28,700), reflecting sector characteristics. Employment within the sector is projected to grow from 4,200 in 2025 to 4,600 in 2035. 6. Social Economy - Social enterprises operate in a number of sectors in North Lanarkshire (health, arts, childcare, and community development) and have various types of incorporation and legal status. Social Enterprise Scotland carry out a census of the number of organisations in Scotland. 125 were reported in the recently published 2024 Census. This represents an increase of 11 organisations since the 2021 census. North Lanarkshire has 2% of the total of recorded social enterprises in Scotland, which equates to 4 per 10,000 people. Mapping at local level in North Lanarkshire indicates there to be 172 social enterprise organisations with more expected to be known to partners organisations. Growth within the sector has slowed since 2021 due to COVID- 19 and the cost-of-living crisis. Future Skills Forecast - Engagement with the sector identifies support need in the following areas 1) Peer support from a stronger North Lanarkshire social enterprise network 2) Improved access and awareness of support available to social enterprises in the network from partner organisations ie., Just Enterprise (funding), Interface (Innovation vouchers), Business Gateway Lanarkshire (Expert Help) and Council start-up and growth funding 4) VANL – developing a social enterprise directory 5) Capacity building 7. Health & Social Care - With an aging population and health challenges facing citizens in North Lanarkshire, health and social care is a growth sector, critical to a healthy, productive population. The sector has been on a steady growth trajectory over the last 15 years with a 49% growth in business numbers since 2010. The majority are small to medium sized enterprises, with 295 businesses employing 0 – 49 people, 30 businesses employing 50 – 249 people and 40 businesses employing over 250 people. Page 67 of 178
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24 In the social care sector, all care homes based in North Lanarkshire are operated by the private and third sector and there are over 80 providers on the care at home framework (26 new providers joining at the last entry point for 2024-2025). The Early Learning and Childcare (ELC) sector has also grown substantially in recent years, both in workforce and output. This follows the Scottish Government’s funding of 1,140 hours of childcare per year for all three-four year olds and eligible two year olds. North Lanarkshire currently works with 40 partner nurseries and 100 childminders on the 1140hr framework. The framework is a 4- year commitment, ending in 2027. Future Skills Forecast - The Regional Skills Assessment for Skills Development Scotland covers North Lanarkshire, South Lanarkshire and East Dunbartonshire local authorities. It estimates that over the long-term, between 2028 and 2035, the greatest employment growth is forecast in this sector, with 3,500 more people by 2035. Within Healthcare (hospital, general medical, dental and human health activities), employment expected to increase by 9.4% in the mid to long term. In Social Care (residential nursing and care activities, residential care, social care without accommodation and child-day care activities), key skills gaps identified by managers are infection prevention and control, digital skills, quality improvement, and integrated service skills. Employment is expected to increase by 10% in the mid to long term. In Childcare, employment is expected to increase by 7.8% in the mid to long term. 8. Food & Drink - The sector in North Lanarkshire encompasses production, manufacturing, processing and retailing of food & drink products across the area. The sector also links with the food service, tourism and hospitality sectors. Data available suggests that 2,700 people are employed in 225 businesses locally, with 58% of businesses employing 9 people or less. The sector as a whole contributes approximately 7.5% to North Lanarkshire’s GVA per annum. GVA from the Food & Drink sector alone in North Lanarkshire (excluding agriculture) was £419.3m in 2022 (Scot Gov Business & Innovation Statistics). Future Skills Forecast - According to the Skills Development Scotland Sector Skills Assessment for Food & Drink Manufacturing (October 2025), Lanarkshire has the highest number of people of any local authority employed in the Food & Drink Manufacturing sector, standing at 7,200. North Lanarkshire is cited as one of the top locations for job postings between July 2024 – June 2025, with around 500 vacancies. The skills in greatest demand are sales-related occupations, kitchen & catering assistants, assemblers & routine operatives, plant & machine operatives, warehouse operatives and managers & directors in retail and wholesale. The Skills Development Scotland report also cites the types of specialised skill sets in demand within the sector. During the period July 2024 – June 2025 these included food safety & sanitation, machinery, auditing, production line, customer relationship management and warehousing. The emerging skills that food & drink manufacturing increasingly demand include 1) Digital transformation, new technology/robotics/automation and AI and 2) Low carbon manufacturing & transition to net zero. Digital Practitioner roles in Food & Drink Manufacturing include occupations like managers in logistics and data analysts. In 2022, 10% of people employed in the Food and Drink Manufacturing sector were employed in Digital Practitioner roles, lower than the Scottish average of 15%. A UK wide report published in 2024 found that the sector has the potential to unlock £7-14bn of extra value to the UK economy through investment in automation. There are challenges in implementing new digital technologies in the sector, particularly due to skills shortages. Skills like Page 68 of 178
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25 operating automated systems, implementing quality control technologies and interpreting production data are becoming essential across roles in the food and drink manufacturing sector. Upskilling will be required to futureproof the workforce. Although employment in the sector across Scotland is forecast to contract by 5.3%, Lanarkshire is predicted to continue to have one of the highest levels of sectoral employment in Scotland. 9. Creative Industries: The creative industries sector is made up of 16 distinct industries including advertising, architecture, visual art, crafts, fashion and textiles, design, performing arts, music, photography, film and video, computer games, radio and TV, writing and publishing, heritage, software/electronic publishing and cultural education. The sector operates on the basis of individual creativity, skill and talent and the potential to create wealth and jobs through the development or production of intellectual property. Median weekly full-time earnings across the Scottish Creative Industries sector stood at £749.40 in 2024, which was higher than the Scottish average at £739.70. North Lanarkshire has an active film studio network operated by the private sector. This ranges from large flagship production studio Wardpark Studios in Cumbernauld to smaller outlets across the area. Scottish Government committed £100m extra funding for arts/culture by 2028/29. Screen Scotland aims for £1bn GVA by 2030/31 (+55% growth). Future Skills Forecast - In Lanarkshire, qualification levels within the sector are strong with 74% of workers having SCQF Level 7+ (higher than the Scottish average). Regional employment levels are highest in Glasgow and Edinburgh. The most popular occupations within the sector are design, media, performing arts and managerial roles. Modern apprenticeships within the sector are declining. In 2023/4 there were 129 and in 2024/5 there were 97. Digital practitioners make up 43% of the Creative Industries workforce (vs 15% Scottish average). Digital skills and roles contribute to 54% of sector GVA. AI adoption offers opportunities but raises concerns about creativity. Job market trends (2024-5) indicate there has been a decline in creative roles (graphic designers down 19.6%) but demand remains steady. Employment demand is expected to grow in the mid-term (2025-8) by 3% with growth in science & tech professionals and corporate managers. Longer term (2028-35) employment growth will increase by a further 3.4% as a result of continued rise in digital and managerial roles. Within the sector there is recognised need for digital upskilling and AI integration, leveraging net zero transition for creative innovation, supporting Fair Work principles and reducing inequalities. Page 69 of 178
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26 10. Renewable Energy – is an emerging sector in North Lanarkshire and comprises Onshore wind, Offshore wind, Large scale hydro, Small scale hydro, Solar photovoltaics, Plant biomass and others (Hydrogen gas etc). Within North Lanarkshire activity in biogas generation, solar PV and onshore wind generation is being seen. Multiple opportunities have been identified including 1) As a site for energy generation and distribution – excess of brown field sites, vacant land and central location makes us ideally placed to be a power centre 2) To explore other energy sources – such as heat transfer from ground water in disused mines, canals and river networks across the area 3) Supply chain opportunities for the engineering and manufacturing sector. This could be at a local level but also seizing the opportunities that will arise from the extensive planned growth in the offshore wind sector 4) Installation opportunities for trades supporting the construction sector both at the new build stage, retrofit of social housing and upgrading/renovation of the private housing sector and 5) Technological innovation – this will range from developing exiting technologies and creating new innovative solutions to meet a new, growing industry. Future Skills Forecast - On a Scotland level, green jobs are expected to grow from 20,000 direct jobs (2023) to 55,000 – 60,000 direct jobs (2030). Clean/Renewable Energy particularly in Wind and Electricity Networks provide good jobs with salaries typically over £50,000. Page 70 of 178
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27 Action Plan - What sector focused business support looks like in North Lanarkshire in 2026/7: Sector Action Plans: Industry Sector Action 1 Action 2 Action 3 Manufacturing Maximise NLC investment in local innovation asset Smart Hub Lanarkshire and work with New College Lanarkshire and industry stakeholders to support identified areas of business tech, AI and development need. Work in partnership with Glasgow City Region to capitalise on proposed Innovation Zone Non-Domestic Rates Relief (NDRR) cluster building programme for the Advanced Manufacturing sector (Eurocentral). AI Growth / Enablement – Harness the direct and broader benefits of proposed Data Centre locations and investment in NL to support the growth and development of the local advanced manufacturing sector. Construction Continue work with Council colleagues / industry stakeholders to connect businesses with Meet The Buyer and supply chain opportunity events. Extend to private sector through NLC Planning / INVEST leverage and relations with other local investors and developer. Develop and expand Build Lanarkshire programme to incorporate AI / digital learning, net zero transition and skills/recruitment. Extend reach to enable wider business participation and benefit to local construction businesses (digitisation). Develop a ‘Toolkit’ to help employers futureproof their business and take advantage of upcoming trends and opportunities. Transport and Logistics Work with key stakeholders to develop the profile of the sector in NL, career opportunities and improve (increase) pathways into the sector. Co-ordinate a logistics and transport cluster for the sector to support development needs including in AI/digitisation, Net Zero transition, Automation, Recruitment, Best Practise learning from other UK / European countries with innovative investment and flagship developments and access to Investment to support ongoing / future development. Mossend International Railfreight Park (MIRP) – support the development and promotion of the site as a key strategic transport hub and investment location in NL Page 71 of 178
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28 Life Sciences Organise/host a local Life Sciences Summit to bring the NL life science cluster together for better engagement to strengthen the sector. Create more open communication channels, strengthen networks and encourage cross industry conversations to support industry sector growth. Identify opportunities to market NL as a location for Life Sciences, attracting Inward Investment and supporting existing company growth. Connect NL businesses with GCR / UK funding opportunities Work with stakeholders to promote and support the visibility of the Life Sciences sector in NL, the companies that exist within it and their local recruitment needs. Increase career pathways into the Life Sciences sector in NL. Tourism / Visitor Economy Close and review results of current Tourism Strategy & Action Plan (2022-6) and consult on and develop a new Visitor Strategy. Early engagement to scope recommendations to determine if North Lanarkshire will formally consult on the introduction of a Visitor Levy in North Lanarkshire Create and establish a forum to support work with industry Continue to support investment in AI/digitisation, net zero transition and investment in the sector utilising Business Growth Fund investment, expert help (consultancy) provision and other relevant business support initiatives. Social Enterprise Consult with stakeholders and develop / launch the new Social Economy Strategy and Action Plan (in partnership with the sector) Continue to develop the social enterprise network: 1.Fully map the sector and monitor start-ups 2.Develop improved links with Firstport / Just enterprise. Improve referral mechanism and track / monitor outcomes Facilitate access to targeted business support to grow income generation within organisations to increase sustainability including strengthening procurement skills. Page 72 of 178
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29 Health & Social Care Support businesses to make the transition to digital service delivery and net zero to improve operating and cost efficiencies. Continue to lever grant and business support to the sector to enable investment and unlock new opportunities (procurement) Support the work of the NLC Care Academy to build the health and social care workforce of the future. Support for businesses to engage with preventative focused activities across NL including the redevelopment of the Watersports Centre, the Good Food Nation initiative and new University Hospital Monklands Food & Drink Establish a F&D sector development programme to improve knowledge and collaboration and enhance capability of food & drink manufacturing SMEs. Good Food Nation – Map NL food and drink suppliers (50+) and work with stakeholders to enable participation and supply opportunities within NLC led programme. Explore feasibility of establishing a pilot commercial kitchen/food preparation facility on council or partner premises, as a demonstration project. Aimed at small/micro businesses and sole traders who lack the resources, capital or requirement to invest in their own dedicated production kitchen. Creative Industries Integrate creative industries sector with BGL and social enterprise network to access ongoing business support. Consider sector specific events / programmes to address known areas of operating challenge where support needed. Develop a filming website for North Lanarkshire promoting the area and its locations to attract more filming. Promotion of website and the area for filming. Work with the NLC City Deal & Regeneration Team and the creative sector to explore potential of establishing a creative hub in Coatbridge. Renewable Energy Supply chain development – map opportunities within sector at a national level through stakeholder engagement (Scottish Enterprise, Scottish Renewables and others). Engage local supply Map renewable energy company activity through NLC planning applications / stakeholder intel to understand local capabilities and capacity Net Zero Transition – continue to support North Lanarkshire companies through Expert Help and funding provision to upskill, implement and invest in net zero. Page 73 of 178
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30 chain companies (engineering, manufacturing and logistics) working in partnership with colleagues to ensure North Lanarkshire companies aware and able to participate in supply chain opportunities Page 74 of 178
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North Lanarkshire Council Report Enterprise & Fair Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref LR/HL Date 20/02/26 Heritage Led Regeneration Projects From Lyall Rennie, Chief Officer (Community Operations) Email Liddleh@northlan.gov.uk Telephone 07973 726496 Executive Summary This report provides an overview of two projects currently underway with the support of Historic Environment Scotland and the National Lottery Heritage Fund and an overview of work being undertaken to support local community groups to celebrate local history. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Acknowledge the intention and progress outlined across a number of key projects, using heritage principles to celebrate and restore key areas for the future benefit of all communities. (2) Otherwise, notes the contents of this report. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (4) Market and promote North Lanarkshire as the place to live, learn, work, invest, and visit Programme of Work Transforming Places Item 5 Page 75 of 178
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1. Background 1.1 During the course of 2022, Active & Creative Communities (ACC) worked closely with the council’s Place Team to develop two key funding bids which aimed to regenerate local communities in line with The Place, The Vision and provide opportunities for residents to celebrate their local heritage and shape the future of key areas within North Lanarkshire. 1.2 Within this context, the council made applications for heritage funding, through two complementary funding programmes run by Historic Environment Scotland (HES) and National Lottery Heritage Fund (NLHF). Both heritage funders provide ‘development’ and ‘delivery’ phase funding, which provides organisations with up to 12 months support to fully develop their plans and, subject to successful delivery stage application, up to 5 years to deliver on them. 1.3 This report provides an update on both projects – Rediscovering Airdrie and Summerlee: New Stories, New Audiences, Better Lives. 1.4 Following successful approval of funding from 2024 to support a Heritage Outreach Officer, the report outlines a number of local projects currently underway and planned. 2. Report 2.1 Rediscovering Airdrie: The Heritage Led Regeneration of Airdrie Town Centre 2.1.1 Airdrie is a historic market town which has made important contributions to banking, culture, football and history but much of its heritage is little known and at risk of being lost. Rediscovering Airdrie aims to rediscover and celebrate the history of Airdrie and use it and the town’s historic built environment as a catalyst for physical, social and economic regeneration, connecting people with their heritage and establishing Airdrie as a vibrant centre of creativity, culture, enterprise and learning. It will do so through two inter-related programmes: ▪ A series of physical interventions aimed at restoring and repurposing heritage assets and improving the townscape, and ▪ A series of heritage activities aimed at engaging with a wide range of residents and visitors alike, connecting them with Airdrie’s heritage, bringing interest and investment into the town and improving educational, health and wellbeing and economic outcomes. 2.1.2 With the appointment of a project curator and engagement officer, work on Rediscovering Airdrie began in the beginning of 2024. Much was achieved, including: ▪ Consultation with local people, through street surveys and engagement with local groups. ▪ Working with educational providers to develop projects which explore and share the history of Airdrie. ▪ Engaging with local schools to design an “Airdrie Brand” and better understand the future vision of Airdrie. Page 76 of 178
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▪ Supporting the work of the Airdrie Astronomical Association, this includes plans for redevelopment of the observatory – Airdrie Observatory is one of only four in the UK and the second oldest. 2.1.3 Redevelopment of Airdrie Library is a key aspect of this proposal, transforming the library into a modern, accessible cultural hub, which we hope will increase engagement with local history and provide a welcoming space for all. Plans for the library include internally reconfiguring the Grade C Listed building to create a modern, accessible cultural hub; developing a new children’s library on the ground floor to address current accessibility issues; installing a lift and rebuilding an existing extension to improve access to all floors, including the observatory and a new rooftop viewing platform; enhancing the existing unique museum offering with new display spaces throughout the library, showcasing the Airdrie Collection (currently in North Lanarkshire Council stores). 2.1.4 Restoration of Airdrie’s heritage is a key factor overall. Our plans include providing third-party grants for repair and conservation of historic properties within the scheme area to enable heritage buildings which have fallen into a state of disrepair to be brought back to their original glory. We also intend to offer shopfront improvement grants to proprietors within the scheme area. This will restore and celebrate the original features of these heritage buildings in line with Historic Environment Scotland standards, including windows, doors and signage. 2.1.5 Our funding application was submitted in August 2025 with a decision due imminently. 2.2 Summerlee: New Stories, New Audiences, Better Lives 2.2.1 Running slightly behind the Airdrie project, the council was also successful in gaining approval for the development phase of funding for this project which aims to redevelop Summerlee Museum of Scottish Life, establishing it as an outstanding community asset and a hub for North Lanarkshire’s heritage and its social economy. This bid seeks £148,000 to support an 18-month development phase and a further £3,399,000 to deliver three key physical interventions (the construction of new Miners’ Village, Miners’ Welfare Hall and a ‘learning landscape’). In this instance, the project is primarily funded by the National Lottery Heritage Fund. 2.2.2 With the appointment of a project curator and engagement officer in June 2024, the team have been focusing on key elements of the funding strategy: ▪ Project Interpretation Plan; ▪ Project Engagement Strategy; ▪ Health & Wellbeing Strategy; ▪ Design Brief for Miner’s Welfare Hall ▪ Felt Experience (Miner’s Cottages) Survey; ▪ Health & Wellbeing (staff & partners) Survey; ▪ Health & Wellbeing (public) Survey. 2.2.3 In partnership with colleagues from Volunteer NL we advertised externally and recruited eight new volunteers for the following positions: Page 77 of 178
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▪ Museums Research Assistant; ▪ Museums Collections Inventory Assistant; ▪ Museums Engagement Assistant. 2.2.4 Good progress has also been made with our plans to create Modern Apprenticeships as part of the Project’s delivery phase, and at the moment we anticipate an offer of around 6-8 such posts in a variety of MA streams as the Project progresses. 2.2.5 We anticipate that our funding submission will be made in summer of 2025. 2.3 Heritage Outreach 2.3.1 During 2024, the council was successful in an application to the National Lottery Heritage Fund to support a four-year funded Heritage Outreach Officer post. The postholder was appointed in January 2025 and works to develop and build a network of interested heritage groups, invest in these groups by supporting training and developing a heritage plan for each group to enable them to apply for funding. Once a group has successfully undertaken a smaller project, with associated further training, evaluation and support, they will be encouraged to broaden their scope, potentially via partnership and apply for further funding, if appropriate, for their heritage plan. 2.3.2 Over the last year, the Heritage Outreach Officer has undertaken a number of projects of local interest. These include: • During the summer of 2025 we created online Coatbridge heritage tours centred on Summerlee Museum of Scottish Industrial Life. These online tours explore the rich but often hidden local landscape legacies of coal mining through walking routes created by local communities commemorating their industrial history and heritage and celebrating their sense of place and identity. The journeys feature start points, route distances and the nature of terrain and its suitability for families, buggies, bikes and wheelchairs. • Together with a team of six local experts and community researchers from Coatbridge we chose two routes starting and finishing at Summerlee Museum. We have published two walking tours round Coatbridge and a further four are in development in Stepps, Gartcosh, Salsburgh and Shotts. Our communities provide an online contemporary description of the villages, and towns of North Lanarkshire, highlighting not what is lost but that is current tangible heritage. Online trails include points of interest, photos, audio clips and historic maps. Surprising artefacts and anecdotes have been revealed including: Stepps’ Mount Harriet Gatepost; the story of Chapman’s Pub in Gartcosh; and The Ghost Riders of Gartsherrie. Next year we intend to train our contributors in the website admin so that they are empowered to create tours independently. • During the summer of 2025, the Shotts History Group supported by the Heritage Outreach Officer, got together in the Station Hotel and mapped the Hidden Heritage of Shotts and its district. This work allowed the group to work on the local map adding interesting places, local tales of folklore and contemporary descriptions of the town, relevant to the people who live there. • We described the rich history and current successes of the town such as: the town slogan 'Shotts Lights the World' because gas lamp standards were made in abundance in Shotts and exported all over the world. Shotts has been described as a village built on coal and iron; the former Calderhead School now hosting the Henderson Theatre; The Shotts Ironworks. Contemporary buildings Page 78 of 178
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include the Category A listed building of the former Cummins Engine Company and thriving businesses include the Bells Food Group. 2.3.3 The Heritage Outreach Officer will continue to work on a range of projects that support community interest and place-making. In addition to our current support to Community Catalysts in the Northern Corridor, and our work with local schools and community groups to celebrate the impact of the miners strike, 2026 will also see significant work to support the community in celebrating Cumbernauld’s 70th anniversary. 2.3.4 Heritage activities serve as safe environments for expressing complex emotions and can break down barriers to public participation, addressing wellbeing inequalities. They can also be used to create inclusive projects that resonate with diverse backgrounds and interests. As such, this work remains a key aim of working with the community to celebrate our communities and improve health and wellbeing. 3. Measures of success 3.1 A celebration of local history with clear outcomes which ensure improvements in the historic built environment as a catalyst for physical, social and economic regeneration which connect people with their heritage. 4. Supporting Documents None. Lyall Rennie Chief Officer (Community Operations) Page 79 of 178
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Funded programmes in both Airdrie and Summerlee have the capacity to bring significant funding to North Lanarkshire. Finance colleagues are involved in the detail of understanding the impact on council finances. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Page 80 of 178
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Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 81 of 178
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Business and Industry Strategy Update North Lanarkshire Council Report Does this report require to be approved? ☐ Yes ☒ No Ref Date 20/02/26 From Pamela Humphries, Chief Officer (Place) E-mail weiry@northlan.gov.uk Telephone Yvonne Weir 07508 001238 Executive Summary North Lanarkshire has a substantial amount of land and property designated for business and industrial use, and a range of major business hubs and industrial parks which are of regional significance, as well as numerous local employment centres. Alongside its strategic location in Scotland and ease of access to a skilled labour market, this makes North Lanarkshire an attractive option for businesses looking to set-up, relocate or expand. Whilst there continues to be significant private sector investment and economic growth in North Lanarkshire, current market conditions and site constraints make it unlikely that the private sector alone will be able to deliver the steady supply of modern, high quality business premises required to support continued growth. This report provides an overview of the work undertaken by Ryden LLP to provide an assessment of the delivery of employment land supply in North Lanarkshire. This assessment is being used to develop a 10-year Business and Industry Strategy for North Lanarkshire. The Strategy will set out a proactive approach to addressing challenges and maximising opportunities to deliver a sustainable and effective supply of available employment land and fit-for-purpose property in North Lanarkshire. The strategy will also seek to support the promotion of North Lanarkshire as a location to invest and grow businesses and is designed to support decision making on future funding and land-use, to inform the Local Development Plan, and to support the development of business cases to attract investment and secure funding required to unlock private sector investment and accelerate the delivery and take-up of sites. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Consider the North Lanarkshire Business and Industry Strategy Update and Background Report (2) Endorse the next steps and note that a further report including the finalised Strategy and action plan will be presented to Committee. Enterprise and Fair Work Committee Item 6 Page 83 of 178
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The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (3) Maximise the use of our marketable land and assets through improved development in business and industrial infrastructure Ambition statement (4) Market and promote North Lanarkshire as the place to live, learn, work, invest, and visit Ambition statement (5) Grow and improve the sustainability and diversity of North Lanarkshire's economy Programme of Work Transforming Places 1. Background 1.1 North Lanarkshire has a large amount of land and property designated for business and industrial use, and a range of major business hubs and industrial parks which are of regional significance, as well as numerous local employment centres. Alongside its strategic location in Scotland and ease of access to a skilled labour market, this makes North Lanarkshire an attractive option for businesses looking to set-up, relocate or expand. 1.2 Whilst there continues to be significant private sector investment and economic growth in North Lanarkshire, current market conditions and site constraints make it unlikely that the private sector alone will be able to deliver the steady supply of modern, high quality business premises required to attract and retain new and growing businesses and investment to North Lanarkshire. 1.3 The council has successfully secured funding to develop sites and properties through its own capital programme and a range of sources including the Glasgow City Region City Deal and the Vacant and Derelict Land Fund. The council has also levered private sector investment through joint ventures with its arms-length company Fusion Assets Ltd. Despite continued public and private sector investment, much of the existing business property requires significant investment to ensure it continues to be fit-for- purpose and has good energy efficiency ratings, and there remains a legacy of constraints on a sizeable proportion of the land available for employment requiring additional investment to develop these sites to enable them to be brought to market. 1.4 North Lanarkshire is currently home to 8,515 businesses and has a range of major business hubs and industrial parks, including: • Eurocentral – a prominent industrial park with major distribution centres for companies including Lidl, Morrisons and DPD. • Newhouse Industrial Estate – home to a number of major, modern warehouse developments including Co-op, Malcolm Group and Brakes. Also, home to Resideo (Honeywell) and Rokbak (Volvo Group). Page 84 of 178
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• Maxim Park – a large-scale office and business complex home to companies including Aviva, HSBC and Balfour Beatty. • Strathclyde Business Park/ Righead and Bellshill Industrial Estates - a large and established business area in a strategic location, with modern office pavilions on the Business Park and industrial uses throughout the estates. Major occupiers include Morrisons (RDC), William Grant & Sons, Micheldever Tyre & Auto services, Warburtons and Wincanton. • Gartcosh Industrial Park – an emerging location for industrial and business development home to the Scottish Crime Campus, DX Network Services and more recently Guala Closures’ new £52 million facility. • Westfield, Cumbernauld – a large, established business location in the former New Town, home to A.G. Barr, Opalion, Skyrora and Eurostampa. • BioCity Scotland – a dedicated hub for life sciences and biotechnology companies. 1.4 North Lanarkshire's 8,515 businesses employed 96,880 people in 2025. Analysis produced by Skills Development Scotland (SDS) and Oxford Economics estimates that the Gross Value Added (GVA) of North Lanarkshire in 2025 was around £9.1bn which is the equivalent to 5.4% of total Scottish output. In 2025, the highest value industries in North Lanarkshire included human health and social work, manufacturing and construction. In addition, the SDS and Oxford Economics forecast annual GVA growth of 1.3% for North Lanarkshire for the 2024-2027 period. This is comparable to the national average of 1.4%. These figures are the same for the 2027-2034 period. 1.5 Within the current Local Development Plan, North Lanarkshire Council will support and direct business development to its 5 Strategic and 13 Local Business Centres identified in the Plan and Industrial and Business Land Supply. 1.6 The current 5 Strategic Business Centres are: • Eurocentral-Mossend-Newhouse • Gartcosh-Kilgarth-Gartsherrie • Ravenscraig • Strathclyde Business Park – Righead – Bellshill • Westfield, Cumbernauld 1.7 The current 13 Local Business Centres are as follows: • Blairlinn-Lenziemill, Cumbernauld • Brownsburn, Airdrie • Buchanan Gate, Stepps • Caldeen Road, Coatbridge • Chapelhall • Excelsior, Wishaw • Flemington, Motherwell • Greenhill, Coatbridge • Stable Road, Shotts Page 85 of 178
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• Shawhead and Coatbridge • Tannochside Carnbroe • Wardpark North, Cumbernauld • Wardpark South, Cumbernauld 1.8 In terms of business and industry sites and properties, the majority are in private sector ownership. Scottish Enterprise also own a number of strategic sites in North Lanarkshire. The council’s own portfolio of business and industry sites and properties in the main rests with two of its Arm’s Length External Organisations: North Lanarkshire Properties LLP and Fusion Assets Ltd. The outcome of a 2024 review of both organisations was reported in early 2025 and identified a series of recommendations and actions for each organisation which reflects opportunities and areas for development. The actions within the Business and Industry Strategy will be closely aligned to the action plans and forward plans of both these organisations. 1.9 North Lanarkshire Properties LLP undertakes the marketing, leasing and management of the Council’s commercial property portfolio (shop units, office accommodation, business centres, industrial yards and storage units). Its portfolio consists of approximately 960 properties across North Lanarkshire and includes a mix of industrial units, shops, offices and ground leases which is broken down as follows: • 349 industrial units within 12 industrial estates • 239 shops within 10 shopping parades • 219 offices within 8 business centres • 151 ground leases 1.10 Fusion Assets Ltd focuses on delivering physical economic regeneration projects across North Lanarkshire and in particular industrial development. Fusion Assets utilises grant funding as enabling investment for the acquisition and redevelopment of vacant and derelict land sites. In taking this forward, Fusion Assets has developed a unique and innovative development model where the value of acquired/remediated land sites, together with other loan funding and Fusion’s reserves, is used as equity to set up joint venture partnerships with the private sector that will fund and manage the commercial redevelopment of sites for industrial use. Once industrial units are complete and let/partially let, unless restricted by the terms and conditions of any grant funding, this asset is sold to a private sector investor with returns used to pay off loan funding and re-invested in future regeneration projects. Fusion Assets is currently developing sites and properties in key locations across North Lanarkshire including developments at Ravenscraig, Gartcosh, Newhouse, and Westfield, Cumbernauld. . 1.11 The Council engaged Ryden LLP in mid-2025 to undertake an assessment of the deliverable employment land supply in North Lanarkshire. The draft final report was produced in December 2025. The aim of the assessment was to ascertain the realistic, deliverable employment land supply in Norh Lanarkshire in order to inform the development of a Business and Industry Strategy and to inform the next Local Development Plan. Page 86 of 178
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1.12 The Ryden report covers the following key areas: • A comprehensive review of relevant economic and planning policy alongside an economic overview of North Lanarkshire • An overview of North Lanarkshire’s industrial property market which analyses industrial stock and supply as well as take-up and enquiries • An overview of North Lanarkshire’s office property market which analyses office stock and supply as well as take-up and enquiries • A high-level analysis of the current employment land supply in North Lanarkshire which includes analysis of employment land take-up, marketed employment land, employment transactions, enquiries and development proposals. • An assessment of North Lanarkshire’s Category A employment land supply (ie land available in the short-term for business and industry) in detail including individual assessments of the Strategic Business Centre sites and commentary on clusters of sites within the Local Business Centres • Consideration for the potential addition of new sites into the employment land supply and also the possibility of reserving sites for particular uses • Consideration of the role of refurbishment of existing stock 1.13 Key findings from the Business and Industry Strategy Report include the following: 1.13.1 Industrial Property Market • North Lanarkshire holds an estimated 30 million sq. ft. of industrial property which equates to more than 25% of the industrial stock within Glasgow City Region. • As at September 2025, the estimated supply of available industrial space in North Lanarkshire was 981,110 sq ft across 70 units. • The overall industrial property availability rate has fallen from 9.4% in 2019 and at 3.25% is tighter than the Glasgow City Region average of 4.35%. • Annual average take-up of industrial property in North Lanarkshire is 1.15 million sq.ft which equates to 70 units • Demand for industrial property remains high and with a constrained market, this is also resulting in average rents increasing. 1.13.2 Office Property Market • North Lanarkshire holds an estimated 4.89 million sq.ft. of office space. This equates to approximately 11% of Glasgow City Region’s office stock • As at September 2025, the estimated supply of available office space is 812,878 sq. ft. in 88 office suites. • The office availability rate has risen in the last 18 months and is currently 16.9% which is higher than the average rate for Glasgow City Region • Annual average take-up of offices is 167,075 sq ft in 32 offices. Page 87 of 178
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• There remains demand for high, quality, modern, well-connected office space in prime business parks in North Lanarkshire. • However, with an over-supply of office space, there remains opportunity for more secondary office demolitions or refurbishments to re-direct it to the industrial sector where demand remains high. 1.13.3 Available Employment Land • North Lanarkshire Council’s Industrial and Business Land Supply 2025 highlights that there are 110 available sites totalling 1,558.6 acres (630.76 ha). • North Lanarkshire accounts for 58% of Glasgow City Region’s employment land supply by area and 38% of its sites. • There are 86 Category A sites (i.e. land available for business and industry) which equates to 69.2% of the total employment land by area. • The average Category A employment land site in North Lanarkshire is 12.5 acres (5.08 ha) which is very large • North Lanarkshire has the highest proportion of vacant and derelict land in Scotland. 72 Category A employment land sites are in whole or part Vacant and Derelict Land. This amounts to 681.8 acres (275.9 ha) which is 63.2% of the Category A employment land supply. • annual average take-up is 5 sites and 32.1 acres (13 ha) per annum. • Only 17.3% of the 110 employment land sites are being actively marketed. 1.13.4 Assessment of Category A sites Located Within Strategic Business Centres • 51 sites were scored against the following 5 criteria: Strategic Fit; Transport and Access; Recent market Activity/Development; Strength of Demand; and Constraints. The maximum score per site was 20: • 6 sites scoring 16 or above – these sites generally possess excellent strategic fit, transport links, high market demand, and either have low constraints or constraints that are being successfully mitigated as part of an active development scheme. • 38 sites scoring 11-15 points – these sites tend to have strong fundamentals, i.e., strategically important, good accessibility etc are weighed down by physical constraints. These sites may need targeted intervention to become fully deliverable. The volume of sites in this category confirms this is the core supply which must be unlocked. • 7 sites scoring 10 points or under – these sites tend to have multiple weaknesses which make commercial development unviable in the current market conditions. The council will require to review their future allocation potentially under Category D of the employment land supply which could be used for alternative uses such as housing or environmental improvements. Page 88 of 178
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1.13.5 Refurbishment Requirements of Existing Stock Obsolescence of older buildings’ fabric, services and external spaces may mean that they fail to meet market needs. Refurbishment may be an option, although obsolete buildings in poorer estates or built for specific processes may be more challenging. In relation to industrial stock, 31% has been built since 2000 but 30% is 45 years or older, whereas 54% of office space in North Lanarkshire was built in the 1990s and 2000s. Occupiers, landlords and investors are increasingly aligning around market needs, particularly energy efficiency. Available Energy Performance Certificate (EPC) data infers that approximately two-thirds of properties identified would fail to meet a reasonable standard of an A-C rating. Not all older stock will be financially viable to refurbish and there is no regular funding stream to support this. A number of older industrial units and terraces have been refurbished in recent years and this has contributed to an upgrade of the existing stock which will help meet modern market demand. In relation to office stock, there is also clear evidence of the permanent removal of obsolete office stock, particularly from town centres including some prominent larger blocks in Cumbernauld. 1.14 The Ryden report has provided a robust assessment of deliverable employment land supply in North Lanarkshire and alongside analysis of current economic and planning policy and the current economic baseline, provides a strong evidence base for the Business and Industry Strategy. 2. Report 2.1 The Business and Industry Strategy and action plan will set out a proactive approach over the next 10-years to addressing the challenges and maximising the opportunities to deliver a sustainable and effective supply of available employment land and fit-for- purpose property in North Lanarkshire. By understanding current business needs, anticipating future needs, supporting businesses, and attracting new investment, it aims to create the conditions required for long-term growth, innovation, economic resilience, and job creation in North Lanarkshire. The strategy will also seek to support the promotion of North Lanarkshire as a location to invest and grow businesses. 2.2 The strategy will be designed to support decision making on future funding and land- use, to inform the Local Development Plan, and will support the development of business cases to attract investment and secure funding. In turn this will ensure these decisions meet current and future business and industry needs, maximise the opportunity to drive sustainable, economic growth and ensure that future public-sector investment supports or creates the conditions which are required to unlock private sector investment and accelerate the delivery and take-up of sites. 2.3 Through this strategy, North Lanarkshire will proactively evolve its employment land strategy to meet the demands of a modern economy. To ensure a long-term, sustainable land supply for the next Local Development Plan, the Council will review potential site opportunities which come forward from the Vacant and Derelict Land Register, Greenbelt Review, Call for Ideas, Regional Spatial Strategy and major infrastructure investments such as the recently announced AI Growth Zone, the East Page 89 of 178
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Airdrie Link Road and the Clyde Metro. These processes may identify new sites or may identify existing sites which have been remediated, re-classified or made more accessible. 2.4 The strategy will also consider emerging demand for sectors that require expansive plots but may vary significantly in their direct employment density. These include battery storage facilities, whisky maturation warehouses, open storage and data centres, as well as film studios and selected UK defence industry sites. These uses require to be balanced alongside existing high volume of land uses in the area including logistics (notably the numerous Regional Distribution Centres in the area) and manufacturing. Strengths, Challenges and Opportunities 2.5 In bringing forward this strategy, the following strengths, opportunities and challenges have been identified: STRENGTHS CHALLENGES OPPORTUNITIES • North Lanarkshire’s strategic location and transport connectivity • High levels of available employment land • The Plan for North Lanarkshire and investment in place- making including town centre regeneration and major infrastructure projects • Availability of local labour and access to a wide labour pool across Scotland • Growing business base and key business sector strengths and supply chains • Strong connections with key stakeholders • Innovative site and property development model through Fusion Assets Ltd • North Lanarkshire Properties – large portfolio and ownership of properties • Proactive approach by North Lanarkshire Council to inward investment enquiries • Low levels of industrial vacancies • Private sector is not building sufficient new floorspace • Public sector budgetary pressures and availability of funding • Occupiers demanding energy efficient, modern premises against an aging existing stock • Global uncertainty impacting on investment decisions • Energy infrastructure and capacity • Increased costs of doing business, rising construction costs, higher interest rates and weaker investment yields • High levels of vacant and derelict land and costs associated with addressing constraints • High levels of economic inactivity in the labour market • Areas of skills shortages within local and regional labour markets • Changing work patterns and high levels of office vacancies and older stock not suitable for flexible, • Improved understanding of industrial stock, office stock and employment land to support development and promotion of sites • Designation of AI Growth Zone in North Lanarkshire and wider data Centre opportunities linked to AI/Digital growth • Availability of employment land and sites in North Lanarkshire - 58% of the marketable land in GCR is in North Lanarkshire and 38% of sites • Access to funding through Vacant and Derelict Land Fund and Enabling Commercial Space Programme • Opportunity to build on Fusion Asset Ltd’s model • Opportunities arising from GCR Investment Zone and the Non-Domestic Rates Retention Site at Eurocentral • Review of sites in Local Development Plan 2 • Further assessment of sites including VDL, Greenbelt Review, LDP Call for Ideas • Opportunity to reserve sites for specific land uses • Opportunity to open up access to potential new sites Page 90 of 178
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and wider business support. • Introduction of innovative pre- planning service to accelerate and fast- track development • The strength and opportunities within the wider Glasgow City Region modern working requirements • Positioning North Lanarkshire against other strategic investment locations in Scotland in the future through infrastructure developments • Improved promotion of North Lanarkshire and enquiry handling • Increased collaboration with GCR, Scottish Government and UK Government on promotion of key sites Key Objectives 2.6 The key objectives identified for the strategy to meet the opportunities and challenges are as follows: • To ensure there is a sufficient supply of marketable and deliverable employment land for business and industry available and allocated within the Local Development Plan to meet current and future market demand; • To ensure that locations with the highest demand have land available for strategic development; • To inform the development of serviced employment land sites and bring vacant and derelict land and buildings back into productive use. • To provide high-quality, modern premises, and to consider the role of property refurbishment to meet current and future demand needs; • To identify and address areas of market failure and to consider options to unlock investment potential; • To support the council and its partners to make robust business cases for additional funding and investment to develop sites and properties; • To recognise the need to safeguard and promote land provision for specialist operators, key sectors and the future major expansion of existing businesses; • To ensure there is active promotion of North Lanarkshire as a place to invest and do business, and to actively promote key properties and sites which are attractive to the market for strategic development; • To actively attract and promote the development of key growth sectors within North Lanarkshire; and • To ensure there is a strong inward investment and business support offering to facilitate businesses to set-up, invest and grow in North Lanarkshire. Next Steps 2.7 Based on the objectives set-out above for the strategy, and the baseline assessment undertaken, the following are key areas of action that will be taken forward. A more detailed action plan will be developed. Page 91 of 178
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2.8 The Business and Industry Strategy and action plan will evolve over the next ten years as market conditions and demand for land and property continuously evolve. To recognise this, action plans will be reviewed annually and updated with more specific actions as sites and properties are identified. Governance 2.9 In relation to governance for the Strategy, the strategy will report to the Enterprise and Fair Work committee. It will also report to the Transforming Spaces Programme of Work Board. 2.10 At an operational level an operational working group will be established to take forward key actions, monitoring and reporting. A Terms of Reference for the Business and Industry Working Group will be established. The Group will be chaired by the council’s Enterprise Manager and will include representation from: • Planning and Place • City Deal and Regeneration • Enterprise Development • Business Gateway • Fusion Assets Ltd • North Lanarkshire Properties LLP • Assets and Procurement Solutions 2.11 Additional officers will be co-opted as required to support key actions identified from other services. External organisations and stakeholders will also be invited to attend meetings as appropriate. Marketing And Promotion of North Lanarkshire 2.12 It is proposed to increase the marketing and promotion of North Lanarkshire and its sites and properties as a location to invest and do business. 2.13 A marketing and communications plan will be put in place to ensure a multi-channel marketing approach is undertake with associated PR and social media. This will include: • A social media plan • Case studies including video case studies • Updated Invest in NL Prospectus • Area wide and site-specific marketing campaigns • Press releases • Stakeholder Engagement Plan • Promotion of the Glasgow City Region Investment Zone and sites/support for advanced manufacturing 2.14 The current Invest In North Lanarkshire website (www.investinnorthlanarkshire.gov.uk) will be enhanced to include a more functionality and information about available sites and properties. Page 92 of 178
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2.15 An improved enquiry handling system will be developed to share information on enquiries received for land and property through all the services (Enterprise Development, Business Gateway, Fusion Assets, North Lanarkshire Properties, Assets and Procurement and Planning) and where possible partners and external agencies/landlords. This will enable improved market intelligence, mapping and monitoring of requirement and sizes of land/property requests, sectors and geographic locations to be undertaken. Where enquiries are unable to be satisfied, this will also create fuller picture of gaps within the current portfolio to meet ongoing demand. Further Mapping and Review of Employment Land Sites and Properties 2.16 Following the assessment undertaken by Ryden LLP further work will be undertaken to review their site assessment and further rank the sites identified around size, location and deliverability. This will identify any further policy actions or interventions required. This will include utilising GIS to map sites, available properties and enquiries to support understanding of constraints, locational analysis and demand. This will also consider the remediation and servicing requirements of those sites in more detail. 2.17 North Lanarkshire continues to hold the highest amount of Vacant and Derelict Land in Scotland. Further analysis of Vacant and Derelict Land will be undertaken to prioritise sites for action. 2.18 North Lanarkshire Properties LLP is due to undertake a review of its portfolio of properties between 2026 and 2030. This provides an opportunity to align this review with information on private sector industrial property and office/business space vacancies, demand, viability and conditions. 2.19 Ryden LLP considered the extent and role of property refurbishment. Consideration will be given to establishing systems to monitor refurbishment activity through information on planning applications, building warrants and Energy Performance Certificates. This will assist in monitoring refurbishment activity and assessing future market needs and viability. 2.20 The identification of a supply of deliverable employment land is a key element of the next Local Development Plan. The baseline information and outputs from the Strategy will inform the process of identifying any additional land allocations following the call for sites in early 2026. 2.21 Following the recent AI Growth Zone announcement, the working group will consider the allocation and make recommendations for the allocation of further sites for specific “land hungry” uses including battery storage and data centres. This will also align with the Landscape Sensitivity to Renewables Development assessment which is being carried out 2.22 Identification of potential sites for the creation of a pilot Estate Action Plan Area will be considered. This will enable a more in-depth analysis and appraisal of a specified geographic location which requires closer attention in relation to constraints on available sites, vacancies, the opportunity for new build industrial or office space, and the suitability of its current industrial or office stock. Working with landowners, tenants and agents, options for regeneration, investment or re-use of the area would be considered alongside a plan to identify potential funding and actively promote and Page 93 of 178
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market the area for investment. This could also enable consideration of the establishment of Business and Industry Masterplan Consent Areas for areas identified. 2.23 In respect of town centre office provision, an Audit and Demand Analysis will be undertaken for vacant office space within our town centres to help develop a strategy for the repurposing of this space. Funding and Business Support 2.24 Currently inward investment and property enquiries to the Enterprise Team receive a dedicated officer to handle their enquiry and make referrals to wider services and stakeholders. The business support offered will be tailored to individual requirements and this will be monitored to identify trends and to refine and improve the offering. 2.25 The Invest NL pre-application planning service will continue to be delivered with the service seeking continuous improvements to the model to meet customer demands and improve service delivery. 2.26 The Strategy presents the opportunity to use the baseline information and ongoing assessment to engage with organisations such as the Scottish Futures Trust, Glasgow City Region, the Scottish Government, and the National Wealth Fund to explore potential sources of funding and innovative funding models to delivery and scale-up activity, and to support the development of business cases. The exploration of opportunities will be an early action. 3. Measures of success 3.1 Key measures of success will be: • An increase in the North Lanarkshire business base • An increase in jobs in North Lanarkshire • An increase in take-up of employment land and properties • An increase in Gross Value Added • A decrease in the amount of land on the Vacant and Derelict Land Register • Value of funding secured to support the development of sites and properties in North Lanarkshire 4. Supporting documentation Appendix 1 - North Lanarkshire Business and Industry Strategy Baseline Report 2026- 2036 Pamela Humphries Chief Officer (Place) Page 94 of 178
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 95 of 178
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The report discusses the role of property refurbishment and also the need to improve energy efficiency of existing industrial and office stock. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The report will require a strong communication plan to support the ongoing development of Invest NL to promote North Lanarkshire as a place to do business and to invest. 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 96 of 178
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5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 97 of 178
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Page | 1 Appendix 1 North Lanarkshire Business and Industry Strategy 2026-2036 Background Report Date: 6 February 2026 Page 98 of 178
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Page | 2 Table Of Contents Page 1.0 Executive Summary 3 2.0 Introduction 7 3.0 Policy Background 11 4.0 Economic Overview and Key Sector Analysis 22 5.0 Industrial Property Market Assessment 27 6.0 Office Property Market Assessment 31 7.0 Employment Land and Development 34 8.0 Employment Land Supply and Sites Assessment 39 9.0 Identification of Additional Employment Land and Reserving Land 41 10.0 Refurbishment Requirements 43 11.0 Inward Investment and Business Support 45 12.0 Conclusion and Summary of Next Steps 48 Page 99 of 178
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Page | 3 1.1 North Lanarkshire has a large amount of land and property designated for business and industrial use, and a range of major business hubs and industrial parks which are of regional significance, as well as numerous local employment centres. Alongside its strategic location in Scotland and ease of access to a skilled labour market, this makes North Lanarkshire an attractive option for businesses looking to set-up, relocate or expand. 1.2 Whilst there continues to be significant private sector investment and economic growth in North Lanarkshire, current market conditions and site constraints make it unlikely that the private sector alone will be able to deliver the steady supply of modern, high quality business premises required to attract and retain new and growing businesses and investment to North Lanarkshire. 1.3 The council has successfully secured funding to develop sites and properties through its own capital programme and a range of sources including the Glasgow City Region City Deal and the Vacant and Derelict Land Fund. The council has also levered private sector investment through joint ventures with its arms-length company Fusion Assets Ltd. Despite continued public and private sector investment, much of the existing business property requires significant investment to ensure it continues to be fit-for- purpose and has good energy efficiency ratings, and there remains a legacy of constraints on a sizeable proportion of the land available for employment requiring additional investment to develop these sites to enable them to be brought to market. 1.4 The strategy will set out a proactive approach to addressing challenges and maximising opportunities to deliver a sustainable and effective supply of available employment land and fit-for-purpose property in North Lanarkshire. By understanding current business needs, anticipating future needs, supporting businesses, and attracting new investment, it aims to create the conditions required for long-term growth, innovation, economic resilience, and job creation in North Lanarkshire. The strategy also seeks to support the promotion of North Lanarkshire as a location to invest and grow businesses. 1.5 The strategy will be designed to support decision making on future funding and land- use, to inform the Local Development Plan, and to support the development of business cases to attract investment and secure funding. In turn this will ensure these decisions meet current and future business and industry needs, maximise the opportunity to drive sustainable, economic growth and ensure that future public-sector investment supports or creates the conditions which are required to unlock private sector investment and accelerate the delivery and take-up of sites. 1.6 In preparing the strategy, North Lanarkshire Council engaged the services of Ryden LLP to undertake an assessment of deliverable employment land and supply in North Lanarkshire. This included consultation with a range of stakeholders. The assessment work took place in the second half of 2025 and provides a robust assessment of: 1.0 Executive Summary Page 100 of 178
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Page | 4 • The Industrial Property Market • The Office Property Market • Employment Land and Development • Employment Land Supply • The Role of Refurbishment 1.7 As part of this work, Ryden also undertook an individual assessment of fifty-one Category A sites within North Lanarkshire’s five Strategic Business Sites and provided commentary on clusters of sites within Local Business Centres. 1.8 The key findings of the assessment are as follows: • LOW VACANCY LEVELS WITHIN EXISTING INDUSTRIAL PROPERTY STOCK - North Lanarkshire holds an estimated 30 million sq.ft. of industrial property, strategically located mainly along the M8 and M80 corridors and around the principal towns of Cumbernauld, Airdrie, Coatbridge, Bellshill, Motherwell and at Eurocentral. This equates to more than 25% of the industrial stock within the Glasgow City Region. The overall industrial property availability rate is low at 3.25%, tighter than the Glasgow City Region average of 4.3%. The 3.25% equates to 70 units totalling 0.981m sq.ft. With an average annual take-up rate of 70 units totalling 1.15m sq.ft., this suggests that there is currently less than one-year’s supply of available industrial stock. With rental values continuing to rise, this indicates a constrained market with limited choice for occupiers across the number of locations and in terms of the quality of property on offer, indicating an ongoing need for more and better employment space. • HIGHER THAN AVERAGE OFFICE AVAILABILITY - North Lanarkshire holds an estimated 4.89 million sq.ft. of office space, with 54% constructed during the 1990s and 2000s. This equates to approximately 11% of Glasgow City Region’s office stock. The market is currently characterised by an office availability rate of 16.9%, which is significant and is higher than the Glasgow City Region average. North Lanarkshire’s current office supply stands at 812,878 sq.ft. across 88 suites, much of which is available on a flexible, sub-divisible basis to meet a wide range of occupier needs. There is clear evidence of the permanent removal of obsolete office stock, particularly from town centres, with overall demand also affected by the post-covid shift towards flexible (hybrid) working arrangements. • HIGH LEVELS OF EMPLOYMENT LAND SUPPLY WITH CONSTRAINTS – North Lanarkshire Council’s Industrial and Business Land Supply 2025 highlights that there are currently 110 sites totalling 1,558.6 acres (630.76ha). Of this, there are 86 Category A employment sites totalling 1,079.3 acres (436.76 ha). This accounts for 58% of the Category A land identified for business and industry in the Glasgow City Region and 38% of the sites. A significant portion of the Category A supply, 63.2% (681.8 acres or 275.9 ha) across 72 sites, is classified as Vacant and Derelict Land (VDL). VDL can be more challenging and costly to develop than greenfield land. The majority of Category A sites (60 sites, 779.5 acres or 315.46 ha) are under private sector ownership, including property developers and local Page 101 of 178
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Page | 5 operational businesses safeguarding their own expansion. Only 17.3% of employment land equating to 12 sites of 270 acres (109 ha) is currently being actively marketed and this figure includes unallocated sites. A more detailed desk- based assessment of 51 sites located within North Lanarkshire’s five Strategic Business Centres identified that many of the Category A sites are not currently market-ready. The analysis indicates that while the correct locations for sites are generally allocated, many of the sites due to constraints are not market ready. Within some of the Local Business Centres, analysis has flagged a lack of market activity. • REFURBISHMENT REQUIREMENTS OF EXISTING STOCK - Obsolescence of older buildings’ fabric, services and external spaces may mean that they fail to meet market needs. Refurbishment may be an option, although obsolete buildings in poorer estates or built for specific processes may be more challenging. In relation to industrial stock, 31% has been built since 2000 but 30% is 45 years or older, whereas 54% of office space in North Lanarkshire was built in the 1990s and 2000s. Occupiers, landlords and investors are increasingly aligning around market needs, particularly energy efficiency. Available Energy Performance Certificate (EPC) data infers that approximately two-thirds of properties identified would fail to meet a reasonable standard of an A-C rating. Not all older stock will be financially viable to refurbish and there is no regular funding stream to support this. A number of older industrial units and terraces have been refurbished in recent years and this has contributed to an upgrade of the existing stock which will help meet modern market demand. In relation to office stock, there is also clear evidence of the permanent removal of obsolete office stock, particularly from town centres including some prominent larger blocks in Cumbernauld. 1.9 Through the strategy, North Lanarkshire will proactively evolve its employment land strategy to meet the demands of a modern economy. To ensure a long-term, sustainable land supply for the next Local Development Plan, the Council will review potential site opportunities which come forward from the Vacant and Derelict Land Register, Greenbelt Review, Call for Ideas, Regional Spatial Strategy and major infrastructure investments such as the East Airdrie Link Road and the Clyde Metro. These processes may identify new sites or may identify existing sites which have been remediated, re-classified or made more accessible. 1.10 The strategy will also consider emerging demand for sectors that require expansive plots but may vary significantly in their direct employment density. These include battery storage facilities, whisky maturation warehouses, open storage and data centres, as well as (high employment) film studios and selected UK defence industry sites. These uses require to be balanced alongside existing high volume land uses in the area including logistics (notably the numerous Regional Distribution Centres in the area) and manufacturing. Page 102 of 178
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Page | 6 1.11 To meet the opportunities and challenges identified, the key objectives of the strategy have been identified as follows: • To ensure there is a sufficient supply of marketable and deliverable employment land for business and industry available and allocated within the Local Development Plan to meet current and future market demand; • To ensure that locations with the highest demand have land available for strategic development; • To inform the development of serviced employment land sites and bring vacant and derelict land and buildings back into productive use. • To provide high-quality, modern premises, and to consider the role of property refurbishment to meet current and future demand needs; • To identify and address areas of market failure and to consider options to unlock investment potential; • To support the council and its partners to make robust business cases for additional funding and investment to develop sites and properties; • To recognise the need to safeguard and promote land provision for specialist operators, key sectors and the future major expansion of existing businesses; • To ensure there is active promotion of North Lanarkshire as a place to invest and do business, and to actively promote key properties and sites which are attractive to the market for strategic development; • To actively attract and promote the development of key growth sectors within North Lanarkshire; and • To ensure there is a strong inward investment and business support offering to facilitate businesses to set-up, invest and grow in North Lanarkshire. 1.12 Key measures of success for the strategy will be: • An increase in the North Lanarkshire business base • An increase in jobs in North Lanarkshire • An increase in take-up of employment land and properties • An increase in Gross Value Added • A decrease in the amount of land on the Vacant and Derelict Land Register • Value of funding secured to support the development of sites and properties in North Lanarkshire Page 103 of 178
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Page | 7 2.1 North Lanarkshire is the fourth largest local authority area in Scotland, with a population of 344,540. It has a total land area of 47,222 hectares, just over a quarter of which is urban. More than two thirds of the population live in the six main settlements of Airdrie, Bellshill, Coatbridge, Cumbernauld, Motherwell and Wishaw, with the balance of the population in smaller towns, villages and the countryside. 2.2 North Lanarkshire occupies a strategic location in Central Scotland, situated between Scotland’s two largest cities, Glasgow and Edinburgh. This positioning offers significant advantages to business and industry including access to nearly half of Scotland’s population as well as excellent connectivity including 3 key motorways: M8, M74 and M73. Significant investment projects, such as the Pan-Lanarkshire Orbital Transport Corridor and the new transport hub at Motherwell Train Station are further improving these links. In addition, the area is within a 45-minute drive of two international airports. 2.3 North Lanarkshire has a large amount of land designated for business and industrial use, making it a potentially attractive option for companies looking to set-up, relocate or expand. A recent report by Ryden LLP identified that North Lanarkshire accounts for 58% of the Category A land (sites available) identified for business and industry in the Glasgow City Region. 2.4 North Lanarkshire is home to major business hubs and industrial parks, including: • Eurocentral – a prominent industrial park with major distribution centres for companies including Lidl, Morrisons and DPD. • Newhouse Industrial Estate – home to a number of major, modern warehouse developments including Co-op, Malcolm Group and Brakes. Also, home to Resideo (Honeywell) and Rokbak (Volvo Group). • Maxim Park – a large-scale office and business complex home to companies including Aviva, HSBC and Balfour Beatty. • Strathclyde Business Park/ Righead and Bellshill Industrial Estates - a large and established business area in a strategic location, with modern office pavilions on the Business Park and industrial uses throughout the estates. Major occupiers include Morrisons (RDC), William Grant & Sons, Micheldever Tyre & Auto services, Warburtons and Wincanton. • Gartcosh Industrial Park – an emerging location for industrial and business development home to the Scottish Crime Campus, DX Network Services and more recently Guala Closures’ new 52 million Euro facility. • Westfield, Cumbernauld – a large, established business location in the former New Town, home to A.G. Barr, Opalion, Skyrora and Eurostampa. • BioCity Scotland – a dedicated hub for life sciences and biotechnology companies. 2.5 In terms of business and industry sites and properties, the majority are in private sector ownership. Scottish Enterprise also own a number of strategic sites. The council’s own portfolio of business and industry sites and properties in the main rests with two of its Arm’s Length External Organisations: North Lanarkshire Properties LLP and Fusion Assets Ltd. The outcome of a 2024 review of both organisations was reported in early 2025 and identified a series of recommendations and actions for each organisation 2.0 Introduction Page 104 of 178
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Page | 8 which reflects opportunities and areas for development. The actions within this strategy will be closely aligned to the action plans and forward plans of both these organisations. 2.6 North Lanarkshire Properties LLP is a limited liability partnership established in 2013 between the Council and its wholly owned company, North Lanarkshire Property Investments Ltd. It undertakes the marketing, leasing and management of the Council’s commercial property portfolio (shop units, office accommodation, business centres, industrial yards and storage units) and, on behalf of the Council, manages legacy properties which remain in the Council’s investment property portfolio. It also delivers services in relation to externally owned properties that the Council leases for its own operational use and provides general advice on lease transactions. 2.7 North Lanarkshire Properties LLP’s portfolio consists of approximately 960 properties across North Lanarkshire and includes a mix of industrial units, shops, offices and ground leases which is broken down as follows: • 349 industrial units within 12 industrial estates • 239 shops within 10 shopping parades • 219 offices within 8 business centres • 151 ground leases 2.8 Fusion Assets Ltd is a wholly owned subsidiary of the council. It focuses on delivering physical economic regeneration projects across North Lanarkshire and in particular industrial development. Unlike more traditional council owned property companies, Fusion Assets operates in a similar way to an urban regeneration company. Its role is focused more on the redevelopment of vacant and derelict land and brownfield sites rather than commercial property management. 2.9 Fusion Assets Ltd does not receive an on-going or recurring management fee from the council for the delivery of services but rather uses grant funding from the council’s annual Vacant and Derelict Land Fund (VDLF) allocation from the Scottish Government and other funds including the Glasgow City Region’s Enabling Commercial Space Programme as enabling investment for the acquisition and redevelopment of vacant and derelict land sites. In taking this forward, Fusion Assets has developed a unique and innovative development model where the value of acquired/remediated land sites, together with other loan funding and Fusion’s reserves, is used as equity to set up joint venture partnerships with the private sector that will fund and manage the commercial redevelopment of sites for industrial use. Once industrial units are complete and let/partially let, unless restricted by the terms and conditions of any grant funding, this asset is sold to a private sector investor with returns used to pay off loan funding and re-invested in future regeneration projects. 2.10 Fusion Assets is currently developing sites and properties in key locations across North Lanarkshire including developments at Ravenscraig, Gartcosh, Newhouse, and Westfield, Cumbernauld. 2.11 From a planning perspective, a steady supply of developable employment land is essential to enable the employment property markets to function and to accommodate new investment and growth in the area. As indicated in National Planning Framework 4 (NPF4), local authorities through their LDPs are required “to allocate sufficient land for business and industry… ensuring that there is a suitable range of sites that meet Page 105 of 178
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Page | 9 current market demand, location, size and quality in terms of accessibility and services”. The council has started to prepare its next Local Development Plan – North Lanarkshire Local Development Plan 2 (NLLDP2). This strategy and the work undertaken by Ryden LLP to assess deliverable employment land supply will inform and support the preparation and review of the new Plan ensuring that there is close alignment between them moving forward. 2.12 The business base in North Lanarkshire continues to grow and diversify with North Lanarkshire continuing to attract major investment to the area. There are ongoing enquiries for a range of site sizes, locations and properties which is enabling a better understanding to be built of areas of greatest demand. However, more work is required to ensure that better intelligence across North Lanarkshire is shared to enable the council and wider stakeholders to co-ordinate an improved response through the development and promotion of supply in areas of high demand. 2.13 As well as a need to identify interventions to support identified sites to come to fruition, there is also a need to evaluate the role of property refurbishment, including tackling obsolescence and dereliction, in meeting current and future demand, and to determine which sites will remain in the supply, require investment to remove constraints, or support alternative development. With ongoing public sector budgetary constraints, it is essential that investment is concentrated on sites and properties which will bring the most significant benefits and will address market failure. 2.14 In bringing forward the strategy, the following strengths, opportunities and challenges have been identified: STRENGTHS CHALLENGES OPPORTUNITIES • North Lanarkshire’s strategic location and transport connectivity • High levels of available employment land • The Plan for North Lanarkshire and investment in place- making including town centre regeneration and major infrastructure projects • Availability of local labour and access to a wide labour pool across Scotland • Growing business base and key business sector strengths and supply chains • Strong connections with key stakeholders • Innovative site and property development model through Fusion Assets Ltd • Low levels of industrial vacancies • Private sector is not building sufficient new floorspace • Public sector budgetary pressures and availability of funding • Occupiers demanding energy efficient, modern premises against an aging existing stock • Global uncertainty impacting on investment decisions • Energy infrastructure and capacity • Increased costs of doing business, rising construction costs, higher interest rates and weaker investment yields • High levels of vacant and derelict land and costs associated with addressing constraints • Improved understanding of industrial stock, office stock and employment land to support development and promotion of sites • Designation of AI Growth Zone in North Lanarkshire and wider data Centre opportunities linked to AI/Digital growth • Availability of employment land and sites in North Lanarkshire - 58% of the marketable land in GCR is in North Lanarkshire and 38% of sites • Access to funding through Vacant and Derelict Land Fund and Enabling Commercial Space Programme • Opportunity to build on Fusion Asset Ltd’s model • Opportunities arising from GCR Investment Zone and Page 106 of 178
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Page | 10 • North Lanarkshire Properties – large portfolio and ownership of properties • Proactive approach by North Lanarkshire Council to inward investment enquiries and wider business support. • Introduction of innovative pre- planning service to accelerate and fast- track development • The strength and opportunities within the wider Glasgow City Region • High levels of economic inactivity in the labour market • Areas of skills shortages within local and regional labour markets • Changing work patterns and high levels of office vacancies and older stock not suitable for flexible, modern working requirements • Positioning North Lanarkshire against other strategic investment locations in Scotland the Non-Domestic Rates Retention Site at Eurocentral • Review of sites in Local Development Plan 2 • Further assessment of sites including VDL, Greenbelt Review, LDP Call for Ideas • Opportunity to reserve sites for specific land uses • Opportunity to open up access to potential new sites in the future through infrastructure developments • Improved promotion of North Lanarkshire and enquiry handling • Increased collaboration with GCR, Scottish Government and UK Government on promotion of key sites Page 107 of 178
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Page | 11 3.1 This section provides a comprehensive overview of the multi-layered economic and planning policy and programmes which are relevant to business and industry in North Lanarkshire. The section covers the following UK, Scottish, Regional and local policies and programmes: • National and Scottish Policies o UK’s Modern Industrial Strategy o National Planning Framework 4 o National Strategy for Economic Transformation • Regional Policies/Programmes o Regional Spatial Strategy o Glasgow City Region - Regional Economic Strategy o Glasgow City Region - City Deal o Glasgow City Region - Enabling Commercial Space Programme o Glasgow City Region – Investment Zone o Glasgow City Region – Clyde Metro • Local Policies o The Plan for North Lanarkshire o North Lanarkshire Programme of Work o Community Wealth Building o Local Outcome Improvement Plans o North Lanarkshire Economic Regeneration Delivery Plan o Town Visions o North Lanarkshire Vacant and Derelict Land Fund Local Delivery Plan 2025/26 o North Lanarkshire Local Development Plan National & Scottish Policy Context The UK’s Modern Industrial Strategy (2025-2035) 3.2 The UK’s Modern Industrial Strategy (2025–2035) is explicitly place-based and sector-focused. The UK’s Government’s priority mission is to deliver strong, secure, and sustainable economic growth to boost living standards for working people in every part of the UK. Launched in June 2025, this is a 10-year plan which seeks to seize the most significant opportunities and create the most favourable conditions in key UK sectors for the companies of the future to emerge here. 3.3 To achieve this, the UK Government is focused on the need to increase business investment, capturing a greater share of internationally mobile capital, spurring domestic businesses to scale up, and supporting small and medium-sized businesses reliant on resilient supply-chains. 3.4 The Strategy prioritises the following 8 sectors which North Lanarkshire has good representation in: 3.0 Policy Background Page 108 of 178
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Page | 12 • Advanced manufacturing • Clean energy industries • Creative industries • Defence • Digital and technologies • Financial services • Life sciences • Professional and business services 3.5 The strategy acknowledges the importance of place and aims to unlock the potential of different regions and sectors across the UK. For local authorities, the most relevant aspects are the interventions designed to bring sites to market faster are as follows: • A new Strategic Sites Accelerator to fund land remediation, anticipatory grid capacity, transport improvements, and fast-tracked planning approval. The first wave of sites will be announced within a year, with funding to start from 2026/27; • Enhanced Industrial Strategy Zones (e.g. Freeports and Investment Zones) which include streamlined planning processes, better-targeted investment promotion, support for accessing concessionary finance, and coordinated support on skills; and • Establishment of AI Growth Zones to attract investment in AI infrastructure in strategic locations, with support for planning approvals, access to energy, and partnerships with the private sector. 3.6 City regions and clusters, including the Glasgow City Region, will also be supported to attract private investment. This includes growing high-potential innovation eco- systems. Glasgow City Region (GCR) has been allocated £50m to support the health and life sciences clusters through the UKRI-led Local Innovation Partnerships Fund (LIPF). This is seeking to strengthen regional innovation capacity through place-based investment and drive economic growth. As part of this a £20m expansion of laboratory infrastructure fund that has been launched in GCR. 3.7 The practical implication for North Lanarkshire is to maintain a pipeline of potential development sites, serviced plots and quality premises in strategic locations, ready to capture mobile capital and sector investment when programmes open or expand. North Lanarkshire has a strong track record of active participation in the UK Government’s previous Levelling Up agenda which had a focus on regenerating town centres and boosting economic opportunities. Key initiatives include the Pride in Place Programme providing ‘Coatbridge’ and ‘Forgewood, North Motherwell and Town Centre’ with £19.5 million each, as well as £9.2 million from the Levelling Up Fund for Cumbernauld’s town centre redevelopment. These projects aim to address inequalities, improve infrastructure, and create new community spaces. The area has also received £13.9 million from the Shared Prosperity Fund to boost productivity, improve public services, and strengthen communities. This is due to be replaced by the Local Growth Fund in 2026-27 with full details still emerging. 3.8 The practical implication for North Lanarkshire is to maintain a pipeline of potential development sites, serviced plots and quality premises in strategic locations, ready to capture mobile capital and sector investment when programmes open or expand. Page 109 of 178
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Page | 13 National Planning Framework 4 (NPF4) 3.9 Scotland’s National Planning Framework 4 (NPF4) sets the national spatial strategy and the planning policy context for all Local Development Plans. Local authorities through their Local Development Plans are required “to allocate sufficient land for business and industry… ensuring that there is a suitable range of sites that meet current market demand, location, size and quality in terms of accessibility and services”. 3.10 NPF4’s six overarching spatial principles are: • Just transition to net zero; • Conserving and recycling assets; • Local living; • Compact urban growth; • Rebalanced development; and • Rural revitalisation. 3.11 For business and industry, Policy 26 aims to ensure that recovery within the business and industry sector is sustainable and that investment in the business and industrial sector contributes to community wealth building: • Policy 26 states that Local Development Plans should allocate sufficient land for business and industry, taking into account business and industry land audits, in particular ensuring that there is a suitable range of sites that meet current market demand, location, size and quality in terms of accessibility and services. This industrial property market report will contribute evidence to that local development planning process. This allocation should take account of local economic strategies and support broader objectives of delivering a low carbon and net zero economic recovery, and a fairer and more inclusive wellbeing economy. • Development proposals for business and industry uses on sites allocated for those uses in the Local Development Plan will be supported in principle. Other employment uses will be supported where they will not prejudice the primary function of the area and are compatible with the business/industrial character of the area. • Development proposals for business, general industrial and storage and distribution uses outwith areas identified for those uses in the Local Development Plan will only be supported where no suitable alternative allocated sites have been identified and the use is compatible with the surrounding area. • Major developments for manufacturing or industry will be accompanied by a decarbonisation strategy to demonstrate how greenhouse gas emissions from the process are mitigated. The strategy may include carbon capture and storage. Page 110 of 178
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Page | 14 3.12 Other relevant policies to this Strategy include the following: • Policy 15 - Local living and 20-minute neighbourhoods - emphasises the proximity of jobs to communities, accessible by active and sustainable travel. • Policy 19 - Heating and Cooling - connects spatial strategy to the Local Heat and Energy Efficiency Strategy (LHEES), heat network zones and the siting of waste-heat sources relative to areas of demand. • Policy 27 - City, town, local and commercial centres - supports adaptation and appropriate office uses where viable. 3.13 Taken together, NPF4 reinforces the need for well-located, well-serviced employment land that integrates energy and transport considerations from the outset. National Strategy for Economic Transformation (NSET) 3.14 Published in 2022, the Scottish National Strategy for Economic Transformation (NSET) provides a 10-year vision for Scotland to be a wellbeing economy centred on productivity, innovation and inclusive growth. 3.15 The ambition of the strategy is for ‘Scotland to be successful’ over the next decade. To achieve this the strategy aims to create an economy in which all people can have access to skilled, well-paid, jobs, and businesses and entrepreneurs have the conditions necessary to flourish. These conditions will necessarily include access to an adequate supply of accommodation and land appropriate to business needs. 3.16 One aspect of the strategy’s vision is for Scotland to be ‘the best place to start and grow a business’. However a key issue highlighted is that Scotland falls behind other countries in terms of productivity. It notes that there are too few businesses starting or scaling up and that limited access to infrastructure is a factor in this. The strategy also notes low national levels of research and research and development (R&D) activity. 3.17 For North Lanarkshire, the implication is clear: modern industrial and commercial space that supports innovation (power quality, fibre connectivity, adaptable floorspace, cleanrooms/light industrial where appropriate) should be prioritised, alongside programmes that lift participation and skills to ensure the benefits of new investment are widely shared. An adequate supply of employment land will be important for enabling the business growth required to support this. Regional Spatial Strategy 3.18 The Planning (Scotland) Act 2019 has removed the need for the preparation of `Strategic Development Plans and introduces the new concept of Regional Spatial Strategies. These are non-statutory documents which provide a spatial representation of the key regional land use issues across the region. 3.19 Although non-statutory in nature (they do not form part of the development plan and will not hold status in planning decisions), their purpose is to guide the development of National Planning Frameworks and Local Development Plans. The forthcoming Regional Spatial Strategy for the Glasgow City Region (or Clydeplan area) will therefore also inform wider strategic development. Page 111 of 178
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Page | 15 Regional Economic Strategy 3.20 The Regional Economic Strategy (RES) for the Glasgow City Region including North Lanarkshire was launched in 2021 and identifies three Grand Challenges: addressing the climate emergency; creating a more inclusive economy; and tackling the issue of low productivity, translated into programmes that directly affect land, infrastructure and commercial space. 3.21 It is expected the economic activity and interventions supported by these work programmes will affect demand for commercial and industrial employment in the region over the next ten years. It should also open up land to allow for development for employment purposes. Glasgow City Region Deal 3.22 The Glasgow City Region Deal was formally approved in 2014 with the intention of funding major infrastructure projects and creating jobs; improving public transport and connectivity; driving business growth and innovation; and generating private sector investment. The Deal includes a 20-year £1.13bn Infrastructure Fund seeking to improve transport networks and unlock key development and regeneration sites. 3.23 In North Lanarkshire, project through this Fund include the East Airdrie Link Road (a strategic M8 connection and access to the Monklands Replacement Hospital), Ravenscraig access infrastructure (Motherwell-Ravenscraig link and Airbles Road dualling), A8/M8 Corridor Active Travel links (10km of strategic links connecting Eurocentral/Maxim/Newhouse/Mossend to local communities and rail stations), and the Orchard Farm Roundabout to improve access to the Mossend Railhead and the Mossend International Railfreight Park (MIRP). Completed projects include the Glenbouig Link Road and Motherwell Tonw Centre Transport Interchange. 3.24 These projects increase market accessibility, unlock sites, and reduce friction in freight and labour mobility, all of which are preconditions for sustained industrial and logistics growth. Glasgow City Region - Enabling Commercial Space Programme 3.25 The City Region’s Enabling Commercial Space Programme (ECSP) is an additional lever that channels funding into the refurbishment and construction of industrial and commercial premises. The ECSP complements vacant and derelict land remediation by creating viable commercial units and plots that meet current market requirements. 3.26 The Council has allocated £11.3 million to Fusion Assets to take forward its development schemes at Ravenscraig Enterprise Park in Motherwell and Westfield Point in Cumbernauld. The projects will be taken forward as 3 phased – Ravenscraig Phase 1 and 2 and Westfield Point Phase 1. 3.27 The ECSP complements vacant and derelict land remediation by creating viable commercial units and plots that meet current market requirements. Once complete, the 3 phases will develop 7,763 sqm of new commercial space across the 2 sites with Fusion Assets planning to build a further 2,004 sqm of commercial space in Phase 2 at Westfield Point. Page 112 of 178
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Page | 16 Glasgow City Region - Investment Zone 3.28 The Glasgow City Region Investment Zone (GCR IZ) is a £160 million funding envelope over 10 years, comprising both capital and revenue funding, and includes optional fiscal incentives such as tax reliefs and non-domestic rates retention. The GCR IZ aims to accelerate economic growth, attract inward investment, and create high-value jobs by focusing on the advanced manufacturing sector where the region has existing strengths and growth potential. 3.29 Six project and a tax site were shortlisted in February 2025. This includes one project in the space sector in North Lanarkshire – Skyrora. In addition, funds have been allocated for an investment fund and a fund for business support and skills. 3.30 As part of the Investment Zone programme and in addition to the Renfrewshire located tax site, Eurocentral and some surrounding sites in Newhouse have been identified as a prospective Non-Domestic Rates retention location, aligning with its existing concentration of advanced manufacturing and logistics operations and its strategic motorway/rail access. If approved, retained rates would be reinvested to support the growth of the advanced manufacturing sector and enabling infrastructure in North Lanarkshire across the wider Glasgow City Region. Glasgow City Region - Clyde Metro 3.31 Clyde Metro is a proposed fully integrated mass transit public transport system which could support placemaking and deliver transport equity across the densely populated area thereby improving access to employment and supporting sustainable investment in the longer term. Clyde Metro’s Case for Investment is currently in development which will enable informed decisions about route selection, phasing, funding and implementation arrangements as well as the range of transformational benefits that would be delivered. 3.32 Clyde Metro could have a significant impact on North Lanarkshire via improved transport links. It could make the area more attractive to residents, businesses and investors and help further stimulate economic growth. By connecting the area more widely to the Region it may also improve access to employment, education and other opportunities. Depending on the final route there will also likely be a requirement for development land for the proposals. For land-use planning, early consideration of Metro interfaces helps future-proof site design for sustainable travel. LOCAL POLICY The Plan for North Lanarkshire 3.33 The Plan for North Lanarkshire sets out the areas priorities and provides a focus for future activities and resources. To deliver inclusive growth and prosperity there are 25 ambition statements which focus on five complementary priorities to: • Improve economic opportunities and outcomes • Support all children and young people to realise their full potential • Improve the health and wellbeing of communities • Enhance participation, capacity and empowerment across communities • Improve North Lanarkshire’s resource base Page 113 of 178
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Page | 17 3.34 The Plan contains several key ambitions, notably to refocus town centres and communities to be multi-functional connected places which maximise social, economic and environmental opportunities. In addition, there is a need to maximise the use of marketable land and assets through improved development in business and industrial infrastructure, as well as a requirement to grow and improve the sustainability and diversity of North Lanarkshire’s economy. This approach is embedded in a series of Council strategies, policies, and programmes. North Lanarkshire Programme of Work 3.35 North Lanarkshire measures performance through its strategic performance framework, which is supported by the five-year Programme of Work to 2028. The 7 Programmes of Work operationalise the ambition set out in The Plan for North Lanarkshire. 3.3 Transforming Places, Invest and Brighter Futures are the most relevant Programmes Work. Transforming Place and Invest better plan and co-ordinate public and private sector investment to deliver transformational change from a commercial and employment land perspective, and Brighter Futures which support employability, entrepreneurship and skills to bring forward a skilled workforce for the future. Community Wealth Building 3.37 The North Lanarkshire Partnership Strategic Leadership Board have agreed a North Lanarkshire Community Wealth Building Statement in which sets out the partnership commitment to working together, across five pillars of Community Wealth Building, to help deliver the priorities for the Plan for North Lanarkshire, and, crucially to foster a local economy which works for people, communities, businesses and the wider environment. 3.38 Under the Land and Property Pillar, the partners have committed to continue to seek opportunities to tackle Vacant and Derelict Land. An action plan is being developed with associated measures to support the implementation of the North Lanarkshire Community Wealth Building Statement which will be aligned to the Vacant and Derelict Land Fund Local Delivery Plan and the Business and Industry Strategy. This approach is consistent with the proposed measures within the Community Wealth Building (Scotland) Bill which include bringing vacant and derelict land back into use in a way that provides financial, social or environmental benefit to the community; diversifying ownership of land or other assets by facilitating or supporting community ownership; and encouraging local supply chains, business start-ups and entrepreneurship. North Lanarkshire Economic Regeneration Delivery Plan 3.39 The Economic Regeneration Delivery Plan (ERDP) 2023–2028 structures economic activity across four priorities: • Developing housing that promotes improved quality of life and creates a better place to live • Reshaping our town centres to ensure that these provide modern and attractive centres that meet the needs of our communities • Improving our business and industrial infrastructure; and • Continuing to improve our connectivity. Page 114 of 178
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Page | 18 3.40 The ERDP recognises that enabling investment in business and industrial infrastructure, alongside digital and transport improvements, can materially increase North Lanarkshire’s attractiveness to investors. Actions include bringing vacant and derelict land back into productive use, advancing mixed-use development along motorway corridors, and providing targeted support for investment. Town Visions 3.41 Town Visions have been prepared for all eight town centres - Airdrie, Bellshill, Coatbridge, Cumbernauld, Kilsyth, Motherwell, Shotts and Wishaw. These vision documents act as advocacy tools to broaden stakeholder engagement (developers, businesses, housing providers, residents, third sector) and to set clear place-based priorities. 3.42 A series of 6 Town Action Plans have been developed, which identify short, medium and long-term actions to achieving the Visions for Airdrie, Bellshill, Kilsyth, Motherwell, Shotts and Wishaw. 3.43 A Regeneration Plan was developed for Coatbridge in 2025, linked to the UK Government’s Pride in Place Programme funding and an initial 4-year Investment Plan has been submitted to UK Government for approval which sets out the intended direction for the delivery phase of this programme, which is due to commence April 2026. 3.44 Due to the ongoing significant regeneration of Cumbernauld town centre a Masterplan will be developed over 2026 and 2027. 3.45 For business and industry, the key takeaway is that employment space should not be isolated from place: smaller Class 4/5 spaces in or near town centres, designed for active travel access and adaptable for SME use, can complement larger strategic sites and help deliver 20-minute neighbourhood objectives. A prime example of this is the recent upgrade of Braidhurst Industrial Estate to provide modern infrastructure and 10 new light industrial units, ideal for new and expanding SMEs, at the edge of Motherwell town centre. North Lanarkshire Vacant and Derelict Land Fund Local Delivery Plan 2025/26 3.46 Vacant and Derelict Land is both North Lanarkshire’s principal physical challenge and its greatest opportunity. The 2024 Scottish Vacant and Derelict Land Survey records 1,247 hectares (3,081 acres) of vacant and derelict land in the authority which is around 14.1% of the national total and the highest of any council area in Scotland. The area also has the highest amount of derelict land located within urban settlements (at 15.7 % of the Scottish total) with 68.6% of residents living within 500 metres of a vacant and derelict land site (compared to a Scottish average of 26.5%). 3.47 The Council continues to receive support from the Scottish Government via its Vacant and Derelict Land Fund (VDLF) to help reclaim and develop vacant and derelict land across the local authority area and address the negative impact which this continues to have on local regeneration and development. A long-standing programme of remediation since 2008 supported by the Scottish Government’s Vacant and Derelict Land Fund has removed 136 acres of registered vacant and derelict land from the roll, including 25 acres for employment purposes, and improved a further 74 acres for future business or mixed-use. Page 115 of 178
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Page | 19 3.48 The Council’s delivery model, working through Fusion Assets Ltd, its arm’s-length regeneration company, leverages Vacant and Derelict Land Fund monies to attract wider public and private finance, de-risk sites (earthworks, drainage, utilities, access) and progress them to development readiness. Current priorities in the 2025/26 include Ravenscraig Plots 1 and 2. and Gartcosh Phase 4, with subsequent phases programmed to sustain pipeline continuity. Both projects focus on the delivery of employment land and new development in key areas of North Lanarkshire North Lanarkshire Local Development Plan 3.49 Planning and land uses within North Lanarkshire are guided by the Local Development Plan (LDP), which was adopted in July 2022 and outlines policy guidance on planning applications and includes reference to key sites across the North Lanarkshire. The Local Development Plan provides the statutory planning framework for business and industry. Within the current Local Development Plan there is a hierarchy of business locations and the following relevant policies are currently in place: 3.50 Policy PROM LOC2 Business Development Sites – the Council will support and direct business development to the Strategic and Local Business Centres identified in the Plan and Industrial and Business Land Supply. This comprises buildings and land located in the Strategic and Local Business Centres, marketable/potentially marketable sites identified in the Industrial and Business Land Survey, sites for specific uses and proposed business sites confirmed by examination. 3.51 Policy PP 2A Purpose of Place - identifies 5 large-scale strategic business centres where the council encourages large-scale business users to locate and it safeguards their character from dilution by other inappropriate uses. The council will also support the upgrading of premises, amenities, access, parking and greenspace in these locations. The 5 areas are: • Eurocentral-Mossend-Newhouse • Gartcosh-Kilgarth-Gartsherrie • Ravenscraig • Strathclyde Business Park – Righead – Bellshill • Westfield, Cumbernauld These strategic business centres are large-scale business investment centres, offering a full range of sites with good locations for major rail/motorway connections. These Centres are of such a scale and location that they can accommodate a full range of Class 4 (Business), Class 5 (General Industrial) and Class 6 (Storage or Distribution) uses. In addition, the introduction of a limited range of ancillary activities can be appropriate to maintain and support the operation of the Centres and their occupiers. 3.52 Policy PP 2B Purpose of Place - identifies 13 designated Local Business Centres. The Council also seeks to their character from dilution by other, inappropriate uses, and support the upgrading of premises, amenities, access, parking and greenspace in these locations. The 13 Local Business Centres are as follows: • Blairlinn-Lenziemill, Cumbernauld • Brownsburn, Airdrie • Buchanan Gate, Stepps Page 116 of 178
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Page | 20 • Caldeen Road, Coatbridge • Chapelhall • Excelsior, Wishaw • Flemington, Motherwell • Greenhill, Coatbridge • Stable Road, Shotts • Shawhead and Coatbridge • Tannochside Carnbroe • Wardpark North, Cumbernauld • Wardpark South, Cumbernauld These locations can accommodate a full range of Class 4 (Business), Class 5 (General Industrial) and Class 6 (Storage or Distribution) uses and are aimed at primarily small, medium and large sized enterprises. 3.53 Policy PP 2C Purpose of Place - identifies five Visitor Economy Areas (including the 3 country parks) and six specific tourism, leisure and Visitor Economy Locations (including the Time Capsule, Summerlee and Ravenscraig Regional Sports Facility). The Council will support the provision of tourism and leisure facilities in the Visitor Economy Locations. The introduction of a limited range of ancillary activities can be appropriate to maintain and support the operation of the Visitor Economy Locations. 3.54 The Local Development Plan also contains a series of policies that indicate the types and amount of development that should be delivered within the identified Business Centres, as well as providing guidance on the extent to which ancillary uses are acceptable and how they should be assessed through the development management process. These policies will be reviewed as part of North Lanarkshire’s Local Development Plan 2 to determine whether they are still relevant or require to be altered. 3.55 Work on Local Development Plan 2 is underway and it anticipated that it will be adopted in 2028. This offers an opportunity to refresh employment land allocations and update policy tests to reflect modern industrial requirements: greater emphasis on energy capacity and resilience (including rooftop PV and storage), servicing for EV/H2 fleets, digital connectivity (full-fibre and 5G readiness), building functionality (clear internal heights, cranage options, yard depth), and design that supports active travel and sustainable transport. Integrating Local Heat and Energy Efficiency Strategy (LHEES) heat network zoning and Clyde Metro considerations will help ensure that new employment sites are both low-carbon and well-connected. Page 117 of 178
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Page | 21 Population 4.1 North Lanarkshire is home to 344,540 people, the fourth-largest local authority population in Scotland. Demographic projections indicate a modest decline of 0.9% between 2018 and 2043, contrasting with a small national increase. 4.2 While population change can soften local labour supply, North Lanarkshire’s location within the Glasgow City Region and a realistic travel-to-work area across part of Central Scotland, provides a powerful counterweight: around 1.5 million working-age residents live within roughly 40 kilometres of North Lanarkshire, creating a substantial labour catchment accessible via the M8, M73, M74 and M80 corridors and the rail network. This regional integration explains how employment participation can remain resilient even where local job density is lower than national averages. Business Base 4.3 North Lanarkshire’s business base totals 8,515 enterprises, around 4.9% of Scotland’s business stock, and grew by a net 130 businesses in 2025. The sector mix is distinctive: construction accounts for 18.9% (above Scotland’s 13.1%), wholesale and retail 18.1% (national 14.2%), and transportation and storage 8.1% (national 3.8%). Professional, scientific and technical services are under-represented at 10.2% (versus 14.3% nationally), as is information and communication at 3.1% (national 4.5%). 4.4 The implication is that North Lanarkshire’s demand for floorspace is skewed towards Class 5/6 (industrial/logistics) and toward larger footprints, with scope to widen the mix with modern flexible Class 4 space that supports design, prototyping and Research and Development functions. Business Size 4.5 Enterprise size also differs from Scotland: small firms (0–49 employees) comprise 90.1% of the local business base, compared with 96.4% nationally; medium firms (50– 249 employees) account for 3.9% (Scotland 2.2%); and large firms (250+) for 6.0% (Scotland 1.4%). A greater presence of larger employers supports output and productivity but can increase sensitivity to site quality and logistics performance. Employment 4.6 North Lanarkshire's 8,515 businesses employed 96,880 people in 2025. This is a decrease of 1,080 people (-1.1%) employed by the area’s private sector enterprises since 2024. Employment levels have yet to return to pre-pandemic levels which saw 98,720 people employed by North Lanarkshire based enterprises in 2019 and over 100,000 in 2020. 4.7 In terms of self-employment, the latest statistics from the Office of National Statistics (ONS) Annual Population Survey indicate that 8.4% (13,700) of North Lanarkshire working age residents (aged 16-64) who are in employment are self-employed. This is less than the Scottish figure of 10.5% and the UK figure of 12.6%. There is a significant gender difference. Of the 13,700 self-employed, 9,800 are males which equates to 11.9% of all males who are in employment. This is similar to the Scottish figure of 12.9% but below the UK figure of 15.5%. In North Lanarkshire women are under- represented in entrepreneurship. There are 3,900 females aged 16-64 in North 4.0 Economic Overview and Key Sector Analysis Page 118 of 178
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Page | 22 Lanarkshire classified as self-employed. This is 3.5% of the entire female working age population and 4.9% of all North Lanarkshire females who are actively working. The North Lanarkshire figures are far less than the Scottish averages whereby 5.7% of all females aged 16-64 are self-employed and 8.1% of all Scottish females who are actively working. (Annual Population Survey, ONS (July 2024 – June 2025 data). 4.8 North Lanarkshire’s job density (2023) is 0.64, meaning there are 0.64 jobs for every 16-64 year old living in the area. This is below the Scottish and UK job density averages of 0.83 and 0.86 respectively. The lower job density signals that North Lanarkshire has fewer local employment opportunities per working-age resident compared to the national averages. Despite this, recent employment rate improvements suggest resilience in the local labour force, despite the gap in job availability persisting. This will be due to the relatively self-contained nature of the Glasgow City Region labour market, whereby North Lanarkshire residents have easy access to jobs across the region, and other neighbouring authorities across central Scotland. 4.9 41.8% of North Lanarkshire residents in employment are in executive, senior managerial or professional roles, which is a lower proportion that both Scottish and UK averages of 49.0% and 53.3% respectively in high-skilled, professional roles. Conversely, North Lanarkshire has more residents employed in process, plant and machine operative roles or elementary roles which usually involve a lower level of skills and involve manual labour. Around 21.9% of North Lanarkshire residents in employment are working in these roles compared to 15.9% across Scotland’s workforce and 14.7% across the UK. 4.10 Based on Oxford Economic forecasts, the Skills Development Scotland Regional Skills Assessment data estimates that the number of people in North Lanarkshire employed in process, plant and machine operative roles or elementary roles will increase by around 5.8% over the next decade to 2035. This exceeds the Scottish forecast of 1.5% growth. The number of North Lanarkshire residents employed in executive level or professional roles is expected to increase by around 8.8% across the same period, which is lagging the Scottish forecasted growth of 11.5% in these roles. 4.11 North Lanarkshire’s higher reliance on elementary occupations could also be linked to the area having a higher proportion of the working age population with no formal qualifications. At 12.8% of the working age population, this is significantly higher than the Scottish (8.2%) and UK (6.8%) averages. To put that into perspective, with 26,800 working age people without any qualifications, around 12,300 of these people would be required to gain a formal qualification in order for North Lanarkshire to reach the UK average. Productivity 4.12 Analysis produced by Skills Development Scotland (SDS) and Oxford Economics estimates that the Gross Value Added (GVA) of North Lanarkshire in 2025 was around £9.1bn which is the equivalent to 5.4% of total Scottish output. In 2025, the highest value industries in North Lanarkshire included human health and social work, manufacturing and construction. GVA for these industries in shown in the table below: Page 119 of 178
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Page | 23 HIGHEST VALUE INDUSTRIES, NORTH LANARKSHIRE, 2024 SECTOR GVA Human Health & Social Work Activities £1.439 billion Construction £1.110 billion Manufacturing £878 million 4.13 In addition, the SDS and Oxford Economics forecast annual GVA growth of 1.3% for North Lanarkshire for the 2024-2027 period. This is comparable to the national average of 1.4%. These figures are the same for the 2027-2034 period. 4.14 As a measure of productivity, the estimated GVA per job in North Lanarkshire was £61,900 which is higher than the Scottish estimate of £57,700 per job. 4.15 From 2024-2027, mid-term productivity in North Lanarkshire is forecast to grow by 0.8% on average each year. Over the same period, the Scottish growth rate is forecast to be 0.6%. This is expected to see GVA per job in North Lanarkshire of £54,400 in 2027 in comparison with £53,000 for Scotland. 4.16 From 2027-2034, long-term productivity in North Lanarkshire is forecast to grow by 1.1% on average each year. Over the same period, the Scottish growth rate is forecast to be the same, 1.1%. It is expected that this will allow GVA per job in North Lanarkshire to rise to £58,900 in 2037 in comparison with £57,100 in Scotland. 4.17 Workforce numbers are expected to grow modestly over both periods despite the overall population decline, underscoring the importance of regional labour markets and connectivity. Key Sector Analysis 4.18 During 2025, 10 key industry sectors within the local economy were identified that merited close attention. These sectors can be categorised as follows: • Mature / established sectors - making a significant contribution to the local economy due to volume, employment levels and annual turnover generation These sectors include: Manufacturing, Construction, Transport and Logistics and Life Sciences. • Sectors where the Council has strategic focus and broader long- term interest in supporting growth within the local economy. These sectors include Tourism/Visitor Economy, Social Economy, Health and Social Care, Food & Drink and Creative Industries. • Emerging Sectors – where these is identified growth potential in line with national investment strategies and where North Lanarkshire businesses can play an active and contributing role. This includes the Renewable Energy sector. Page 120 of 178
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Page | 24 4.19 The table below details the statistical basis for such an approach and demonstrates the significant contribution the chosen sectors make collectively to NL’s economy: Key industry sectors in North Lanarkshire Number of Businesses Employment Turnover Manufacturing 540 11,450 £2.928 Billion Construction 1610 13,580 £3.114 Billion Transport & Storage 690 9,300 £1.177 Billion (Extends into Wholesale, Retail & Repair) 1,540 21,300 £5.642 Billion Professional, Scientific & Technical 865 5,560 £1.487 Billion Accommodation & Food Service Activities 620 6,350 £301 Million Education, Human Health & Social Work activities 475 9,340 £388 Million Arts, Recreation and Entertainment 170 1,670 £149 Million Total: 6,510 78,550 15.186 Billion % of Total for North 76% 81% 84% Lanarkshire (8,515) (96,880) (18.034) *Sectors where data not available from quoted source: Food & Drink, Social Enterprise and Renewable Energy *Scottish Government - Businesses in Scotland 2025 4.20 During 2025, resource was assigned to these 10 sectors with the remit to: • Engage with businesses operating within the sectors to establish and strengthen relationships and grow knowledge / gather intelligence • Engage with stakeholders, industry and trade bodies and partner agencies working with the sectors • Understand the key challenges and opportunities being faced by businesses operating within the sectors • Use gathered knowledge and intel to shape and inform current and future support workstreams targeted to the sectors • An action plan for development for each sector has been developed and will be delivered in parallel the wider Business and Industry Strategy action plan with a focus on business support aligned to the growth those sectors. Page 121 of 178
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Page | 25 Future Trends and Strategic Implications 4.21 The review of the economic and policy context (in the previous section) highlights a number of specific, high-value economic sectors and place proposals which are relevant to business and industry, and the employment land supply in North Lanarkshire. In terms of sectors, the employment land supply should be suitable of accommodating growth sectors including advanced manufacturing, Artificial Intelligence, digital technologies and clean energy. This will require sites which offer the correct configuration, servicing and quality to attract these companies which can often have unique, but always high amenity, requirements. 4.22 In addition, major infrastructure projects such as the East Airdrie Link Road and Clyde Metro will alter market accessibility in beneficial ways and potentially allow new employment sites to come to fruition. For investment initiatives including the Glasgow City Region Investment Zone and the focus on Eurocentral for Non-Domestic Rates Retention will require sites which are genuinely development-ready to capitalise on this targeted investment. Investment alignment will ensure that benefits of these developments are captured and funding is maximised to fund refurbishment and new-build where market evidence demonstrates demand. 4.23 With North Lanarkshire holding the highest amount of Vacant and Derelict Land in Scotland there has been a focus and funding provided to bring sites back into use. A number of successful employment sites have been developed through the Council’s Fusion Assets development vehicle with further sites at Ravenscraig and Gartcosh in the pipeline. However, the area still contains a very high legacy stock of Vacant and Derelict Land. 4.24 As part of its current LDP, the Council directs business development to its 5 Strategic Business Centres and 13 Local Business Centres, safeguarding these areas for Class 4, 5 and 6 uses. Policies promoting 20-minute neighbourhoods and Community Wealth Building imply that employment land is more effective when it provides jobs that are accessible to local communities. 4.25 The increase in business in North Lanarkshire signals continuing demand for employment space within the area. The largest shares of businesses are in Construction, Wholesale/Retail, and Transportation & Storage. These sectors are major users of Class 5 and Class 6 land and property. In addition, productivity growth is forecast to be comparable to or slightly exceed the Scottish rate in the coming decade. Future demand for business space will be influenced by global macro trends, including technological change, geoeconomic fragmentation, and the green transition. 4.26 Aligned to the Business and Industry Strategy, skills and inclusion actions will require to target skills shortages and the qualification gap through pathways that start at entry level and progress into advanced roles in manufacturing, logistics, retrofit and green tech, with a particular focus on addressing the gender gap in entrepreneurship. A continued focus will required on construction jobs and skills to ensure there is skilled labour to undertake the volume of planned infrastructure projects moving forward. Close working between the council, employers, FE/HE providers and innovation centres will also accelerate technology adoption and raise productivity. Page 122 of 178
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Page | 26 Industrial Stock 5.1 North Lanarkshire holds an estimated 30 million sq.ft. of industrial property, strategically located mainly along the M8 and M80 corridors and around the principal towns of Cumbernauld, Airdrie, Coatbridge, Bellshill, Motherwell and at Eurocentral. This equates to more than 25% of the industrial stock within the Glasgow City Region. 5.2 The industrial stock in North Lanarkshire has been developed over a number of decades which signals potential obsolescence of some of the older industrial properties. There have been a number of recent new-build industrial units including a range of purpose-built facilities and the demolition of stock to make way for new industrial units. Furthermore, there are significant examples of where older premises have been refurbished to meet modern requirements for specification (and possibly flexibility) and to extend the functional lifespan of older properties. Industrial Supply 5.3 As at September 2025, Ryden LLP estimated that the supply of available industrial space in North Lanarkshire was 981,110 sq.ft in 70 units. 5.4 The overall industrial property availability rate is low at 3.25%, tighter than the Glasgow City Region average (4.3%), and has fallen further from the 3.7% recorded in April 2024 and sharply from the 9.4% availability rate in 2019. The following graph illustrates how sharply the industrial property availability rate has fallen and then continued to fall in North Lanarkshire whilst the Glasgow City Region rate has edged up again recently: 5.5 The low industrial availability indicates an increasing demand for industrial space in North Lanarkshire and a constrained market with limited choice for occupiers across the number of locations and in terms of the quality of property on offer, indicating an ongoing need for more and better employment space. In addition, average rental costs are continuing to increase which could be a result of the low availability. 5.0 Industrial Property Market Assessment Page 123 of 178
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Page | 27 Industrial Supply by Decade of Construction 5.6 Ryden considered the age and Energy Performance Certificate (EPC) ratings of the available stock. Overall the age bands and, where available, the EPCs across the supply of 70 units suggests that a notable proportion of the available stock is not in high quality modern buildings with only 25% of the available floorspace built in the 2020s. The 25% of available floorspace that was built in the 1960s is skewed by the availability of a single 214,000sq.ft building. 5.7 At the time of Ryden’s report, by number of units on the market, 26% were built in the 1980s, with the 1960s and1970s with 16% and 17% respectively. The 1990s has 13% and the 2020s has 14% by number (against 25% by floorspace) indicating larger units in this age range. Industrial Supply by Size 5.8 When considering the size of the available units, the highest percentage (43%) of the current supply is in units less than 5,000 sq.ft. However, it should be noted, that there are a number of properties available in all size bands up to 50,000 sq.ft. as shown in the diagram below: Page 124 of 178
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Page | 28 Industrial Take-Up 5.9 Between January 2019 and August 2025, 7,643,540 sq. ft of industrial property across 466 units was taken up through either sales, lettings or lease renewals in North Lanarkshire. This equates to an average of 1.15m sq. ft per annum in 70 units. Furthermore, 92% of transactions are lettings in North Lanarkshire. 5.10 By size, 50% of the properties taken up were up to 5,000 sq.ft, with a third of activity on the size ranges 5,000 to 9,999 and 10,000 to 19,999 sq.ft. This indicates a healthy mix of local Small and Medium Sized Enterprise activity alongside large-scale logistics activity. This can be shown in the following diagram: Average Rents for Industrial Property 5.11 Average achieved rents for industrial property in North Lanarkshire have increased from £5.20 per sq.ft. in 2019 to £8.50 per sq.ft. in 2025. The annual compound rental growth rate is 8.5%, substantially higher than general price inflation. 5.12 Market intelligence indicates that this continued growth is due to the ‘headroom’ between the high rents for new-build industrial property and good quality second-hand space, fuelling growth in the latter. Affordability concerns would however suggest that this growth trend is due to slow or plateau. Page 125 of 178
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Page | 29 Enquiries 5.13 Enquiries analysed tend to confirm that the market is not only for small but also medium and large units with a wide range of sectors and locations sought by potential occupiers. This matches the take-up with major transactions alongside 50% of activity in the smallest size range (under 5,000 sq.ft.) which indicates a healthy mix of local Small and medium sized activity alongside large-scale developments. 5.14 Improved collation and monitoring of enquiries is critical moving forward across the council, Fusion Assets Ltd, North Lanarkshire Properties LLP and external agencies to collate a stronger real-time picture of current demand for industrial space. Page 126 of 178
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Page | 30 Office Stock 6.1 North Lanarkshire holds an estimated 4.89 million sq.ft. of office space. This equates to approximately 11% of Glasgow City Region’s office stock. The office space is spread across town centres, modern business parks and employment estates. 6.2 The majority (54%) of office space in North Lanarkshire was constructed during the 1990s and 2000s. This has included the development of office space within large business parks including Strathclyde Business Park, Maxim Park and Buchanan Gate. Notably Maxim Park opened in 2010 with over 756,000 sq.ft. was constructed in a single phase. 6.3 More recently, office development across North Lanarkshire has been limited as the market continues to absorb existing available stock and recognising the impact the post-covid increase in hybrid working has had on the overall demand for floorspace. 6.4 There have been a number of demolitions of office stock across North Lanarkshire including Compass House in Tannochside Park and Fleming House in Cumbernauld. Office conversions have also taken place in a member of locations. 6.5 In relation to age, some of the older town centre office stocks can be physically or functionally obsolete, lacking modern specifications, energy efficiencies and the flexible lay-outs required by today’s market. Office Supply and Availability 6.6 As at September 2025, Ryden estimates that there is 812,878 sq.ft. of available office space in North Lanarkshire in 88 office suites. This has increased over the last 18- months. 6.7 North Lanarkshire’s current office supply stands at 812,878 sq.ft. across 88 suites, much of which is available on a flexible, sub-divisible basis to meet a wide range of occupier needs. There is clear evidence of the permanent removal of obsolete office stock, particularly from town centres, with overall demand also affected by the associate increase in flexible (hybrid) working arrangements. 6.8 North Lanarkshire has an office availability rate of 16.9% which is higher than the rate for Glasgow City Region. The trend can be viewed in the graph below: 6.0 Office Property Market Page 127 of 178
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Page | 31 6.9 Of the available stock, nearly two-thirds (68%) is less than 5,000 sq.ft. as illustrated in the diagram below: Office Take-Up 6.10 From January 2019 to August 2025, 1,114,389 sq. ft. in 214 offices was taken up through either sales, lettings and lease renewals. This equates to an average annual take-up of 167,075 sq. ft. in 32 offices with 90% of transactions being lettings with the balance sales. 6.11 The large floor-space take-up in 2022 and 2024 was in part due to some larger transactions at Maxim Park. 6.12 The largest proportion of office transactions with 40% of all transactions was the size band 1,000 – 4,999 sq. ft with 34% under 1,000 sq. ft as indicated in the diagram below. This also indicates the importance of micro and smaller businesses to the office market in North Lanarkshire. There remains a number of larger transactions primarily in the corporate market with 13% of take-up over 10,000 sq. ft. Page 128 of 178
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Page | 32 6.13 Achieved rents in North Lanarkshire range from £9.50 per sq. ft. to £26.50 for modern service office space. Demand for Office Space 6.14 Ryden reported that by size band, the majority of office enquiries they had received were either in the 0-999 sq. ft. size band (34%) and the larger banding of 10,000 to 29,999 sq. ft (38%). 6.15 There remains demand for high, quality, modern, well-connected office space in prime business parks in North Lanarkshire. 6.16 However, with an over-supply of office space, there remains opportunity for more secondary office demolitions or refurbishments to re-direct it to the industrial sector where demand remains high. 6.17 In addition, as part of the re-structuring of North Lanarkshire’s 8 town centres, the identification of the best use of vacant premises which occur as a result of lower demand and need for town centre office space will required. Undertaking an Audit and Demand Analysis for vacant office space within our town centres will support the development of a strategy for the repurposing of this space. 6.18 Improved collation and monitoring of enquiries is critical moving forward across the council, Fusion Assets Ltd, North Lanarkshire Properties LLP and external agencies to collate a stronger real-time picture of current demand for office space. Page 129 of 178
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Page | 33 7.1 North Lanarkshire Council’s Industrial and Business Land Supply 2025 highlights that there are 110 available sites totalling 1,558.6 acres (630.76 ha). 7.2 This proportion of sites is the highest proportion among the eight planning authorities within Glasgow City Region. 7.3 The 110 sites can be broken down as follows: Category A Sites 7.4 Of particular interest to this Strategy are the 86 Category A sites which equates to 69.2% of the total employment land by area. 7.5 Category A sites should meet the following criteria: • I. Designated for industrial, business and storage and distribution purposes in a development plan (including sites agreed in principle but not yet allocated in a development plan); and o fully serviced or where site servicing could be provided at short notice and where there are no significant constraints to development. Such land should be available within one year; or o not yet serviced but where there are no insurmountable constraints on servicing capability or other obstacles to development. Such land will be available within 1-5 years or could be made available within 1-5 years; and • II. Connected to the transport network either through existing access or planned transport infrastructure works, and in a location which allows for good access by sustainable modes of transport; and, • III. will normally be capable of accommodating a broad range of development without significant adverse environmental impact. Category B Sites 7.5 Five sites are noted to be Category B which are specialised sites. These are sites with unique circumstances and/or can accommodate a specific need at a location. For example, a single user use or a range of occupants operating in the same sector. 7.6 Category B sites account for 449.2 acres (181.77 ha) of employment land or 28.8%. 7.0 Employment Land and Development Page 130 of 178
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Page | 34 Category C Sites 7.7 Nineteen sites are Category C which is land in use, for example for temporary storage, but has no physical development. These are sites with industrial development potential should the current use cease. 7.8 The Category C sites will be reviewed as part of the Local Development Plan process, to consider whether they should remain on the agreed supply or revert to general Local Development Plan industrial zoning rather than being identified as a land supply site. 7.9 These sites account for 1.9% of the total employment land supply by area and include a number of sites such as former coal yards and former gasworks. Category D Sites 7.10 Category D exists for sites which are to be reviewed for other uses. These are sites that have the potential for review through the Local Development Plan process to other uses such as housing or environmental improvements. North Lanarkshire has no sites currently in this category. 7.11 The following map shows the location of all 110 sites and categories. Page 131 of 178
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Page | 35 Site Size 7.12 The average Category A employment land site in North Lanarkshire is 12.5 acres (5.08 ha) which is very large. Site distribution across the various size bands is shown in the following graph: 7.13 The largest site in North Lanarkshire is Mossend International Railfreight Park which is 252.2 acres (102.05 ha), accounting for 23.4% of the Category A employment land supply by area. This is followed by Ravenscraig Employment Area West which is 103.4 acres (41.84 ha). Many of these large sites are also designated as Vacant and Derelict Land. Site Locations 7.14 The following table highlights the location of available business land within North Lanarkshire’s 5 Strategic Business Centres and its 13 Local Business Centres: Page 132 of 178
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Page | 36 7.15 Analysis of the Category A sites shows that: • Overall, the Strategic Business Centres contain the majority of allocated Category A sites accounting for 51 sites and a total area of 821.1 acres (332.30 ha) while the local business centres account for 21 sites and a total area of 125.0 acres (50.60 ha). • Eurocentral-Mossend-Newhouse has the highest number of allocated Category A sites accounting for 24 sites and 513.3 acres (207.72 ha). • Ravenscraig stands out among the Strategic Centres for having a relatively high area (125.9 acres or 50.96 ha) for a small number of sites (3), confirming the sites there are, on average, large. • Four locations listed under Local Business Centres (Greenhill in Coatbridge, Brownsburn in Airdrie, Flemington in Motherwell and Stable Road in Shotts) have no allocated Category A sites. • In addition, there are 14 allocated sites which are not located in either Strategic Business Centres or Local Business Centres. This includes: 4 sites in Kilsyth, 3 in Coatbridge, 2 in Bellshill and 1 in each of, Chryston, Cumbernauld, Greengairs, Stepps and Wishaw. Although some of these are in towns which have local business centres, they are out with the designated boundaries. • In terms of site ownership, the majority of Category A sites (60 sites or 70%) are owned by the private sector accounting for 779.5 acres (315.46 ha.) (72% of Category A land). This includes property developers and local operational businesses planning their own expansion. • 44 Category A sites are categorised as brownfield sites. These equate to 493.6 acres (199.76ha). Based on area this is 35.8% of the Category A employment land supply. The remaining 42 Category A sites are categorised as greenfield and total 585.7 acres (237.01 ha). • When matched against the Vacant and Derelict Land (VDL) supply, 72 Category A employment land sites are in whole or part Vacant and Derelict Land. This amounts to 681.8 acres (275.9 ha) which is 63.2% of the Category A employment land supply. 7.16 Generally speaking, brownfield and/or Vacant and Derelict Land can be significantly harder to develop than undeveloped greenfield land, primarily due to the cost and complexity of remediation which can ultimately affect the development and commercial viability of those sites. 7.17 Further analysis of the Vacant and Derelict Land sites shows that 36 of these sites are classified as vacant land totalling 18.3 acres (74.17 ha) and 36 are in whole or part derelict land totalling 498.5 acres (201.73 ha). Page 133 of 178
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Page | 37 Employment Land Take-Up and Transactions 7.18 For the 5-year period from 2018/19 to 2022/23 inclusive, analysis by Ryden identified 25 sites totalling 163 acres (66 ha.) as being taken up in North Lanarkshire for employment uses. This is an annual average of 5 sites and 32.1 acres (13 ha) per annum. The majority were smaller than 2.5 acres (1 ha) (15 sites). 7.19 North Lanarkshire Council data for 2023/24, indicates there was employment land take-up of 9 sites totalling 36.9 acres (14.91 ha). This includes 6 sites developed for industry or business totalling 32.4 acres (13.11 ha). A further 3 sites totalling 4.4 acres (1.80 ha) were deallocated. 7.20 In 2024/25, there was employment land take-up of 6 sites totalling 17.7 acres (7.18 ha). Five sites were developed for industry or business totalling 6.90ha. One site totalling 0.7 acres (0.27 ha) was de-allocated. 7.21 Of the 11 sites taken up in 2023/24 and 2024/25 for market demand purposes (i.e. not de-allocated sites), the average site size was 4.5acres (1.82 ha). The largest was 16.4 acres (6.66 ha) at Gartcosh. 7.22 Of the 11 sites taken up in 2023/24 and 2024/25 for market demand purposes, the majority were in Strategic Business Centres. This included: • 5 sites in Eurocentral-Mossend-Newhouse totalling 20.5 acres (8.30 ha) o 2 sites in Westfield, Cumbernauld totalling 4.7 acres (1.91 ha) • 1 site in Gartcosh-Kilgarth-Gartsherrie totalling 16.4 acres (6.66 ha) • 1 site in Strathclyde-Righead-Bellshill totalling 2.7 acres (1.10 ha) • No sites were taken up in Ravenscraig SBC boundary during this time period 7.23 In addition, 1 site of 1.49 ha was taken up in the Local Business Centre of Chapelhall. Marketed Employment Land 7.24 With regard to employment land sites being actively marketed, these total 270.69 acres (109.5 ha). This is only 17.3% of the available sites. 7.25 Five of the 12 marketed employment sites are at Eurocentral. Not all of these sites are within the Category A employment land supply. 7.26 A number of these marketed sites are very large and are suited to single large occupation or a developer led project. It may be difficult for local businesses or developers to invest in these marketed sites without a lead developer firstly servicing the land and creating plots. Employment Land Transactions and Development 7.27 Market evidence of employment land transactions confirms an active market in North Lanarkshire. According to CoStar, 14 sites totalling 113.14 acres (45.8 ha) have been sold for employment use since January 2019, averaging approximately 2 each year. 7.28 A notable number of the site sales are for developers for speculative industrial schemes. These include developments are both private and public sector including sites being developed by Fusion Assets Ltd at Gartcosh and Ravenscraig. Page 134 of 178
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Page | 38 8.1 As outlined in Section 7, there are 51 Category A sites currently available located within Strategic Business Centres. As part of the work undertaken by Ryden LLP, a desktop site assessment of each of these sites was undertaken. Ryden LLP also provided summary comments for 16 Category A and 1 Category B site located with Local Business Centres. 8.2 Each site was assessed against the following 5 criteria: • A. Strategic Fit – with economic development priorities and re-development policy aims and objectives based on the sites’ status within the Council’s Strategic Business Centres. • B. Transport & Access – access to the strategic road network and quality of public transport and active travel based on online road mapping and access to SPT’s mapping of bus routes, bus stops and train stations. • C. Recent Market Activity/Development – based on the planning history of the individual site, i.e. whether there an active planning consent in place and/or if construction has commenced • D. Strength of Demand (local, regional, sectoral) – based on Ryden’s understanding of market demand across the area • E. Constraints – whilst Ryden did not consider the full range of potential constraints it has used desktop information to consider any environmental designations based on NaturScot’s site link, flood risk based on SEPA flood maps, Coal Authority High Risk Development Areas, derelict land and dereliction categories from the Council and anything else noted from a satellite view of the site. There are a small number of sites where was possible to make comment on utilities and ground conditions but this information was not available for all sites but could be further investigated. The review of constraints data seeks to determine if there are certain conditions which require further investigation before development can be brought forward. 8.3 Each of the five criteria was assigned a score to evaluate the sites. Criteria A, B, C, and D were scored positively, with a maximum of 5 points available for each. Criteria E. Constraints, however, was assessed as a negative figure. This negative score was then subtracted from the total positive score from the other categories. This means a site could achieve a maximum positive score of 20 points (5 points for A + 5 for B + 5 for C + 5 for D + 0 for E). 8.4 The overall results of the desk assessment were: • 6 sites scoring 16 or above – these sites generally possess excellent strategic fit, transport links, high market demand, and either have low constraints or constraints that are being successfully mitigated as part of an active development scheme. • 38 sites scoring 11-15 points – these sites tend to have strong fundamentals, i.e., strategically important, good accessibility etc are weighed down by physical constraints. These sites may need targeted intervention to become fully deliverable. The volume of sites in this category confirms this is the core supply which must be unlocked. 8.0 Employment Land Supply and Sites Assessment Page 135 of 178
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Page | 39 • 7 sites scoring 10 points or under – these sites tend to have multiple weaknesses which make commercial development unviable in the current market conditions. The council will require to review their future allocation potentially under Category D of the employment land supply. 8.5 The average total score of all ranked sites is 12.9 points. The average score across the various categories is: • Strategic Fit = 4.3 • Transport & Access = 3.5 • Recent Market Activity/Development = 3.4 • Strength of Demand = 3.9 • Constraints = -2.2 8.6 The detailed site assessment of the 51 Strategic Business Centre sites confirms that the Category A employment land supply in North Lanarkshire suffers from a deliverability challenge rather than a lack of inherent market interest. 8.7 The average site score of 12.9 points is constrained by a dominant negative deduction for constraints (average -2.2 points), despite high scores for Strategic Fit and Market Demand. This indicates that while the right locations are generally allocated, many sites are not market-ready. The majority of sites assessed fit into the mid-scoring bracket of 11-15 points and therefore this represents core supply which must be unlocked. 8.8 As part of the action plan for this strategy, further analysis will be undertaken on the site assessments to further assess and verify the scores and to undertake a more detailed locational analysis and trends identify any trends. This exercise will also assist in prioritising sites where further intervention is required. Consultation with Landowners 8.9 A stakeholder consultation was also undertaken by Ryden with several owners/developers of employment land. 8.10 The consultation exercise confirmed that North Lanarkshire's industrial sector retains strong fundamentals - excellent connectivity and value compared to the wider UK - which still attracts institutional investment, despite a potential softening of acute demand. 8.11 Meanwhile, the office market has seen structural change as a result of the post-Covid rise of homeworking which has resulted in organisations reviewing their office requirements. This has generally led to a decrease in demand for older town centre stock in the area with modern, flexible out-of-town space in the area becoming more favourable. 8.12 Developers noted the viability gap which exists on employment sites, particularly larger sites where intervention has been required. Planning and infrastructure delays were also noted as development constraints. Page 136 of 178
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Page | 40 9.1 As outlined in the previous sections, North Lanarkshire has low levels of industrial vacancies and whilst having a large stock of employment land, that land is subject to a number of constraints. 9.2 Moving forward, there is a requirement for the council to re-examine its existing sites and consider additional sites which could assist in identifying a long-term sustainable employment land supply. These sites could be allocated within the next Local Development Plan. In addition, the council can consider if there is merit in reserving sites for specific sub-sectors within its next Local Development Plan. These processes may identify new sites or may identify existing sites which have been remediated, reclassified or made more accessible. 9.3 The following are areas which could be considered and will form part of the actions plan accompanying this Strategy: 9.4 Vacant & Derelict Land Register Review – there are a number of Vacant and Derelict Land sites within the Council’s employment land supply however an annual cross check may identify further sites worth closer examination. For example, in the 2025 Register there are noted to be 4 sites with a preferred use of Business Class or Other General Industry which are not currently part of the Employment Land Supply or shown in the current Local Development Plan for this preferred use. Additional sites will require to be closely assessed given the development constraints which may exist. 9.5 Greenbelt Review – National Planning Framework 4 requires green belts to be reviewed as part of Local Development Plan preparation and North Lanarkshire Council will shortly commence its review on the topic. The Review will determine if current greenbelt boundaries still serve their purpose or if any designations need adjusting for housing or commercial needs. 9.6 Local Development Plan Call for Ideas – in early 2026, the Council will issue a Call for Ideas which is essentially a consultation exercise where residents, organisations and/or developers can suggest potential sites for development and share ideas to help shape future land use and policies for the area. These submissions may help identify new employment sites worthy of further examination. 9.7 Regional Spatial Strategy (RSS) Strategic Employment Locations – as the Glasgow City Region prepares for the Regional Spatial Strategy, it will review its strategic employment locations. North Lanarkshire’s importance from a regional perspective has been highlighted and therefore its substantial land supply is likely to play a key role. 9.8 Infrastructure Led Opportunities – Major public sector infrastructure investment including new roads such as the East Airdrie Link Road and potentially Clyde Metro can be leveraged to create and validate new employment sites. It may also enhance the accessibility of existing sites (improving their effectiveness score). 9.9 Re-assessment of non-Category A sites – this would involve a targeted review of non-Category A sites currently in the employment land supply to determine if they can be upgraded to Category A status. Sites currently classified as Category B (5) or C (19) should be re-assessed if there has been a significant change in circumstances since 9.0 Additional Employment Land Requirements and Reserving Land for Specific Purposes Page 137 of 178
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Page | 41 their last review. Key triggers for assessment could include the resolution of previously identified constraints, enhanced access due to infrastructure projects, evidence of new developer interest or planning activity or a lack of development activity on sites being held for specialised purposes. 9.10 Reserving Land – there are a range of land-hungry uses which are currently actively seeking sites. North Lanarkshire has become a target location for some of these purposes including data centres, battery storage, whisky maturation and open storage. Consideration could be given in the next Local Development Plan to reserving sites for some of these growing sub-sectors. The following table highlights some of these uses: 9.11 In addition, North Lanarkshire has seen growth from the logistics sector and there is also growing interest through the Glasgow City Region Investment Zone and wider funding to grow and attract advanced manufacturing within the region. 9.12 Data Centre Site Reservation - There has been considerable interest in data centre investment within North Lanarkshire reinforced by the recent announcement of the Lanarkshire AI Growth Zone in North Lanarkshire. Interest in date centres ranges from small to hyper-scale facilities.. There is an opportunity for the council to define data centre search criteria and identify areas of future opportunity within the next Local Development Plan. 9.13 For any site reservation for any use, there will need to be regular reviews to ensure the land does not remain idle should market conditions and trends change. Page 138 of 178
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Page | 42 10.1 The age profile of North Lanarkshire’s employment stock, and in particular its extensive industrial stock of c.30 million sq. ft., means that refurbishment is an increasingly important element of market activity, alongside new development. However, not all older stock will be financially viable to refurbish and at present there is no regular public sector funding stream to support refurbishment. 10.2 While property age is not a definitive guide to obsolescence, it provides an important indicator of possible physical obsolescence of the fabric and services and may also signal the potential for functional obsolescence where a property’s height, layout, external spaces, construction type and, crucially, energy efficiency do not meet market needs. Notably however, much of the industrial stock in North Lanarkshire was built as standard units on planned estates in accessible locations, meaning that refurbishment to extend the building life and improve its market appeal is an option. Moreover, landlords and investors are increasingly seeking minimum energy efficiency standards to meet their own Environmental Social and Governance (ESG) standards as well as prolonging asset life, aligning with increasingly discerning occupiers. 10.3 Forms of refurbishment can vary greatly, from regular maintenance, through reinvestment of dilapidations monies at lease ends, to retrofitting (upgrade of fixtures and systems) and full refurbishment (stripping back to the building frame and replacing fixtures, energy efficiency investments, cladding, roofs, windows). 10.4 While 31% of North Lanarkshire’s industrial stock is modern (built after 2000) approximately 30% is 45 years or older. Not all industrial buildings are capable of refurbishment, and some pre-1970s public sector estates may be constrained in terms of layout, unit height and configuration, and construction materials. Likewise, older factories built around specific industrial processes may be more difficult to adapt and upgrade for new use. 10.5 Office stock across North Lanarkshire is also a consideration however the majority (54%) is from the 1990s and 2000s and may be more readily maintained and upgraded (although wholesale refurbishments may be required for some). There is also clear evidence of the permanent removal of obsolete office stock, particularly from town centres including some prominent larger blocks in Cumbernauld. 10.6 Energy efficiency can typically be a motivator for property refurbishment, alongside physical condition. A pilot review of available Energy Performance Certificate (EPC) data in North Lanarkshire by Ryden LLP, infers that approximately two-thirds of North Lanarkshire properties identified would fail to meet a reasonable standard of an A-C rating; this improved to c.1/3rd when the method changed to take account of renewable energy – but would rise to c.2/3rd again under an asset method. This is consistent with the age profile of the stock whereby approximately half is at least 35 years old, and some is significantly older. 10.7 The analysis undertaken identifies the high level stock age and example of older and refurbished properties. While North Lanarkshire has a lower proportion of aged industrial stock and potentially a higher refurbishment rate than some other local authority areas, a comparatively high volume is older and less efficient for modern occupiers. 10.0 Refurbishment of Existing Stock Page 139 of 178
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Page | 43 10.8 This initial pilot exercise has highlighted locations of older stock backed up by low EPC ratings, while also identifying building warrant activity and, importantly, twenty completed industrial property refurbishments. This exercise provides the basis to carry forward increased data-mining of EPCs and match with stock data and planning/building control data to both monitor refurbishment activity and assess future market needs and viability. 10.9 Further exploration of funding mechanisms to support the refurbishment of viable sites is required and will be a key action of this Strategy. Page 140 of 178
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Page | 44 Business Support 11.1 To support local businesses, the council delivers a range of business support services to new and existing businesses, key industry sectors and businesses with plans to expand within or locate into North Lanarkshire. This support includes delivery of the Business Gateway Lanarkshire service, an expert help consultancy framework, grant funding programmes, key sector engagement and action plans, and direct support to inward investors and businesses with requirement for land or premises to set-up, grow or expand. 11.2 The council also delivers a comprehensive employability service which provides bespoke support to those seeking employment and employers looking to recruit locally. 11.3 Through the Brighter Futures Programme of Work, activity is also underway to identify skills pathways and programmes linked to key sectors and areas of skills demand with work currently focussed around construction, health and social care and digital skills. Close connections also exist with North Lanarkshire schools to support the development of the young workforce and to prepare young people for the world of work Attracting Investment to the Area 11.4 The council offers a multi-channel approach to attracting inward investment to the area and supporting investors to invest in North Lanarkshire. This activity is focussed around 4 key areas: • The delivery of the Council’s inward investment activities and campaigns; • The provision of a single point of contact for investors and businesses with plans to locate into or expand within North Lanarkshire; • The provision of land and property searches free of charge; and • The delivery of an innovative a multi-disciplinary pre-application service for businesses and agents who are preparing to submit major or significant local planning applications. Inward Investment Activities and Campaigns 11.5 North Lanarkshire has a bespoke “Invest In North Lanarkshire” website which can be found at: https://www.investinnorthlanarkshire.co.uk/ This is a dedicated web-portal designed to showcase North Lanarkshire as a location to do business and to attract investment. A key action within this strategy will be to extend the scope of the website to include more details on potential investment opportunities/ available sites. 11.6 A series of targeted videos and digital campaigns are delivered linked to the website to promote North Lanarkshire as a place to invest and do business. The videos highlight recent investors to North Lanarkshire outlining why they chose North Lanarkshire and detailing the support they receive. 11.7 The communications plan also includes the sharing of good news stories through press releases to promote North Lanarkshire. 11.8 From 2026, stronger connections will be made to the new Scottish Government Invest Scotland Portal to showcase North Lanarkshire sites and properties to a wider market. 11.0 Business Support and Inward Investment Page 141 of 178
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Page | 45 Single Point of Contact 11.9 For industrial land and property enquiries to North Lanarkshire Council for sites and properties, a relationship managed approach is adopted. Enquiries are allocated a key contact who works with them to ensure a joined-up approach and to provide connection to key council services and local partners. 11.10 As well as co-ordinating relationships and making connections to statutory functions such as planning, building control, licensing, non-domestic rates, environmental health and trading standards, this also includes introduction to services who can support employability and skills, and links to schools. 11.11 As well as working alongside internal colleagues, this involved adopting a working with colleagues in Scottish Enterprise, Skills Development Scotland, New College Lanarkshire, Scottish Development International and other organisations to ensure investors benefit from the wide range of support available across all agencies. Provision of Land and Property Searches 11.12 The Council has access to a number of data sources to assist business and investors to find suitable land and property in North Lanarkshire. This includes enquiries to the council’s own property portfolio through North Lanarkshire Properties, sites and properties through Fusion Assets Ltd and through a wider external property search database. Invest NL – Pre-Application Service 11.13 In order to support, facilitate and accelerate development, the Council has introduced a multi-disciplinary pre-application service for businesses and agents who are preparing to submit major or significant local planning applications. Through this paid- for service, the council aims to work with businesses and their agents at an early stage to improve the quality of proposals for development in North Lanarkshire. 11.14 The service seeks to provide feedback on proposals in order to save applicants time, costs and help optimise the potential of their development projects. The principal aim is to support the delivery of good quality proposals for development in line with the Local Development Plan. 11.15 To help identify any potential issues at relevant stages, the Council has developed a series of Gateway checks. At each Gateway, advice is provided as to what could be carried out to improve the quality of a submission. The council will also make it clear where a proposal is unacceptable due to conflicts with policy or guidance. 11.16 The following key council services support the dedicated Invest NL Team through pre- application face to face discussions with businesses and agents: • Planning • Infrastructure and Transportation • Environmental Health • Building Standards • Economic Development • Assets and Procurement (Estates) Page 142 of 178
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Page | 46 11.7 The above activities are focussed around providing comprehensive support to new and existing businesses within North Lanarkshire seeking support to grow and expand, and to businesses looking to invest in North Lanarkshire. These activities will be closely aligned to the Business and Industry Strategy to improve enquiry handling and monitoring, increase the promotion of key sites and investment opportunities, and continuously improve support delivered those interested in them. Page 143 of 178
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Page | 47 12.1 North Lanarkshire is the fourth largest local authority area in Scotland by population and home to over 8,500 businesses. It is strategically located in the centre of Scotland with strong and improving connectivity. The area has a large employment land allocation and a range of major business hubs and industrial parks which are of regional significance, as well as 8 town centres and numerous local employment centres. 12.2 Attracting new investment and growth to the area through encouraging more businesses to set-up, supporting existing businesses to expand and supporting businesses to locate in North Lanarkshire is critical to provide employment opportunities and to address some of the economic, social and labour market challenges faced. 12.3 Whilst there continues to be significant private sector investment and economic growth in North Lanarkshire, current market conditions and site constraints make it unlikely that the private sector alone will be able to deliver the steady supply of modern, high quality business premises required to attract and retain new and growing businesses and investment to North Lanarkshire. 12.4 As well as the existing sites and the existing stock of industrial and office properties, a steady supply of developable employment land is essential to enable the employment property markets to function and to accommodate new investment and growth in the area. 12.5 The largest share of businesses in North Lanarkshire are in Construction, Wholesale/Retail, and Transportation and Logistics and these sectors will continue to be major users of Class 5 and Class 6 land and property. A number of specific, high- value economic sectors and place proposals with be relevant to the employment land supply and growth sectors moving forward including advanced manufacturing, AI, digital technologies and clean energy are likely to feature as key sectors seeking sites and properties. 12.6 Strategic Business Centres along the M8 corridor continue to absorb the majority of market demand, validating their role as the primary job creation areas. Infrastructure investments in the area will form part of future demand potential. Eurocentral is particularly dominant with consistent speculative development, signalling its status as a prime national logistics location. However, the wider land supply is becoming tighter and future growth in the area hinges on the success of 3 highly strategic, large-scale brownfield sites: Mossend, Ravenscraig and Gartcosh, and their potential for major, high-value projects. 12.7 Locational analysis carried out by Ryden LLP has flagged a lack of market activity in some of North Lanarkshire’s Local Business Centres. Reasons for this could include obsolescence, competition from newer stock in prime locations, and/or land constraints. A lack of new or modernised supply can make it challenging to service the churn of small, local businesses and start-ups, and to support growth and attract new investment. 12.0 Conclusion and Summary of Next Steps Page 144 of 178
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Page | 48 12.8 The Ryden Assessment summarised North Lanarkshire’s land and property market needs as follows: Page 145 of 178
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Page | 49 Next Steps 12.9 Based on the objectives set-out for the Business and Industry strategy, and the baseline assessment undertaken, the following are key areas of action that will be taken forward. A more detailed action plan will be developed. 12.10 The Business and Industry Strategy and action plan will evolve over the next ten years as market conditions and demand for land and property continuously evolve. To recognise this, the action plan will be reviewed annually and updated with more specific actions as sites and properties are identified. Governance 12.11 In relation to governance for the Strategy, the strategy will report to the Enterprise and Fair Work committee. It will also report to the Transforming Spaces Programme of Work Board. 12.12 At an operational level an operational working group will be established to take forward key actions, monitoring and reporting. A Terms of Reference for the Business and Industry Working Group will be established. The Group will be chaired by the council’s Enterprise Manager and will include representation from: • Planning and Place • City Deal and Regeneration • Enterprise Development • Business Gateway • Fusion Assets Ltd • North Lanarkshire Properties LLP • Assets and Procurement Solutions • Finance and Technology 12.13 Additional officers will be co-opted as required to support key actions identified from other services. External organisations and stakeholders will also be invited to attend meetings as appropriate. Marketing and Promotion of North Lanarkshire 12.14 The actions proposed seek to increase the marketing and promotion of North Lanarkshire and its sites and properties as a location to invest and do business. 12.15 A marketing and communications plan will be put in place to ensure a multi-channel marketing approach is undertake with associated PR and social media. This will include: • A social media plan • Case studies including video case studies • Updated Invest in NL Prospectus • Area wide and site-specific marketing campaigns • Press releases • Stakeholder Engagement Plan • Promotion of the Glasgow City Region Investment Zone and sites/support for advanced manufacturing Page 146 of 178
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Page | 50 12.16 The current Invest In North Lanarkshire website (www.investinnorthlanarkshire.gov.uk) will be enhanced to include a more functionality and information about available sites and properties. 12.17 An improved enquiry handling system will be implemented to share information on enquiries received for land and property through all the services (Enterprise Development, Business Gateway, Fusion Assets, North Lanarkshire Properties, Assets and Procurement and Planning) and where possible partners and external agencies/landlords. This will enable improved market intelligence, mapping and monitoring of requirement and sizes of land/property requests, sectors and geographic locations to be undertaken. Where enquiries are unable to be satisfied, this will also create fuller picture of gaps within the current portfolio to meet ongoing demand. Further Mapping and Review of Employment Land Sites and Properties 12.18 Following the assessment work undertaken by Ryden LLP. Work will be undertaken to review their site assessment and further rank the sites identified around size, location and deliverability. This will identify any further policy actions or interventions required. This will include utilising GIS to map sites, available properties and enquiries to support understanding of constraints, locational analysis and demand. This will also consider the remediation and servicing requirements of those sites in more detail. 12.19 North Lanarkshire continues to hold the highest amount of Vacant and Derelict Land in Scotland. review of Vacant and Derelict Land will be undertaken to prioritise sites for action. 12.20 North Lanarkshire Properties LLP is due to undertake a review of its portfolio of properties between 2026 and 2030. This provides an opportunity to align this review with information on private sector industrial property and office/business space vacancies, demand, viability and conditions. 12.21 Ryden LLP considered the extent and role of property refurbishment. Consideration will be given to establishing systems to monitor refurbishment activity through information on planning applications, building warrants and Energy Performance Certificates. This will assist in monitoring refurbishment activity and assessing future market needs and viability. 12.22 The identification of a supply of deliverable employment land is a key element of the next Local Development Plan. The baseline information and outputs from the Strategy will inform the process of identifying any additional land allocations following the call for sites in early 2026. 12.23 Following the recent AI Growth Zone announcement, the working group will consider the allocation and make recommendations for the allocation of further sites for specific “land hungry” uses including battery storage and data centres. This will also align with the Landscape Sensitivity to Renewables Development assessment which is being carried out. 12.24 Identification of potential sites for the creation of a pilot Estate Action Plan Area will be considered. This will enable a more in-depth analysis and appraisal of a specified geographic location which requires closer attention in relation to constraints on Page 147 of 178
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Page | 51 available sites, vacancies, the opportunity for new build industrial or office space, and the suitability of its current industrial or office stock. Working with landowners, tenants and agents, options for regeneration, investment or re-use of the area would be considered alongside a plan to identify potential funding and actively promote and market the area for investment. This could also enable consideration of the establishment of Business and Industry Masterplan Consent Areas for areas identified. 12.25 In respect of town centre office provision, an Audit and Demand Analysis will be undertaken for vacant office space within North Lanarkshire’s town centres to help develop a strategy for the repurposing of this space. Funding and Business Support 12.26 Currently inward investment and property enquiries to the Enterprise Team receive a dedicated officer to handle their enquiry and make referrals to wider services and stakeholders. The business support offered will be tailored to individual requirements and this will be monitored to identify trends and to refine and improve the offering. 12.27 The Invest NL pre-application planning service will continue to be delivered with the service seeking continuous improvements to the model to meet customer demands and improve service delivery. 12.28 The Strategy presents the opportunity to use the baseline information and ongoing assessment to engage with organisations such as the Scottish Futures Trust, Glasgow City Region, the Scottish Government, and the National Wealth Fund to explore potential sources of funding and innovative funding models to delivery and scale-up activity, and to support the development of business cases. The exploration of opportunities will be an early action. Page 148 of 178
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North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref Date 20/02/26 Lanarkshire AI Growth Zone From Pamela Humphries, Chief Officer (Place) E-mail weiry@northlan.gov.uk Telephone Yvonne Weir 07508 001238 Executive Summary This report provides the Enterprise and Fair Work Committee with details of the background to AI Growth Zones and the recent announcement of North Lanarkshire as the location for Scotland’s first AI Growth Zone. The report outlines the benefits the Lanarkshire AI Growth Zone could bring to North Lanarkshire through the proposed £8.2bn investment including 3,400 jobs and a £543m Community Fund for North Lanarkshire and outlines the next steps the council will take to maximise the benefits of the investment. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Acknowledge the update regarding the AI Growth Zone designation and the potential benefits the planned investment could bring to North Lanarkshire and its residents. (2) Note that further updates will be presented to future committees, and through members’ briefings as further details become available and proposals are developed. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (4) Market and promote North Lanarkshire as the place to live, learn, work, invest, and visit Programme of Work All Programmes of Work Item 7 Page 149 of 178
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1. Background 1.1 In January 2025, the UK Government published an independent report entitled AI Opportunities Action Plan. This contained a series of recommendations to ramp up and capture the opportunities of AI to enhance growth and productivity and create tangible benefits. 1.2 A key component of this Plan was the recommendation to establish AI Growth Zones to facilitate the accelerated build out of AI data centres and to lay the foundations to enable AI. This was accompanied by a range of other actions including unlocking data assets, expanding AI skills and talent pools, and enabling safe and trusted AI development and adoption through regulation, safety and assurance. 1.3 In its response to the Independent Report, the UK Government committed to create AI Growth Zones which would be areas with enhanced access to power and support for planning approvals, to accelerate the build out of AI infrastructure in the UK. The first site was announced at Culham in England along with the commitment to set out a process by Spring 2025 to identify and select further AI Growth Zones. 1.4 In February 2025, the Department of Science, Innovation and Technology (DSIT) invited local authorities, regional authorities and industry to identify sites which they considered to be good candidates for data centre development and be identified as an AIGZ. The deadline for the expressions of interest was 28 February 2025. There was particular interest in areas where redevelopment of post-industrial sites could bring new investment and high-skilled jobs, and where there was scope to support low- carbon power generation and energy storage solutions. North Lanarkshire Council submitted a general non-site-specific Expression of Interest for this deadline. 1.5 The formal application process for AI Growth Zones opened on 30 April 2025. There was no closing date for this process although early applications were actively encouraged by May 2025 for consideration in the summer of 2025. Regional authorities, local authorities and industry were invited to apply for the development of AI Growth Zones that could: • drive innovation • create high-skilled jobs • strengthen the UK’s position as a leader in AI 1.6 AIGZ applications are considered against 4 key criteria: 1.6.1 Technical Feasibility – A key component of this criterion is power availability whereby sites must be able to demonstrate access to at least 500MW of power capacity by 2030. Sites also must demonstrate sufficient access to water and strong, reliable and readily available digital connectivity. They are required to have a minimum of 100 acres of land available for the construction of AI Infrastructure by 2028. In addition, sites must either have existing planning permission, or a robust and deliverable plan to secure full planning consent by 2028. 1.6.2 Delivery Feasibility – This criterion considers regional power impact, the delivery team and execution, and evidence of local support from local authorities and a willingness to work collaboratively with government and partners to meet ambitious delivery timelines. Page 150 of 178
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1.6.3 Local Impact – This criterion considers regional ecosystem impacts and development plans, local benefits (including job creation, investment in local infrastructure or community assets, delivery of training and education programmes for local residents, and the regeneration of brownfield or underutilised sites), and local carbon energy solutions. 1.6.4 Level of Government Support requested whereby applicants are asked to set out specific asks of government that would be the proposed AIGZ viable. 1.7 The UK Government also published a Policy Paper – Delivering AI Growth Zones on 13 November 2025. This paper sets out the mechanisms that will be available to support the development and roll-out of AIGZs. Further detail of this is provided in Section 2 of this report. 1.8 On 29 January 2026, the Lanarkshire AI Growth Zone was announced supporting DataVita Ltd’s proposal for the expansion of their existing date centre site in Chapelhall. This is the first AIGZ announcement in Scotland. The other 4 sites which have been announced to-date are: South Wales (20 November 2025), North Wales (13 November 2025), North-East (16 September 2025) and Oxfordshire (30 April 2025). 1.9 In addition to the DataVita site, there has and continues to be considerable interest in North Lanarkshire as a location for data centres and AIGZs given the availability of land for development, strategic sites, good transport and digital connectivity alongside access to skilled labour. 2. Report Lanarkshire AI Growth Zone 2.1 On 29th January 2026, the Lanarkshire AI Growth Zone was announced as DataVita Ltd’s North Lanarkshire site in Chapelhall. The Lanarkshire AI Growth Zone represents an £8.2bn investment which is forecast to deliver up to 3,400 jobs and a £543m Community Fund for North Lanarkshire. 2.2 The DataVita development brings together three connected elements: 500MW of AI- ready data centre capacity, more than 1GW of privately wired renewable energy infrastructure, and purpose-built Innovation Parks aimed at attracting next-generation industries. It is forecast that more than 3,400 jobs will be created across construction, data centre operations, renewable energy, and AI-related roles. 2.3 DataVita is planning to develop 500MW of hyperscale data centre capacity designed specifically for AI workloads. The facilities will operate using closed-loop cooling systems with near-zero water consumption and, in relation to energy efficiency, are expected to achieve a power usage effectiveness (PUE) of 1.15. 2.4 As part of their proposals, DataVita plan to deliver more than 1GW of renewable energy capacity, including wind, solar, and battery storage, through private wire connections directly linked to their data centres within the AIGZ. The system will be grid positive, exporting excess clean energy back to the national grid. Page 151 of 178
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2.5 The proposals include dedicated Innovation Parks, providing physical infrastructure for emerging industries. Facilities will include laboratory space, robotics research environments, and advanced manufacturing units which will be designed to attract companies and researchers who require close access to large-scale AI compute, creating an ecosystem where the anchor investment supports new businesses and generates hundreds of additional jobs in the region. 2.6 A central part of DataVita’s proposal is a commitment to deliver long-term benefits for local communities. A Community Fund will be established to provide up to £543 million to North Lanarkshire over the next 15 years. Based on the full operation of the site, this would be c£36m per annum. This funding will support skills and training programmes, local charities, and community initiatives. It is proposed that the fund will be overseen by an independent board with local representation. 2.7 Additional commitments include 50 apprenticeships and the creation of an AI Venture Fund to support Scottish startups, and a further £1m of annual charitable giving. Next Steps 2.8 In order to deliver and maximise the impact and reach of the AIGZ for North Lanarkshire and indeed the wider Glasgow City Region and Scottish economy, effective partnership working between the public and private sector is required. 2.9 The council has a significant role to play in the AIGZ. The first is as the planning authority to determine the planning application(s) and other consents such as building warrants. The proposals are subject to the full statutory planning process and statutory consultees will be fully consulted ahead of any final decision. Neighbourhood notifications will also be carried out and the proposals fully advertised. Given the scale and complexity of the planning application(s) plus the AIGZ requirement to secure planning permission(s) by 2028, additional resources have been identified to support the significant additional workload that the AIGZ applications will generate. 2.10 A major component of Datavita’s AIGZ proposal is the delivery of large-scale renewables that will directly link to and power the data centres and potentially generate additional power capacity. The proposals for the renewables, which includes over 1,000 acres of dedicated renewable generation directly adjacent to DataVita’s data centres, will also be subject to statutory planning processes and will likely be determined by the Scottish Government’s Energy Consent Unit, rather than the council, who will be a consultee. 2.11 Separate to the planning process, work has commenced to establish mechanisms to maximise the social and economic benefits the AIGZ can bring to North Lanarkshire. This will require close co-ordination internally and externally across key services, communities, businesses, stakeholders and the Scottish and UK Governments. 2.12 An internal working group has been created to look at these aspects and will consist of senior officers across all relevant services of the council. External partners will also be engaged and consulted as workstreams move forward. 2.13 At a Scottish level, there will be close working relationships with the Scottish Government and its relevant Directorates alongside national agencies including Scottish Enterprise, Scottish Development International and Skills Development Scotland. From an educational perspective, this will include engagement with further and higher education institutions and Education Scotland. Page 152 of 178
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2.14 There also will be considerable opportunities for the construction sector given the scale of the proposed development. In addition, there is scope to consider how heat generated and excess power from the AIGZ can be utilised to support and enhance local infrastructure including potential for community heat networks, and connections to the new Monklands Hospital. 2.15 There will be close liaison with the UK Government. Through the Delivering AI Growth Zones Policy Paper, the UK Government has set out measures to support areas to achieve AIGZ ambitions. These include: • Supporting the acceleration of grid connections by prioritising AIGZs by reserving and reallocating grid capacity. • Establishing a pricing support mechanism in relation to energy prices. • Working with the Scottish Government to reduce planning barriers for AI Growth Zone sites in Scotland. • Launching the national TechFirst Programme to build an AI-native workforce. • Investing up to an initial £5 million per AI Growth Zone at a local level, working with local areas to design tailored schemes to realise local economic benefits from Growth Zones and boost AI adoption in local communities. These funds will be used to accelerate economic growth, boost local research and development in AI-related sectors, and support the successful commercialisation and scaling of local start-ups in the tech and AI sector. • Launching an AI Growth Zone Delivery Unit to act as a single point of contact for investors and developers interested in partnering on delivering AI Growth Zones. • Exploring opportunities with the National Wealth Fund and UK Export Finance to provide co-financing for AI Growth Zones that unlocks private investment. 2.16 In England, local authorities are able to retain 100% of business rate growth in AIGZs for the next 25-years, which in turn can be used to improve local public services. The Scottish Government is currently exploring the potential for a similar scheme in Scotland. If approved, this could bring substantial additional investment to North Lanarkshire. 2.17 As well as supporting the development of the Lanarkshire AIGZ, the council will continue to work with other interested data centre providers and investors to maximise the opportunities the growth in AI and interest in North Lanarkshire as a key location could bring. 3. Measures of success 3.1 To maximise the benefits the AIGZ can bring to North Lanarkshire. 4. Supporting documentation 4.1 Data Vita’s AI Growth Zone web site: Lanarkshire AI Growth Zone | Scotland’s First Official AI Growth Zone Pamela Humphries Chief Officer (Place) Page 153 of 178
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? A full assessment will be carried out and published in due course. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Areas with AIGZs can attract up to £5m of additional investment from the UK Government but there is no detail yet regarding how this funding would be disbursed. There is also potential for business rates retention, although this has not yet been confirmed. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 154 of 178
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Improved digital and AI data centre infrastructure and opportunities for AI adoptions, jobs, skills and business innovation and R&D. Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Environmental impacts and mitigations will be fully considered as part of the statutory planning process. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A full communications plan will be established by the internal working group. Communication will also be undertaken as part of the statutory planning process. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? A full risk register will be established by the internal working group and monitored in line with council standards and processes. There is a risk that the proposals will not secure the necessary consents (from the council and Scottish Government) within the required timeframe which could put the AI Growth Zone status and related investment at some risk. Additional resources are being recruited to support the consent processes and internal governance processes are being put in place to co-ordinate and effectively manage the consent process within the council through the Invest NL ‘one team’ approach. Page 155 of 178
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). Opportunity to reshape curriculum and skills training around AI and related digital skills. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 156 of 178
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North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref (AG/PK) Date 20/02/26 Routes to Work Ltd Action Plan - ALEO Review From Alison Gordon, Chief Social Work Officer (Education, Families, Justice & Integrated Practice) E-mail gordonal@northlan.gov.uk Telephone 01698 332001 1. Background 1.1 In setting its budget on 15 February 2024, the Council instructed a series of service reviews be undertaken to ensure its remaining ALEOs (Fusion Assets Ltd, North Lanarkshire Properties LLP and Routes to Work Ltd.) continue to effectively contribute to the delivery of the Council’s strategic priorities and The Plan for North Lanarkshire. Executive Summary In 2024, a series of service reviews of Council ALEOs were initiated to fully assess all aspects of the performance and alignment of the three ALEOs. These reviews provided detailed assessments of the ALEOs contributions to the delivery of the Council’s strategic priorities and The Plan for North Lanarkshire. The outcome of the ALEO Review was reported to Policy & Strategy Committee on 13 March 2025 and identified 13 areas for future development within Routes to Work Ltd. under 4 key themes. In line with the recommendations agreed by the Policy and Strategy Committee, an action plan was developed by Routes to Work Ltd to address the areas identified by the review. The functions delivered by Routes to Work Ltd. on behalf of the Council fall within the Terms of Reference of the Enterprise and Fair Work Committee and the action plan is provided within this context at Appendix 1. Recommendations It is recommended that the Enterprise & Fair Work Committee: (1) Acknowledges the Action Plan that has been developed to take forward the recommendations of the ALEO Review for Routes to Work Ltd. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Item 8 Page 157 of 178
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1.2 The Legal Manager (Democratic and Resources) chaired a newly established ALEO Review Board, with client leads for individual ALEOs tasked with ensuring review activity was aligned to standard assurance requirements. Representatives from Business and Digital, Financial Solutions, People Resources and Legal and Democratic Services supported all review activity, engaging with required specialists where necessary. Review leads (or agreed substitutes) formally advised individual ALEOs of the review scope, indicative timelines, engagement milestones, and expected reporting. 1.3 The outcome of the review was reported to the Policy and Strategy Committee on 13 March 2025 and within its agreed recommendations was a requirement for action plans to be developed by each ALEO to address areas identified within the review. 2. Report 2.1 The March 2025 Policy & Strategy Committee ALEO Review report at appendix 2 (c) identified 13 areas for future development within Routes to Work Limited under 4 main themes which are: 1. Strengthen Alignment and collaboration 2. Enhance financial sustainability 3. Build capacity and mitigate recruitment challenges 4. Maximise income generation 2.2 An action plan, attached at Appendix 1, has been developed in consultation with Routes to Work Limited to address the areas identified and recommendations from the ALEO Review and is on the standard format specified by North Lanarkshire Council. The action plan was presented and endorsed by the Routes to Work Limited Board meeting on 18 September 2025 and by the Council’s Corporate Management Team on 28 January 2026. However, work is already underway on implementation of the action plan and updates on progress are provided within the appendix on current progress. 2.3 The action plan represents an initial evaluation of the proposed actions and is designed to be a dynamic document, subject to ongoing review and refinement. Progress will be tracked and reported regularly to the Routes to Work Limited Board, while the Enterprise and Fair Work Committee will oversee the implementation of the action plan through the six-monthly reporting arrangements already in place on performance and finance to this committee on the work of this ALEO. 3. Measures of success 3.1 Measures of success include: • Implementation of the agreed action plan fully addresses the areas identified by the ALEO review • Implementation of the agreed action plan supports the delivery of the council’s strategic priorities and increases the alignment of Routes to Work activities with The Plan for North Lanarkshire Page 158 of 178
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4. Supporting documentation 4.1 Appendix 1 Routes to Work Ltd – ALEO Review Action Plan (December 2025). Alison Gordon Chief Social Work Officer (Education, Families, Justice & Integrated Practice) Page 159 of 178
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 160 of 178
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Managing and monitoring service performance supports the ongoing monitoring of the service’s risk register. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 161 of 178
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Appendix 1 Routes to Work Ltd – ALEO Review Action Plan (December 2025) Action Ref Improvement Area SMART Goal Key Actions Responsible Officer / Team Timescale Resources Required Performance Measure Alignment to NLC Plan RTW01 Strengthen Alignment and collaboration Deepen integration with NLC’s Plan and Programmes of Work - Schedule quarterly strategic review meetings with NLC representatives to assess alignment. - Develop an internal tracking system to map RtW objectives directly to NLC’s evolving strategies. - Assign a liaison officer to maintain continuous communication with NLC on any relevant programme of work changes. RTW – KC & DJ NLC – PK To 31/03/2027 - Time - Up to date information on any changes to NLC Plan - Quarterly meetings held - Tracking system in place - Regular meetings of liaison officer and NLC representative These meetings will regularly tie the actions of the organisation to The Plan for NL and make explicit links, on an ongoing basis, to the POWs. Most often the Brighter Futures and Resilient People. Update: Quarterly meetings established and first has taken place. RTW are monitoring NLC reports and changes to POW to ensure their work complements these. Page 162 of 178
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RTW02 Strengthen Alignment and collaboration Ensure flexible and targeted service delivery (particularly economically inactive, school leavers, restorative justice and mental health initiatives) - Run an engagement team for 2025/26 to support engagement of economically inactive individuals with a six-month review. - Expand health and justice services for 2025/26 delivery RTW – KC & DJ NLC - PK 01/04/2025- 31/03/2026 - Provision included in SLA - Time - Stakeholder involvement - Engagement team in place with review carried out at October 2025 - Increased service provision for health & justice clients; - increased number of clients supported Clear links to Resilient People programme of work – many of those supported by the organisation are also engaged by other Council services which promote inclusion and tackle poverty. Update: All action implemented in last 9 months, review carried out and assessment of numbers of clients being carried out. This is 90% completed. RTW03 Strengthen Alignment and collaboration Ensure branding and communication reflect NLC’s funding and support role - Develop co-branded marketing materials highlighting NLC’s support. - Implement a communication strategy ensuring stakeholders recognise NLC’s contributions. RTW – GRM & CL NLC - PK By 31/03/2026 - Time - Stakeholder involvement - Marketing, promotion and communicatio n expertise - Updated branded marketing materials that highlight NLC’s support - Communicatio n strategy in place and implemented The Brighter Futures programme can be used as the vehicle which supports the integration of RTW branding with that of NLC. Update: New branding developed and to be implemented by end Page 163 of 178
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of March 2026 using NLC ‘Work Here'. RTW04 Strengthen Alignment and collaboration Address any duplication in service delivery - Perform a joint audit of existing skills training programs between RtW and NLC. - Identify any duplication and inefficiencies and provide a strategy to avoid these. RTW – DJ NLC – PK and CL&D By 31/03/2027 - Time - Co-operation of NLC officers in providing a full audit of NLC training programmes - Draft strategy produced to maximise efficiency in provision - Audit completed of skills training programmes across RTW and NLC - There are no duplication or inefficiencies Brighter Futures Board can address any duplication of provision and be used to integrate and align RTW with NLC programmes. Update: RtW already works closely with CLD Adult Learning and Education Pathways Team and are auditing their provision and procurement against the services delivered by NLC. RTW05 Enhance financial sustainability Explore alternative sources of funding - Identify and apply for one or two relevant grant opportunities annually. - Research and assess the feasibility of new income-generating services with other Local Authorities RTW – SMa & KC NLC - PK By 31/03/2026 & by 31/03/2027 - External opportunities available - Time - Brokered introductions - Income received through external grants - Services delivered in other local authorities Brighter Futures supports the co- ordination and integration of external funds for skills and employability. Update: Currently have a 12 month contract in West Page 164 of 178
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Lothian until March 2026/ continue to apply for new areas to deliver. RTW06 Enhance financial sustainability Evaluate cost structures - Conduct a salary and benefits benchmarking study comparing RtW roles with NLC equivalents. - Assess any potential savings for RtW contracted services RTW – GRM NLC – PK By 31/03/2026 & by 31/03/2027 - Time - Benchmark data - Access to NLC salaries / benefits - Information on relative costs / benefits of NLC services (that RTW currently contract) - Benchmarking exercise complete - Potential savings identified This improvement area is shared across the public and third sector in terms of being legally required to ensure RTW achieve Best Value when they perform their day to day activities. Update: RtW have gathered recruitment packs and are working with NLC to get data on similar roles in NLC (they are also looking at identical roles in other Las where their service is delivered in house). RTW07 Enhance financial sustainability Ensure reserves meet operational costs over the short term - Review current reserves against OSCR guidelines & short term operational costs to ensure compliance. RTW – Board, KC & KA NLC – PK and Finance By 31/03/2026 & by 31/03/2027 - Time - OSCR guidelines - Continued compliance with reserves policy - Short term operational costs This is a financial issue for RTW because of its third sector status and its Page 165 of 178
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adequately covered OSCR requirements. Update: Current reserves can fully cover the wind up of the company and meet all contingent liabilities. OSCR rules on excess reserves restrict RTW holding significant amounts more than that. Further discussion planned with NLC finance to establish what is required by NLC. RTW08 Build capacity and mitigate recruitment challenges Address recruitment and retention challenges - Conduct a staff turnover review over the past 4 years and assess any ongoing recruitment challenges - Review and update recruitment incentives, including benefits and career development pathways. RTW - GRM By 31/03/2027 - Time - Data – staff turnover; recruitment challenges, incentives, benefits and career development pathways - Staff turnover trends - Retention of new recruits - Maximised recruitment and retention benefits Brighter Futures supports the co- ordination of recruitment and retention issues. Update: The environment in which this action was developed has changed and recruitment and retention have faded as an issue for the company. Also Page 166 of 178
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given medium term funding challenges in sector this may fade even more. But will be monitored. RTW09 Build capacity and mitigate recruitment challenges Tackle sickness absence issues - Compare RtW’s current absence management rates with NLC’s levels & identify any good practice - Revise the Wellbeing strategy and implement year 1 (this has been superceded by the pursuit of IIP’s We invest in Wellbeing accreditation) RTW – GRM & CL NLC – PK and People Resources By 31/03/2026 and by 31/03/2027 - Time - Access to NLC’s sickness absence rates - Allocation of funds for We Invest in Wellbeing accreditation - RTW Wellbeing group input - Increased attendance rate - Good practice identified and shared - Wellbeing strategy and activities in place - Accreditation from IIP obtained in 3 years Brighter Futures supports the co- ordination of recruitment issues. Update: Work underway to look at NLC rates against RTW (RTW currently 4%). A new wellbeing strategy for staff is being developed and staff have been surveyed in the last 8 weeks to include them in this. RTW10 Build capacity and mitigate recruitment challenges Update workforce skills and capabilities - Implement annual skills audits to assess workforce capability gaps. - Design targeted training programs based on audit results. RTW - GRM By 31/03/2026 & by 31/03/2027 - Time - Skills audit matrix developed - Funds for training programs built into SLA - Skilled and qualified workforce Brighter Futures supports the co- ordination of skills development and recruitment. Update: RtW have developed a strategic people plan with work Page 167 of 178
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underway to refresh staff training. RTW11 Maximise income generation Leverage accredited SQA centre status - Expand course offerings to include high-demand qualifications. - Form strategic partnerships with local businesses to create industry- specific training programs. - Market the SQA centre to external clients to generate additional revenue. RTW – DJ & KMcL By 31/03/2027 - Time - Funding built into SLA, and training for additional qualifications for skills delivery staff - Intelligence on labour market demands - Focus on marketing activity - Increased number & variety of qualifications delivered - Increased number of industry routeways delivered - Income generated due to external delivery of qualifications Clear and positive overlap with the workstreams within Brighter Futures for future planning. Update: Increased marketing to businesses underway and have begun using SQA with local employers to provide routeways for sectors such as care, retail and hospitality/ security. RTW12 Maximise income generation Target tendering opportunities - Develop a centralised database of upcoming tender opportunities. - Assemble a fully operational process and resource to assess and appraise opportunities - Provide clear responsibilities on bid-writing team RTW – KC, GRM, SMa NLC – PK By 31/03/2026 & by 31/03/2027 - Time - Bid writing expertise for large scale contracts - Stakeholder involvement - Systematic environmental scanning - Clear roles, responsibilitie s, process and tracking in place for responding to opportunities - New large scale or multi year contracts Clear and positive overlap with the workstreams within Brighter Futures for future funding opportunities. Update: This has been achieved for this year with all points Page 168 of 178
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creation and process map the responsibilities - Partner with other organisations (including NLC) to bid on large-scale or multi-year contracts, where applicable. obtained in partnership implemented. To be reviewed in 26/27. RTW13 Maximise income generation Expanded utilisation of Teckal status - Identify key services that could be delivered under Teckal provisions. - Engage with NLC procurement teams to streamline Teckal contract processes. RTW – KC, DJ, SMa NLC – PK & other departments By 31/03/2027 - Time - NLC to identify services across council departments that could be delivered by RTW under Teckal (Education, ADP etc) - Access to NLC procurement personnel - Understanding of Teckal across Council departments - RTW - Planning for additional services e.g. Recruitment - Increase in services delivered by RTW through Teckal exemption - Expansion of RTW delivery to various council departments - Less procurement activity for NLC procurement teams Clear and positive overlap with the workstreams within Brighter Futures for future funding opportunities, which may also be useful for other programmes of work if a non NLC vehicle is needed to apply for funding. Update: Plan in place to establish discussions with relevant persons in Education, Academies and Justice in the first instance as well as link to Social Value Manager. So underway and will Page 169 of 178
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be complete in timescale. Responsible Staff - Key ID Role ID Role KC Chief Executive (RtW) CL Service Improvement Manager (RtW) GRM Depute Chief Executive (RtW) SMa Impact & Growth Manager (RtW) DJ Head of Operations (RtW) KA Finance Manager (RtW) KM Operations Manager (RtW) PK Business Manager (NLC) Page 170 of 178
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North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref PH/PIP Motherwell Date 20/02/26 UK Government Pride in Place Funding - Update From Pamela Humphries, Chief Officer (Place) E-mail humphriesp@northlan.gov.uk Telephone 07939 280710 Executive Summary The purpose of this report is to provide an update on the recent announcement by the UK Government confirming Pride in Place (Phase 2) funding for Motherwell (Forgewood, North Motherwell and Town centre), and for committee to acknowledge the next steps including arrangements for the appointment of a Chair and setting up of a Board. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Acknowledge the allocation of £19.6m Pride in Place funding for Motherwell (Forgewood, North Motherwell and Town centre) and the arrangements that require to be put in place to secure and deliver the investment. (2) Endorse the approach to progressing with the appointment of a Chair and the suggested composition of the Neighbourhood Board that requires to be put in place in line with Pride in Place Programme guidance. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (2) Refocus our town centres and communities to be multi- functional connected places which maximise social, economic, and environmental opportunities Programme of Work Transforming Places Item 9 Page 171 of 178
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1. Background 1.1 The UK Government announced on Friday 12 December 2025 that Forgewood, North Motherwell and Motherwell Town centre had been selected as the 2nd area in North Lanarkshire to receive up to £20m (63% capital/ 37% revenue) Pride in Place Funding over 10 years. 1.2 The Pride in Place Programme is a UK Government initiative providing 10 years of funding to “strengthen local pride, improve community infrastructure, and empower neighbourhoods to shape their future”. 1.3 Phase 1 focused on 75 towns, including Coatbridge. Phase 2 now extends support to 169 smaller neighbourhoods (around 10,000 residents), each receiving £19.6 million over the next decade. 1.4 An initial revenue payment of £150,000 is due to be paid shortly, to support the setup of a Neighbourhood Board and to commence community engagement. This funding can be carried forward into 2026/27. The delivery phase will commence from April 2026, with investment period 1 covering 2026/27 – 2029/30. 1.5 The Funding profile is as follows: Grant £m 25/26 26/27 27/28 28/29 29/30 30/31 – 35/36 Total Capital 0.12 0.67 1.46 1.46 8.72 12.43 Revenue 0.15 0.27 0.69 0.69 0.77 4.6 7.17 Total 0.15 0.39 1.36 2.15 2.23 13.32 19.6 1.6 In line with Pride in Place Programme guidance, a Neighbourhood Board must be established. The Board will be responsible for co-producing a Pride in Place Plan for Foregwood, North Motherwell and Town Centre, which constitutes a 10-year vision and initial 4-year investment plan. 1.7 The council will act as the accountable body for the funds and will support the Neighbourhood Board to develop and deliver a Pride in Place Plan. 1.8 Working with the local MP for the Motherwell, Wishaw and Carluke constituency, the council needs to recruit an independent chairperson to the Neighbourhood Board. The Chair should be “someone who is ‘from’, living or working in the area, holds a prominent role in the community or has a passion for the place”. The chairperson cannot be an elected representative. 1.9 Following this, North Lanarkshire Council and the MP will work with the Chair to recruit members to the Board. Neighbourhood Boards should have a minimum of eight members, with a diverse representation, a majority of which should include local residents. 1.10 In line with Pride in Place Programme guidance, the local constituency MP, MSP and at least one ward councillor will sit on the Board. There must however be more non- elected representatives on the Board than elected members to ensure the Board is ‘resident-led’. Page 172 of 178
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1.11 The Chair, Board membership and ‘default’ boundaries must be confirmed to Ministry of Housing, Communities and Local Government (MHCLG) by 17 July 2026. The Pride in Place Plan and 4 Year Investment Plan should be submitted by November 2026 for approval. 2. Report 2.1 Work is underway to progress arrangements for the successful delivery of the Pride in Place programme in line with the guidance and timeline that has been issued. This includes the collation of current and planned investment priorities and opportunities within the boundary; mapping of existing community groups, voluntary/3rd sector organisations; and engagement with civil servants and the local MP. To date, a briefing note has also been issued to all the local elected members and the MSP. In addition, a local members’ briefing and briefing with the MSP will be arranged to provide an update and outline next steps. 2.2 The immediate priorities are to appoint a Chairperson; progress the establishment of a Board, and commence early awareness raising, community engagement and data gathering. 2.3 The appointment of a Chairperson must be done in conjunction with the MP. A role description and essential criteria have been developed and an Expression of Interest has been issued promoting the opportunity through the Motherwell Community Board, the dedicated Motherwell Pride in Place webpage and the council’s social media channels. 2.4 Should there be more than one suitable candidate, it is proposed that the Depute Chief Executive and MP will interview the prospective candidates and agree a suitable appointment in consultation with the Leader of the Council. 2.5 The Chair requires to be appointed prior to setting up the Board, however in line with the guidance, it is proposed that the Board composition would include: • MP and MSP. • Two elected members (and nominated substitutes). • Community representatives from constituted community organisations. • Local business representatives, which would hopefully include the Motherwell Town Centre manager. • Charitable/ 3rd sector organisations such as The Well Society (Motherwell FC) and Forgewood Co-op. • Chair of Motherwell Community Board. • Young person representative, e.g. MSYP. 2.6 In terms of elected member representation it is proposed to seek nominations from elected members from the three wards that are within the Pride in Place boundary. It is proposed that the elected member representatives and substitutes, will be agreed at Full Council on 2 April. Page 173 of 178
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2.7 Following appointment of the Chair, and development of an information pack outlining the role of the Board and, it is proposed to invite Expressions of Interest from anyone interested in being involved with the Neighbourhood Board, either as a member or involved in focus groups or sub groups. Every effort will be made to ensure the Board membership as well as any sub groups established, are as diverse and inclusive as possible, and representative of the local communities they serve. 2.8 The involvement of young people in the development of the Plan will also be a key priority and early engagement with local head teachers and Community Learning and Development team will be progressed as soon as possible. 2.9 As with Coatbridge, the Chair and Board will be supported by council staff to progress development of the Pride in Place Plan and Investment Plan and co-ordinate delivery of the approved Plan. An internal Officer group will also be established to ensure effective collaboration across services / agencies, which will be closely aligned with the Local Outcome Improvement Plan (LOIP). 2.10 In terms of community engagement, it is proposed to link in with the consultation already planned as part of the LOIP reviews, and any other recent/planned engagement activity. It is also proposed to provide small grants to local community groups from the capacity funding to help undertake initial local consultation about challenges and priorities. This was well received in Coatbridge, particularly as it helped support activities for young people during the school holidays. This also allowed ongoing engagement and capacity building supporting the development of the Plans. 2.11 Updates regarding progress will be reported to future Committees. 3. Measures of success The measures of success will include: 3.1 Successful recruitment of a Chair and Board and sign off from the UK Government. 3.2 Establishing an effective communication and engagement plan. 3.3 Development of the Pride in Place Plan and 4-year Investment Plan by November 2026 which meets the UK Government guidance and reflects the priorities and needs of the local communities. 3.4 Successful delivery of the Pride in Place Plan and Investment Plan and achievement of outcomes. 4. Supporting documentation 4.1 Pride in Place Programme prospectus - GOV.UK Pamela Humphries Chief Officer (Place) Page 174 of 178
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The council will be the accountable body for the funding, but the Investment Plan will be approved by the Neighbourhood Board. However, any proposals that could have revenue consequences for the council would require the necessary council approval. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ Page 175 of 178
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Corporate Communications will be involved in supporting the promotion and dissemination of information relating to the Pride in Place programme. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risk register will be required. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 176 of 178
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5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). Potential opportunity to enhance services that support vulnerable and disadvantaged young people. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 177 of 178
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