Agenda Document Pack - Environment and Climate Change Committee - 11/02/2026

North Lanarkshire Council · 11 February 2026
Back to Environment and Climate Change Committee — 11 February 2026 and its agenda

Text extracted from the council's PDF. Layout and reading order may differ from the original.

Original council PDF · Download plain text

Page 1

2 February 2026 
Members of the 
Environment and Climate Change 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 Environment and Climate Change Committee is to
be held in the Council Chamber, Civic Centre, Windmillhill Street, Motherwell, ML1 1AB on
Wednesday, 11 February 2026 at 14:00 PM which you are requested to attend. 
The agenda of business is attached. 
Rachel Blair
Chief Officer (Legal & Democratic) 
Members : 
Clerk Name: Mark Hamill
Clerk Telephone: 07811 294 702
Clerk Email: committee@northlan.gov.uk 
H Loughran, J McPhilemy, T Carragher, K Duffy, A Duffy-Lawson, F Fotheringham, W
Goldie, K Harmon, J Leckie, F MacGregor, A Masterton, M McBride, B McCulloch, M
McCulloch, F McKay, J Reddin, L Roarty, G Robinson, A Smith, A Thomas, S Watson, C
Williams, N Wilson.  
Page 1 of 140

Page 2

Page 2 of 140

Page 3

Agenda 
1 Declarations of Interest In Terms of the Ethical
Standards In Public Life Etc. (Scotland) Act 2000   
Operational   
2 Final update report on vape recycling
Submit report by the Chief Officer (Community
Operations) providing an update on vape recycling and
retailer compliance with the Waste Electrical and
Electronic Equipment (WEEE) Regulations 2013. 
7 - 14 
3 Scottish Illegal Tobacco team hosted by North
Lanarkshire Council Trading Standards 
Submit report by the Chief Officer (Community
Operations) detailing a national initiative to host two full
time Fair Trading Officers within the Scottish Illegal
Tobacco team. 
15 - 24 
4 Flood Risk Management Plans Progress Update
Submit report by the Chief Officer (Place) providing an
update on the Flood Risk Management Plans. 
25 - 36 
5 Corporate Resilience and Business Continuity
Update
Submit report by the Depute Chief Executive providing
an update on Resilience Planning, Business Continuity
and Power Resilience. 
37 - 44  
Performance   
6 Public Sector Duties Climate Change Report 2024-
2025
Submit report by the Chief Officer (Assets and
Procurement) providing an update on the Public Sector
Report on Compliance with Climate Change Duties. 
45 - 58 
7 Community Operations Programme of Work
Update
Submit report by the Chief Officer (Community
Operations) providing an update on the proposals
within the Waste and Fleet Service. 
59 - 66
Page 3 of 140

Page 4

8  Strategic Performance Framework - latest
performance results for Community Operations
Submit report by the Chief Officer (Community
Operations) providing an update on the latest
performance results for Community Operations’
services. 
67 - 82 
9 Sustainable Futures - Country Parks for the Future
Update
Submit report by the Chief Officer (Community
Operations) providing an update on the delivery of
Country Parks for the Future. 
83 - 92 
10  Roads and Infrastructure Maintenance and
Improvement Services Contract - Interim Report
Submit report by the Chief Officer (Community
Operations) providing an update on the Roads and
Infrastructure Maintenance and Improvement Services
Contract. 
93 - 116  
Contracts   
11  Contract award for the use of the Scotland Excel
Framework Agreement for Supply & Delivery of
Catering Sundries
Submit report by the Chief Officer (Community
Operations) detailing the Scotland Excel framework
agreement for the Supply & Delivery of Catering
Sundries. 
117 - 124 
12  Contract Award for Purchase of 4 x 32t Refuse
Collection Vehicle Hookloaders and 1 x 32t Grab
Mounted Crane Trucks
Submit report by the Chief Officer (Community
Operations) homologating action to award contract for
the purchase of 4 x 32t Refuse Collection Vehicle
Hookloaders and 1 x 32t Grab Mounted Crane Trucks. 
125 - 132 
13  Contracts awarded below Committee approval
threshold
Submit report by the Chief Officer (Assets and
Procurement) advising of contracts awarded since the
last meeting. 
133 - 140
Page 4 of 140

Page 5

EXCLUSION OF PUBLIC
The Sub-Committee is asked to consider passing the
following resolution: "That under Section 50A(4) of the
Local Government (Scotland) Act 1973, the public be
excluded from the meeting for the following item of
business on the grounds that it involves the likely
disclosure of exempt information as defined in
paragraph 8 and 9 of Part 1 of Schedule 7A of the Act". 
14  Contract Agreement Update
Submit report by the Depute Chief Officer seeking
approval to contract agreement amendments. 
Page 5 of 140

Page 6

Page 6 of 140

Page 7

North Lanarkshire Council
Report
Environment & Climate Change Committee 
Does this report require to be approved? ☐ Yes   ☒ No
Ref    PB/MM Date 11/02/26 
Final update report on vape recycling 
From  Lyall Rennie, Chief Officer (Community Operations)  
E-mail RennieLy@northlan.gov.uk Telephone 07979 009151 
Executive Summary 
This report provides a further update following the previous reports to committee on vape
recycling and retailer compliance with the Waste Electrical and Electronic Equipment
(WEEE) Regulations 2013. It details progress made in increasing take-back facilities,
enforcement actions following the ban on single-use vapes, collaborative operations with
the Office for Product Safety & Standards (OPSS) and Scottish Government, and recent
consumer awareness campaigns. 
Recommendations
It is recommended that the Environment & Climate Change Committee: 
(1) Acknowledge and endorses the continued actions of the Trading Standards team in
respect of these matters. 
The Plan for North Lanarkshire
Priority  Improve the health and wellbeing of our communities
Ambition statement (17) Ensure we keep our environment clean, safe, and attractive
Programme of Work Sustainable Futures
Item 2
Page 7 of 140

Page 8

1. Background
1.1 On 30 October 2024, a report was submitted to the Environment & Climate Change
Committee, in response to composite motion No. 7 raised at full Council on 20 June
2024, detailing an investigation into the potential for a vape recycling scheme, using
Council facilities such as One Stop Shops, Libraries and Leisure Centres as drop off
points.
1.2 In response to that report the Committee:
• Supported a consumer campaign to increase awareness of vape recycling,
including improvements in the current signage and information available at civic
amenity sites (HWRCs) to improve visibility and accessibility of vape recycling
points;
• Endorsed a targeted campaign to drive up retailer compliance and increase the
availability of vape take-back facilities in retail premises legally bound to comply
with WEEE Regulations. This was agreed to be undertaken in partnership between
the Council Trading Standards team and OPSS; and
• Agreed that an update reports be submitted to Committee.
1.3 On 30 April 2025 an update report was submitted detailing the actions taken to that
date, including our submission of regular reports to OPSS to refer details regarding
retailers that we have identified that are not operating a take-back scheme following
advice and guidance, in contravention of the WEEE Regulations.
2. Report
2.1 In January 2024, vape take-back for recycling became a legal responsibility of retailers
in accordance with The Waste Electrical and Electronic Equipment (WEEE)
Regulations 2013. OPSS is the UK enforcement agency responsible for ensuring
retailer compliance with the WEEE Regulations.
2.2 Between 1 November 2024 and 31 October 2025, Trading Standards carried out 178
compliance checks to assess whether Nicotine Vapour Product (NVP) retailers were
providing the legally mandated take-back service. This represents checks at
approximately 55% of the 322 registered vape sellers in North Lanarkshire.
• 99 premises were confirmed as providing a take-back facility.
• 79 premises were referred to OPSS for failing to comply.
2.3 In September 2025, OPSS officers conducted targeted vape retailer enforcement visits
across North Lanarkshire, in collaboration with our Trading Standards service and with
Scottish Government policy representation.
2.4 This operation strengthened multi-agency coordination and delivered tangible
compliance improvements.
Outcome Count
Businesses visited 27
Stage 1 letters issued 18
Minor corrections advised 4
Fully compliant businesses 5
Page 8 of 140

Page 9

2.5 In the October 2024 report, only 23% of retailers were compliant. Our target was to
increase this figure by at least 10% annually. Current compliance stands at 55.6%,
more than doubling the previous rate and representing a significant improvement.
2.6 Most businesses were cooperative and engaged positively with officers. A few
instances involved communication barriers or resistance to engagement. OPSS will
schedule follow up inspections within 3 to 6 months to verify continued compliance. We
continue to refer non-compliant premises to OPSS and work closely with them to
support follow-up visits to ensure these businesses achieve compliance.
2.7 It is worthy of note that one retailer, with multiple outlets in North Lanarkshire, set a
national benchmark for vape recycling, demonstrating proactive environmental
responsibility and public education, by going above and beyond legally stipulated
requirements, with a large vape take-back bin and leaflets informing customers on safe
vape charging, identified by OPSS as a welcome ‘first of its kind’ initiative.
2.8 On 1 June 2025, the Environmental Protection (Single-use Vapes) (Scotland)
Regulations 2024 came into force, prohibiting the supply of single-use vapes.
Our Trading Standards team are responsible for the regulatory enforcement of
compliance with these measures. The ban aims to reduce environmental harm,
prevent fires caused by improper disposal, and support Scotland’s circular economy
goals. Since implementation, our Trading Standards team has issued three £200 Fixed
Penalty Notices to businesses found supplying single-use vapes and seized a total of
1,552 single-use vapes.
2.9 Despite the ban, discarded vapes continue to cause fires in waste vehicles and
facilities. A recent report claimed there were 339 fires this year (up to December 2025),
causing damage worth millions of pounds - Vapes still causing rubbish fires despite
disposable ban, major waste firm says - BBC News.
2.10 Our communications team continues to run a social media campaign to increase
awareness of the need to properly dispose of products containing batteries, including
vapes. The campaign highlights the fire risk in bin lorries caused by improperly
disposed of vapes, reinforcing the message to recycle vapes responsibly at designated
points such as retailer take-back facilities. The consumer awareness social media
campaign will continue to run monthly.
3. Measures of success
3.1 Increased consumer awareness around vape recycling and increased business
compliance with legislation enforced by both our Trading Standards team and OPSS.
3.2 Improved availability of vape take-back facilities within retail premises across North
Lanarkshire, as we continue to work with partners in OPSS to deliver 100% compliance
with this legal requirement.
4. Supporting documentation
4.1 Appendix A Vape recycling graphics used in social media messaging.
Page 9 of 140

Page 10

Lyall Rennie
Chief Officer (Community Operations) 
Page 10 of 140

Page 11

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 ☐
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 11 of 140

Page 12

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 12 of 140

Page 13

Appendix A Vape recycling graphics used in social media messaging. 
⚠️Binning your vape could spark a fire. 
If you put batteries or electricals like vapes in the wrong bin, they can get crushed in bin lorries
and spark serious fires. 
Always recycle batteries and electricals separately from your household waste and recycling.
Page 13 of 140

Page 14

Visit https://bit.ly/4oSdCfx to find out where you can drop them off safely or take them to one
of our Household Waste Recycling Centres.
#RecycleYourElectricals 
#NeverBinVapes 
Single use vapes contain precious materials, like lithium, in the battery. In the UK, we
needlessly throw away enough vapes to power 5,000 electrical vehicles each year. Never bin
them, recycle all your vapes separately at our Household Recycling Waste Centres or find the
nearest recycling point at: 
https://ow.ly/bU1k50TLvwF 
Page 14 of 140

Page 15

North Lanarkshire Council
Report
Environment and Climate Change Committee 
Does this report require to be approved? ☒ Yes   ☐ No
Ref    PB/MM Date 11/02/26 
Scottish Illegal Tobacco team hosted by North Lanarkshire Council
Trading Standards 
From  Lyall Rennie, Chief Officer (Community Operations)  
E-mail RennieLy@northlan.gov.uk  Telephone 07979 009151 
Executive Summary 
This report sets out the opportunity for North Lanarkshire Council to host up to two full-time
Fair Trading Officers within a Scottish Illegal Tobacco team as part of a national initiative
aimed at tackling the growing problem of illicit tobacco in our communities. Hosting these
officers will strengthen North Lanarkshire’s role in a coordinated, Scotland-wide approach
to enforcement, intelligence sharing, and partnership working, ensuring that local and
national objectives are met effectively. 
The report also outlines the strategic benefits this initiative brings, including enhanced
collaboration with key partners such as HM Revenue and Customs (HMRC), Police
Scotland, and other Scottish local authorities. In addition, it highlights the service’s ongoing
interventions to disrupt illegal tobacco supply chains and reaffirms Trading Standards’
statutory responsibilities under Section 93 of the Trade Marks Act 1994 and other
applicable consumer product safety legislation. By supporting this proposal, North
Lanarkshire Council will effectively contribute to reducing harm in our communities and
strengthening enforcement against organised criminality linked to illicit tobacco. 
The full cost of providing the 2 full time officers will be paid for from a grant funding
agreement between HMRC and the Society of Chief Officers of Trading Standards for
Scotland (SCOTSS) based on the sum of £150,000 per year. 
Recommendations 
North Lanarkshire Trading Standards is best placed to deliver a scalable, efficient, and
consistent central support function for the Scottish Illegal Tobacco team. The proposed
hosting arrangements satisfy national Operation CeCe requirements (agreed between
HMRC and SCOTSS) and enable enhanced operational performance. 
Is it recommended that the Environment and Climate Change Committee: 
(1) Acknowledge the strategic importance of North Lanarkshire Council’s hosting role
for the project duration;
(2) Agrees for North Lanarkshire Council to formally host up to two full-time Fair-
Trading Officers within the Scottish Illegal Tobacco team for a project duration of a
minimum of three years from 1 April 2026;
Item 3
Page 15 of 140

Page 16

(3) Supports the integration of a Scottish Illegal Tobacco team into the North
Lanarkshire Trading Standards service to deliver our objectives, alongside those of
colleagues in other Scottish local authority Trading Standards Services (SLATS),
by continuing and expanding enforcement efforts to combat the illicit supply of
illegal tobacco products in our communities.
(4) Endorses continued collaboration with HMRC, Police Scotland, SLATS and
SCOTSS and the new role of North Lanarkshire Trading Standards in contributing
to this; and
(5) Acknowledge that, if agreed, the Assistant Business Manager, Trading Standards
and Finance colleagues will agree the terms of the funding agreement between
North Lanarkshire Council, HMRC and SCOTSS. 
The Plan for North Lanarkshire
Priority  Improve the health and wellbeing of our communities
Ambition statement (14) Ensure the highest standards of public protection
Programme of Work All Programmes of Work
Page 16 of 140

Page 17

1. Background
1.1 The UK has some of the highest tobacco taxation levels globally, aiming to discourage
smoking by making tobacco products less affordable. The principal aim of this is to
reduce the levels of tobacco use across the UK because of its detrimental impact on
health. The Scottish Government’s stated policy aim is a ‘Smoke-free Scotland by 2034’
and its approach has contributed to a decline in smoking rates. However, the availability
of illegal tobacco poses a significant challenge to these efforts. This unscrupulous illicit
trade offers a low-cost alternative that undercuts legitimate businesses. It also makes
tobacco more affordable to the public, including young people, who might otherwise be
discouraged from smoking due to the high financial cost.
1.2 In a strategic change set out by HM Treasury in 2020, there was a recognition that this
illicit trade was an enforcement priority for both local authority Trading Standards
services and HMRC. The Treasury announced new funding for both with the
proposition that HMRC focusses its efforts on importation, manufacture and
wholesaling of illegal tobacco products whilst Trading Standards services concentrate
their efforts on retail level supplies. This led to the creation of Operation CeCe by
Trading Standards.
1.3 In Scotland, Operation CeCe has evolved into a national initiative jointly led by
SCOTSS and HMRC. The project’s aim is to support local authority Trading Standards
services in their work against the illicit trade in tobacco by providing funding,
intelligence, co-ordination, and training, as well as access to tobacco detection dogs. It
has been active since 2021 with funding being provided by HMRC. It is aimed at
disrupting the supply and distribution of illegal tobacco at retail level whilst, at the same
time, gathering intelligence on those concerned in the illicit trade. This has proven to
be so successful that HMRC proposed increasing the funding for a three-year period
from April 2026 to expand the project, hence this proposal to create two new Fair
Trading Officer posts dedicated to illicit tobacco enforcement nationally.
1.4 In 2024–25, Scottish local authority Trading Standards services carried out 66
operations, resulting in the seizure of approximately 1.41 million counterfeit and/or non-
compliant cigarettes and 458 kg of hand-rolling tobacco (HRT). The duty evaded on
these products is estimated at around £750,000 for cigarettes and £250,000 for HRT.
By comparison, there have already been 64 operations across Scotland in 2025/26.
North Lanarkshire Trading Standards has played a significant role in Operation CeCe
since its inception, seizing 172,208 sticks of illicit tobacco and 33 kg of HRT from 34
premises since 1 April 2024.
1.5 Another key outcome of this work is the significant volume of intelligence gathered by
Trading Standards enforcement officers on illicit retail trading activity. This intelligence
plays a crucial role in shaping and directing enforcement operations across Scotland,
ensuring resources are targeted where they will have the greatest impact. In particular,
it has helped identify Serious Organised Crime Group (SOCGs) in Scotland involved in
the illicit tobacco trade. The intelligence is shared with HMRC where it has been used
to excellent effect in supporting their investigations and enforcement actions.
1.6 In recognition of this success, HMRC proposed that Trading Standards' teams should
be given access to its Tobacco Track and Trace technology. This is a system whereby
every legitimate packet of cigarettes and HRT is marked with a unique serial number
and a traceable security mark. This allows tobacco to be tracked from its point of
manufacture, right through the supply chain to the point of retail. This also ensures the
correct duty is paid on all legitimate tobacco products. These requirements are set out
Page 17 of 140

Page 18

in the Tobacco Products (Traceability and Security Features) Regulations 2019 (the
‘2019 Regulations’).
1.7 Illegal tobacco products do not have such markings and with access to the mobile
technology, Trading Standards can identify such non-compliant packets in the field. In
2023, the 2019 Regulations were amended to allow Trading Standards services access
to this technology. In addition, the 2019 Regulations provide Trading Standards with an
information disclosure gateway whereby seizures of illegal tobacco products may be
reported to HMRC where these products also contravene the security requirements of
the 2019 Regulations. This is what is now referred to as the Sanctions regime.
1.8 Under the Sanctions regime, Trading Standards services have enhanced enforcement
powers to allow case files to be referred to HMRC with a view to the application of civil
penalties of up to £10,000 for those found to be supplying tobacco products which do
not comply with the 2019 Regulations. The penalty banding is based on the volume of
product seized from the retailer and the number of previous contraventions. Appendix
A explains the Tobacco Track and Trace Security System in more detail. To get access
to the Track and Trace system, the local authority must have signed the HMRC
Memorandum of Understanding (MOU) for the exchange of information to facilitate
Sanctions referrals under the 2019 Regulations. We signed this MOU in 2023.
1.9 As of December 2025, since the introduction of this regime, 616 Sanction referrals have
been made to HMRC by 57 local authority Trading Standards services across Great
Britain (GB). This has resulted in HMRC issuing 237 penalties totalling £1,322,500. Of
these, 38% have been referred by SLATS, demonstrating that Scottish local authorities
lead the way in the use of the Sanctions regime. North Lanarkshire Trading Standards
has played a significant role in this success, submitting 33 referrals, which have
resulted in £100,000 in penalties issued, with a further £65,000 in penalty outcomes
pending.
1.10 Following these successful outcomes across Scottish local authorities, including North
Lanarkshire, we seek agreement for North Lanarkshire Council to recruit two Fair
Trading Officers to operate as a Scottish Illegal Tobacco team, to work with other
SLATS, including our own service here in North Lanarkshire, to carry out and co-
ordinate enforcement activity, intelligence sharing, and multi-agency engagement.
2. Report
2.1 The team of up two full-time officers will be dedicated to Operation CeCe and will carry
out tobacco seizure and illicit tobacco supply disruption visits across Scotland. This will
include assisting North Lanarkshire Trading Standards staff in delivering their work
within our jurisdictional area, assisting the extant complement of our officers in
conducting visits and investigations within the council area as additional resources are
required. They will also be responsible for submitting sanctions referrals to HMRC, in
accordance with any operational plan agreed with participating local authorities.
2.2 The funding for this initiative is secured through a grant agreement between HMRC and
SCOTSS, providing a robust financial framework to support delivery. The funding
period runs from 1 April 2026 to 31 March 2029 and is based on £150,000 per year.
HMRC will pay SCOTSS quarterly in arrears, and North Lanarkshire, as the hosting
authority, will receive payment from SCOTSS on the same basis. Depending on the
successful candidates, salary placement will vary, although cost modelling has been
calculated at the top of the scale. As no officers are yet in post, no funding has been
claimed.
Page 18 of 140

Page 19

2.3 The estimated cost of providing up to two full-time officers is approximately £149,860
per year. This figure includes funding for equipment (paid in the first year and accrued
for subsequent years), travel expenses, overtime, and an annual management fee to
cover our administration and oversight responsibilities. A detailed breakdown of costs
is provided in Appendix B.
2.4 The successful candidates will be offered full time contracts until 31 January 2029 to
allow for some available funding for any potential redundancy costs, should HMRC
choose not to continue this funding after March 2029.
2.5 The Fair Trading Officers dedicated to illicit tobacco enforcement in this new team will
be line managed one of our Senior Trading Standards Officers. They will be expected
to demonstrate initiative and the ability to work independently, in line with the standards
and practices of the Trading Standards team. A joint governance structure will be in
place between North Lanarkshire Trading Standards and SCOTSS. The officers will be
authorised by North Lanarkshire Council for the relevant legislation, including cross-
border work with other SLATS authorities.
2.6 Objectives:
2.6.1 Disruption visits: The focus of the team will be to increase disruption and seizure
visits across Scotland. In authorities where there has been limited or no Operation
CeCe activity, they will communicate with individual local authorities and agree an
operational plan for carrying out relevant visits, including raids and seizures of illicit
tobacco. This will include training local authority staff in the equipment and techniques
used in Operation CeCe work.
2.6.2 Resource Enhancement: Where resource limitations initially exist or the operational
needs dictate, the officers will work with respective local authority Trading Standards
services to support their planned operations, offering an additional resource to assist
with building capacity and sharing expertise.
2.6.3 HMRC – Communication and Operations: Develop operational links with and be the
point of contact for HMRC to enhance support for the operations conducted by the
team, and jointly with SLATS.
2.6.4 Intelligence Gathering to identify patterns and hotspots of illegal activity. Where
practical and there is identified need, officers may use their time to gather intelligence
through test purchasing and covert surveillance, etc. This may be for the benefit of the
national team or carried out at the request of SLATS.
2.6.5 Annual Plan: The team will operate in accordance with the annual plan agreed with
SCOTSS and North Lanarkshire Trading Standards. This plan will outline specific
performance indicators that the team is expected to meet, ensuring accountability and
measurable performance and progress throughout each year.
2.7 Strategic Benefits
• Enhanced capacity for tackling illicit tobacco at a regional and national level.
• Improved intelligence sharing and operational coordination.
• Strengthened partnership working across local authorities and partner enforcement
agencies.
• Increased visibility and deterrence of illicit tobacco activity across the whole of
Scotland.
• Support for local enforcement teams through specialist expertise and resources.
Page 19 of 140

Page 20

3. Measures of success 
3.1  Increased enforcement activity across Scotland, demonstrated by a measurable rise in
disruption visits and seizures of illicit tobacco products compared to previous years. 
3.2  Enhanced intelligence gathering capabilities, evidenced by the volume, quality, and
actionable nature of intelligence shared with HMRC, SLATS, and other enforcement
partners. 
3.3  Effective coordination of enforcement efforts across SLATS, reflected in the number of
joint operations and collaborative investigations undertaken. 
3.4  Growth in sanctions referrals submitted to HMRC and corresponding penalties issued
under the Sanctions regime, indicating robust enforcement outcomes. 
3.5  Strengthened inter-agency collaboration, measured by engagement with HMRC, Police
Scotland, and other partners, and the successful delivery of multi-agency operations. 
3.6  Increased capacity within local Trading Standards teams through training, operational
support, and resource enhancement provided by the hosted officers. 
3.7  Delivery of the agreed annual operational plan with SCOTSS and North Lanarkshire
Trading Standards, including achievement of defined performance indicators. 
4. Supporting documentation 
4.1 Appendix A – HMRC Track and Trace System. 
4.2 Appendix B – Breakdown of costs to be funded by HMRC for 2 officers over a 3-year
period. 
Lyall Rennie
Chief Officer (Community Operations) 
Page 20 of 140

Page 21

Page 22

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?
Following the presumed end of the initial 3year project period there could be potential
redundancy costs; these will be managed within the envelope of the agreed funding.
The funding terms have still to be agreed but will be assessed by the Heads of
Protective Services and Finance to ensure that any risk is mitigated. 
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 22 of 140

Page 23

Appendix A
HMRC Track and Trace System
The Tobacco Track and Trace System is a regulatory framework introduced in the UK in 2019
as part of the implementation of the EU Tobacco Products Directive. Although the system
originated in the EU, it continues independently in the UK, under UK specific regulations
following withdrawal from the European Union.
The purpose of the system is to combat the illicit tobacco trade, track the movement of tobacco
products, verify the legitimacy of products sold in the UK and support enforcement efforts
against counterfeiting and smuggled, duty evading tobacco.
How the System works
All cigarettes and HRT manufactured and imported into the UK must carry a Unique Identifier
Code (UID) on each pack.
The UID allows for tobacco to be tracked and traced through the supply chain from the point
of manufacture, including when manufactured out with the UK, through importation and to the
final destination of retail outlets.
Businesses involved in manufacturing, importing, distribution or selling tobacco must register
as Economic Operators and register their facilities i.e. warehouses and/or shops. This is
managed through the Track and Trace Portal.
Scanning is required at the point of arrival and dispatch to and from each facility in the supply
chain up to the first retail outlet.
Enforcement
The Track and Trace system supports enforcement efforts to reduce illegal tobacco in the UK.
It helps regulators protect public health and legitimate businesses by enhancing supply chain
transparency. It provides evidence for HMRC Sanctions and criminal enforcement by Trading
Standards.
The chart below shows the UK cigarette clearances from 2019 to 2025 (in millions of
sticks/individual cigarettes).
Source used to produce the chart –
https://www.gov.uk/government/statistics/tobacco-bulletin and
Tobacco statistics background and references - GOV.UK
Page 23 of 140

Page 24

Appendix B 
Breakdown of costs to be funded by HMRC via SCOTSS 
Year 1 – Based on 2026/27 pay award.  
2 x Officer Salary (NLC 9, oncosts &
overtime) 
£117,000
Equipment £5,000
Management £20,000
Travel Expenses  £8,000
Total £150,000  
Year 2 & Year 3
2 x Officer Salary (NLC 9, on costs + OT) £119,340 (presumed pay award 2% of
£117,000)
Management £20,000
Travel Expenses  £10,000
Total £149,340 per year 
Page 24 of 140

Page 25

North Lanarkshire Council
Report
Environment and Climate Change Committee
Does this report require to be approved? ☐ Yes ☒ No
Ref Date 11/02/26
Flood Risk Management Plans Progress Update
From Pamela Humphries, Chief Officer (Place)
E-mail Scottjohn2@northlan.gov.uk Telephone John Scott
07983 100 258
Executive Summary
The purpose of this report is to provide an update on progress to deliver Flood Risk
Management Plans and associated works across North Lanarkshire, which is a key
deliverable within the Sustainable Futures Programme of Work.
The council has a statutory duty under the Flood Risk Management (Scotland) Act 2009 to
reduce flood risk. Currently, 12 Potentially Vulnerable Areas (PVAs), as defined by SEPA,
fall wholly or partly within North Lanarkshire. The Clyde and Loch Lomond Local Flood Risk
Management Plan (CaLLFRMP) set out actions in six-year cycles. Of the 12 PVAs within
North Lanarkshire, seven contain target areas for action.
Beyond SEPA’s PVAs, the council has identified other areas at risk. The council completed
a Strategic Flood Risk Assessment (SFRA) in 2024, using SEPA flood maps, pluvial data,
and historical records to rank council areas according to flood risk. The SFRA identified
Kilsyth, Bellshill, and Cumbernauld South as highest risk for fluvial flooding, and
Cumbernauld East, Cumbernauld South and Bellshill for surface water flooding.
Recent progress includes:
• Completion of flood studies for Bellshill, Airdrie, and Motherwell, and Surface Water
Management Plans for Cumbernauld, Airdrie, and Motherwell, including
identification of high-level options to reduce flood risk.
• Completion of Allanton Natural Flood Risk Management Study.
• Commencement of the detailed design of the Kilsyth flood risk reduction scheme
and progression of associated agreements with project partners, Scottish Canals.
Planned actions for 2026/27:
• Construction of Kilsyth Flood Risk Reduction Scheme and conclusion of
agreements with Scottish Canals prior to operation.
• Completion of Kilsyth Surface Water Management Plan, Coatbridge Surface Water
Management Plan and flood study, including identification of high-level options to
reduce flood risk.
• The publication of new planning guidance in relation to drainage and flood risk
management.
While Scottish Government Flood Resilience Grant funding for new schemes is fully
committed until 2029, the council has allocated capital resources to complete the Kilsyth
Flood Risk Reduction works and progress flood studies and surface water management
plans until 2028/29.
Item 4
Page 25 of 140

Page 26

1. Background
1.1 Flooding has the potential to affect approximately nine thousand properties and
businesses within North Lanarkshire. It causes disruption to residents, businesses,
roads and services across the region, and flood risk is projected to increase with the
effect of climate change.
1.2 The Plan for North Lanarkshire sets out a long-term vision for growth and prosperity for
all. Flood risk management within North Lanarkshire is considered as part of The Plan
and Sustainable Futures Programme of Work.
1.3 For new development, The National Planning Framework 4 (NPF4) states that no
development should be constructed within an area at risk of flooding from a 0.5%
Annual Exceedance Probability event (AEP), including an allowance for climate
change. AEP describes how likely it is that a certain amount of rainfall will occur in any
given year. For example, a 0.5% AEP event means there is a 1 in 200 chance of that
rainfall happening in any year, and it could occur more than once over time. It should
be noted that existing property may be subject to more frequent flood events.
1.4 The Flood Risk Management (Scotland) Act 2009 sets out a proactive approach to
managing flood risk within Scotland and sets out clear roles and responsibilities in
which SEPA, Scottish Water and Local Authorities are working together. SEPA has a
national responsibility leading on national flood risk assessments and the identification
of potentially vulnerable areas (PVA). Local Authorities have local accountability by
leading on the preparation of Local Flood Risk Management Plans, which build upon
the national strategies prepared by SEPA, ensuring actions are locally targeted and
delivered. This includes the design and implementation of flood protection schemes.
1.5 Currently there are 12 PVAs which fall entirely or partially within the council’s boundary.
PVAs are typically catchment based and can include more than one town. Of the 12
PVAs, seven contain target areas for action within North Lanarkshire.
1.6 Each PVA forms part of the Clyde and Loch Lomond Local Flood Risk Management
Plan (CaLLFRMP), which sets out target areas and actions to be undertaken by
responsible authorities within six-year cycles. Actions that the council are responsible
for progressing and their current status are given in Appendix 1.
Recommendations
It is recommended that the Committee
1) Acknowledge the progress of actions agreed by this Committee in August 2024.
2) Endorse the actions currently planned for progression of Kilsyth Flood Risk
Reduction Scheme, flood studies and options for intervention, and development of
updated planning guidance with respect to flood risk management and drainage
requirements.
The Plan for North Lanarkshire
Priority All priorities
Ambition statement All ambition statements
Programme of Work Sustainable Futures
Page 26 of 140

Page 27

1.7 To gain a better understanding of the risk to all council areas a Strategic Flood Risk
Assessment (SFRA) was developed, finalised and approved by the Environment and
Climate Change Committee in August 2024. The SFRA uses datasets
such as SEPA Flood Maps, regional pluvial maps, and historical flood data to identify
locations susceptible to flooding throughout North Lanarkshire. Consequently,
additional areas with the designated PVAs have been identified by the council as
potentially being at risk of flooding. The SFRA adopts a ranking methodology to direct
resources towards assessing flood risk and identifying options for reducing flood risk to
the worst affected areas.
1.8 Other duties of the council under the Flood Risk Management Act include:
• Inspection and assessment of flood risk associated with open and culverted
watercourses, and
• where the council consider that clearance and repair would substantially reduce
flood risk, then such clearance would be planned and actioned.
1.9 The council continues to investigate and react to flood incidents within its obligations
and available resources by prioritising action to the worst affected areas.
1.10 In addition, the council is improving the way flood incidents are reported and making
the public aware of their responsibilities and those of other organisations such as
Scottish Water, SEPA, landowners and the general public. The council website for
reporting issues has been updated to inform users of responsibilities under the Flood
Risk Management Act and gives advice on how to prepare for a flood event.
2. Report
2.1 The actions contained in Appendix 1 are primarily to develop flood studies and surface
water management plans for the target areas. The studies and plans are then used to
identify if flood risk alleviation is possible. Optioneering, design, and construction of
flood alleviation schemes will follow, provided viability is confirmed and resources are
available.
2.2 Over the past year, flood studies for Bellshill, Airdrie, and Motherwell, along with surface
water management plans for Cumbernauld, Airdrie, and Motherwell, have been
completed. In addition, the Allanton Natural Flood Risk Management Study has also
been concluded.
2.3 These studies and plans have identified opportunities for strategic interventions that
could reduce flood risk.
2.4 The following studies and works are planned for delivery in 2026:
• Kilsyth Surface Water Management Plan.
• Kilsyth Flood Risk Reduction Scheme (KFRRS) – Detailed Design and Construction.
• Coatbridge Surface Water Management Plan.
• Coatbridge Flood Study.
Kilsyth Flood Risk Reduction Scheme (KFRRS)
2.5 Steady progress has been made on the KFRRS with detailed design scheduled for
completion in January 2026 and construction programmed for completion Quarter 1 of
2026/27.
2.6 The KFRRS aims to alleviate flooding from the Ebroch Burn and Garrell Burn to
properties within the town by diverting excess flows from the Colzium Burn into, Scottish
Canals owned, Townhead Reservoir. Page 27 of 140

Page 28

2.7 The scheme is being designed to alleviate fluvial flooding to property for events up to
and including a 1% annual exceedance probability (AEP) (1 in 100-year event) and to
significantly reduce flood extents for 0.5% AEP events.
2.8 Construction cost estimates provided as part of the feasibility stages for the project
were calculated to be circa £650k.
2.9 The main works cost estimates comprise of several elements:
• Raising of the southern bank of the Mill Lade at three sections within Colzium Park.
• Replacement of damaged sluice gates on Colzium Burn.
• Masonry repairs to the headwall at the Garrell Burn sluice gates.
2.10 The level of bank raising varies from around 100mm up to 750mm depending on the
current level of the bank. The average raising is around 300mm. The raised sections
will be constructed as earth embankments and will blend into the existing topography.
2.11 In addition to the main works elements, several other improvements are proposed as
part of the scheme. These include the replacement of two dilapidated footbridges which
cross the Mill Lade, and improvements to the surfacing and drainage of the car park
adjacent to the Curling Pond, these have been identified as key concerns of the
community.
2.12 It is estimated that the addition of the bridges and car park improvements will total
around £200k, bringing the full scheme estimate to circa £850k.
2.13 Approximately £400k has been secured from the Place Based Investment Programme
budget, with the remainder of project costs budgeted within the council’s capital
programme.
2.14 A key consideration in the viability of the scheme is to understand the impact that the
changes to water flow will have on Townhead Reservoir, the Mill Lade and to property
downstream of the reservoir.
2.15 Significant investigation and modelling work has been undertaken to assess the impact
that additional flow will have. The hydraulic model developed for the scheme currently
shows that there is no material increase in flood risk down stream of Townhead
Reservoir as a result of increased flow into the reservoir.
2.16 Work is ongoing to assess the impact of the flows on Scottish Canals’ infrastructure.
Once this assessment is complete, it will form the basis for an operations and
maintenance agreement between the council and Scottish Canals.
2.17 An agreement in principle has been reached regarding the operations and maintenance
of the associated infrastructure, however, further work is required before the agreement
can be finalised.
Flood Risk Management Interventions
2.18 Following receipt of the studies planned for 2026/27, it is proposed that interventions
identified across all studies are prioritised based on the area rankings within the
Strategic Flood Risk Assessment (SFRA), alongside the available budget and
resources for delivery. Where sufficient resources and funding exist, the highest-
ranking interventions will progress to design and, subject to feasibility and budget
availability, to construction.
Page 28 of 140

Page 29

2.19 Decision-making criteria for prioritisation of interventions will include:
• Flood Risk Ranking: Based on SFRA scores for fluvial and surface water flooding.
• Impact on Communities: Potential to reduce flood risk for the greatest number of
residential properties or critical infrastructure.
• Cost-Benefit Analysis: Value for money with respect to construction and
maintenance costs.
• Feasibility: Technical viability and land availability for construction.
• Alignment with Strategic Objectives: Compliance with CaLLFRMP actions and
national flood risk management priorities.
• Funding Availability: Ability to secure internal and external funding streams.
2.20 The SFRA areas, ranked by fluvial and surface water flood risk, are detailed in
Appendix 2 and Appendix 3 respectively.
2.21 The main principle behind the high-level options is to manage water flow in surface
water drainage sewers, culverts or watercourses in a way that reduces flood risk and
improves the efficiency of the infrastructure.
2.22 Typically, this involves diverting surface water away from property to areas where it can
be temporarily stored, preventing it from entering sewers, culverts or watercourses too
quickly. The water is then released at a controlled rate, which helps avoid overloading
the drainage system and enables downstream connections to drain more effectively.
2.23 For example, excess water from a road could be directed into a nearby greenspace
designed to temporarily flood during heavy rainfall. This greenspace would hold water
up to a certain level before gradually discharging back into the surface water sewer,
culvert or watercourse.
2.24 While these interventions can be designed and planned, there is currently no provision
within the existing capital programme for their construction or ongoing maintenance.
As a result, implementation would require funding to be secured from a future capital
programme.
2.25 It should be noted that drainage systems with commercial and residential connections
are typically the responsibility of Scottish Water.
Flooding and Drainage Planning Guidance Update
2.26 Current guidance on the council’s standards and policies for flooding and drainage is
set out in Supplementary Planning Guidance 09, which was last updated in 2010. Since
then, standards have changed both in terms of building in flood prone areas and in
approaches to surface water management.
2.27 In the coming year, it is proposed to introduce updated flooding guidance for planning
and development. This new guidance will support the assessment of planning
applications from a flood risk perspective and clearly define the council’s standards for
new developments relating to flooding and drainage.
2.28 The updated guidance adopts a staged approach to assessing and agreeing planning
conditions for managing flood risk and surface water drainage requirements. It
introduces a self-certification process requiring developers and their design teams to
confirm their competency and provide certification at key stages of the application,
which will include verification by council officers. This process is intended to ensure that
appropriate checks are carried out and that design decisions effectively manage flood
risk and surface water discharge.
Page 29 of 140

Page 30

Asset Management, Maintenance & Operation
2.29 An exercise carried out during 2024/25 to establish the extent of the council’s trash
screen and culvert stock identified approximately 200 trash screens and culvert inlets.
2.30 These assets play a critical role in managing flood risk by enabling the free flow of water
beneath roads and, in some cases, through developments. Regular inspection is
therefore essential to prevent blockages and mitigate recurring flooding issues.
2.31 Prior to 2025/26, inspections and clearance were undertaken on a blanket 4–6-week
cycle at an annual cost of approximately £56k.
2.32 A risk-based inspection frequency was implemented in 2025/26 to align inspection
frequency with potential of flooding. This has resulted in more frequent trash screen
clearances to areas of greatest risk and reduced frequency to areas of lower risk. This
has reduced expenditure by 25% with the savings being used to undertake other
activities, such as targeted watercourse clearance aimed at preventing flooding caused
by excessive debris accumulation within channels.
2.33 It should be noted that issues within road drainage systems are not considered a
strategic flooding issue. Responsibility for the maintenance and repair of road drainage
infrastructure lies with the Roads and Asset Services team. Additionally, the
responsibility of drainage systems that do not serve roads is typically the responsibility
of Scottish Water.
3. Measures of success
3.1 A reduction of the likelihood or severity of flooding to the worst affected areas within
North Lanarkshire.
4. Supporting documentation
Appendix 1 - Clyde and Lomond Local Flood Risk Management Plan Action Summary
Appendix 2 - Fluvial Flood Risk Areas
Appendix 3 - Surface Water Flood Risk Areas
Pamela Humphries
Chief Officer (Place)
Page 30 of 140

Page 31

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 has budget provision within the current capital programme to contribute
towards the delivery of the KFRRS and £150k pa for the progression of actions
contained in the CaLLFRMP, as detailed in Appendix 1. However, there is no
allocation for the delivery of schemes, flood risk management interventions or their
ongoing maintenance. As a result, the implementation of such things would require
a future successful capital bid. Maintenance activities such as watercourse and trash
screen clearances and culvert repairs are funding from a revenue budget of
approximately £170k pa. 
It should be noted that Scottish Government Flood Resilience Grant funding for
construction-ready flood alleviation schemes up to 2029 is fully subscribed, primarily
due to overspend from existing commitments between 2015 and 2022. The Scottish
Government have not committed to funding provision beyond this date. However, if
made available bids would be submitted for eligible projects. 
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 council has a statutory duty under the Flood Risk Management (Scotland) Act
2009 to reduce flood risk, and it is important that these statutory responsibilities are
fully met.  The subject matter of this report does not require legal advice.  Legal
and Democratic will be consulted as the need arises in the discharging of council
duties.  Page 31 of 140

Page 32

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? 
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 sets out proposals for prioritising resources to manage and reduce flood
risk in the areas most severely affected. Any project or intervention taken forward
to construction will have environmental impacts, which are anticipated to be
predominantly positive.
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?
All reports developed give the council a better understanding of flood risk. Any
project or intervention taken forward to construction will have a risk impact, which is
anticipated to be positive with regard to flooding.
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 32 of 140

Page 33

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 33 of 140

Page 34

Appendix 1 - Clyde and Loch Lomond Local Flood Risk
Management Plan action summary 
Cycle 1 2016 – 2022 
Target Area (to identify
localised flood risk) 
Action Progress
Coatbridge and Airdrie Surface Water Plan /Study Complete
Cumbernauld  Flood Protection Study Report complete by 2028
Cumbernauld  Surface Water Plan /Study Complete
Kilsyth Flood Protection Study Complete
Holytown  Flood Protection Study Complete
Greenacres  Flood Protection Study Complete
Bothwellhaugh  Site Protection Plans Complete
Motherwell Flood Modelling Complete 
Cycle 2 2022-2028 
Target Area (to identify
localised flood risk) 
Action Progress
Airdrie Surface Water Management
Plan
Report completed
Airdrie Flood Study Report completed
Kilsyth Surface Water Management
Plan
Report programmed for Q1
2026
Kilsyth Flood Risk Reduction
Scheme
Delivery of works
programmed Q1 2026
Motherwell Surface Water Management
Plan
Report completed
Motherwell Flood Study Report completed
Holytown and New
Stevenson
Surface Water Management
Plan
Report programmed for
2027
Wishaw North  Surface Water Management
Plan
Report programmed for
2027
Allanton Flood Study Report completed 
Cycle 3 2028-2034 
Target Area (to identify
localised flood risk) 
Action Progress
Coatbridge Flood Study Report ongoing, awarded
2025
Coatbridge Surface Water Management
Plan
Report ongoing, awarded
2025
Chapelhall Surface Water Management
Plan
Report programmed for after
2028
Bellshill Surface Water Management
Plan
Report programmed for after
2028
Bellshill Flood Study Report completed
Cumbernauld East Surface Water Management
Plan
Report completed
Wishaw South Surface Water Management
Plan
Report programmed for after
2028
Newarthill Surface Water Management
Plan
Report programmed for after
2028 Page 34 of 140

Page 35

Appendix 2 – SFRA fluvial (river) flood risk areas 
Areas  Property
Count
(10% AEP)
Rank
(10% AEP)
Current Status
Kilsyth Ward 110 1 Kilsyth Flood Study
Airdrie North Ward 57 2 Airdrie Flood Study
Bellshill Ward 55 3 Bellshill Flood Study
Cumbernauld South
Ward
47 4 Cumbernauld Flood Study
(before 2028)
Coatbridge South
Ward
44 5 Coatbridge Flood Study 2025/26
Fortissat Ward 43 6 Not identified as an action in
Cycle 1,2,3
Coatbridge North Ward 32 7 Coatbridge Flood Study 2025/26
Airdrie South Ward 31 8 Airdrie Flood Study
Gartcosh, Glenboig
and Moodiesburn
Ward
27 9 Not identified as an action in
Cycle 1,2,3
Cumbernauld East
Ward
26 10 Cumbernauld Flood Study
(before 2028)
Motherwell North Ward 23 11 Motherwell Flood Study 
Coatbridge West Ward 17 12 Coatbridge Flood Study 2025/26
Airdrie Central Ward 16 =13 Airdrie Flood Study
Motherwell West Ward 16 =13 Motherwell Flood Study
Wishaw Ward 8 14 Not identified as an action in
Cycle 1,2,3
Cumbernauld North
Ward
7 15 Cumbernauld Flood Study
(before 2028)
Murdostoun Ward 6 16 Not identified as an action in
Cycle 1,2,3
Mossend and
Holytown Ward
5 =17 Not identified as an action in
Cycle 1,2,3
Motherwell Southeast
and Ravenscraig Ward
5 =17 Motherwell Flood Study
Thorniewood Ward 3 18 Not identified as an action in
Cycle 1,2,3
Stepps, Chryston and
Muirhead Ward
0 19 Not identified as an action in
Cycle 1,2,3 
Page 35 of 140

Page 36

Appendix 3 – SFRA pluvial (surface water) flood risk areas 
Areas  Property Count
(0.5%AEP)
Rank
(0.5% AEP)
Current Status
Cumbernauld East Ward 1921 1 Cumbernauld Surface
Water Management Plan
(SWMP) 2025 
Cumbernauld South
Ward
1642 2 Cumbernauld SWMP
2025 
Airdrie North Ward 1480 3 Airdrie SWMP 2025
Wishaw Ward 1340 4 Wishaw North SWMP
2027
Airdrie South Ward 1292 5 Airdrie SWMP 2025
Bellshill Ward 1259 6 To be actioned in Cycle 3
Motherwell North Ward 1139 7 Motherwell SWMP 2025
Motherwell South East
and Ravenscraig Ward
1137 8 Motherwell SWMP 2025
Cumbernauld North Ward 1129 9 Cumbernauld SWMP
2025
Coatbridge South Ward 1110 10 Coatbridge SWMP 2026
Murdostoun Ward 1083 11 Not identified as an action
in Cycle 1,2,3 
Thorniewood Ward 1041 12 Not identified as an action
in Cycle 1,2,3
Mossend and Holytown
Ward
980 13 Holytown and New
Stevenson SWMP 2027
Fortissat Ward 924 14 Not identified as an action
in Cycle 1,2,3
Kilsyth Ward 880 15 Kilsyth SWMP 2026/27
Airdrie Central Ward 878 16 Airdrie SWMP 2025 
Gartcosh, Glenboig and
Moodiesburn Ward
849 17 Not identified as an action
in Cycle 1,2,3
Motherwell West Ward 839 18 Motherwell Surface Water
Management Plan
Coatbridge North Ward 827 19 Coatbridge SWMP 2026
Coatbridge West Ward 718 20 Coatbridge SWMP 2026
Stepps, Chryston and
Muirhead Ward
637 21 Not identified as an action
in Cycle 1,2,3 
Page 36 of 140

Page 37

North Lanarkshire Council
Report
Environment and Climate Change Committee 
Does this report require to be approved? ☒ Yes   ☐ No
Ref  AMcP/NK Date 11/02/26 
Corporate Resilience and Business Continuity Update 
From  Andrew McPherson, Depute Chief Executive  
E-mail mcphersona@northlan.gov.uk     Telephone  07939 280467 
Executive Summary
The report provides an update on the Council’s arrangements relevant to Resilience
Planning, Business Continuity and Power Resilience. 
Recommendations
It is recommended that the Environment and Climate Change Committee: 
(1) Support the ongoing improvements to the Council’s business continuity and resilience
planning arrangements. 
(2) Endorse the continued development and delivery of North Lanarkshire Council’s Power
Resilience Strategy. 
(3) Support the procurement and implementation of a new software solution corporate
wide to manage:
• Business Continuity (BC)
• Incident Management
• Scenario Planning 
(4) Approve the creation and promotion of resilience-focused eLearning modules to
enhance staff awareness and capability. 
The Plan for North Lanarkshire
Priority  All priorities
Ambition statement All ambition statements
Programme of Work All Programmes of Work
Item 5
Page 37 of 140

Page 38

1. Background 
1.1 Under the Civil Contingencies Act 2004 and the Civil Contingencies Act 2004
(Contingency Planning) (Scotland) Regulations 2005, North Lanarkshire Council is a
designated Category 1 Responder, requiring robust emergency preparedness and
continuity arrangements. Recent internal audit findings highlighted areas for
improvement in the Council’s resilience framework, prompting a comprehensive review
and the development of refreshed business continuity arrangements. 
2. Report 
2.1 Business Continuity 
2.1.1 Through 2024 the Resilience Planning Unit (RPU) undertook a full review of the
Council’s Business Continuity arrangements across all service areas. The purpose
behind this was to provide a more consistent approach towards business continuity
across the Council. This has included the following steps:
• Identified Business Continuity Champions for each Council Service in order to
undertake a Business Impact Analysis (BIA) and work towards creating individual
service Business Continuity Plans (BCP’s).
• Identified service roles and responsibilities in the Business Continuity Planning
process (i.e., Plan Authorisers are Chief Officers, BC Champions are reviewers,
Resilience Planning are advisors).
• Collated responses and created 22 service BCP’s and 1 Corporate BCP.
• Created a guidance document for reviewing BCP’s. 
• Differentiated Business Continuity and Disaster Recovery Planning (DRP).
Although very much related, DRP is very specific in that it relates specifically to the
Council’s IT infrastructure. Its key purpose is to protect the infrastructure from
external attack and also what steps need to be taken in the event of a system
outage to ensure a speedy recovery. 
• Liaised with the Council’s Internal Audit team to ensure BC arrangements met
standards in line with their review.
• Introduced a formal review and assurance process; ensuring all plans are regularly
reviewed and tested. 
2.1.2 In 2025, all services complied with the above-mentioned requirements. All Chief
Officers are required to complete an Annual Assurance Return.  The Resilience
Planning Unit have reviewed the responses to the questions in relation to Business
Continuity Planning for all Service areas and these provide assurance that expected
practices, including the above-mentioned requirements, are being applied
appropriately and consistently across all areas of the Council and the Council is
complying with its statutory obligations.  Additionally, the following processes were
implemented: 
• The BC and DR champion groups have been consolidated to strengthen resilience
and ensure broader consideration of testing processes. This group convenes 3
times per year in January, May and September.
• Following service restructures in April 2025, Technology solutions have created a
new stand-alone plan to replace the Business & Digital Plan. 
• Testing of all BCP’s 2024/25 has been completed. Services are now preparing for
2025/26 testing, with a submission deadline of 27th February to the Resilience
Page 38 of 140

Page 39

Team. This will enable the team to reissue plans and review the corporate plan
accordingly.
2.1.3 In 2026, services will be required to conduct thorough reviews of their arrangements
and additional sections of the plans will be added to ensure continuity (such as
workarounds for people and technology dependencies).
2.2 Power Resilience
2.2.1 The Council has responded to Scottish Government guidance by developing a stand-
alone Power Resilience Strategy to address the risk of a National Power Outage (NPO).
Such an event could occur if the National Electricity Transmission System (NETS) fails,
resulting in a complete shutdown of the electricity grid nationally, with restoration
potentially taking up to seven days. The timeframe to a full power cut is likely to be less
than 2 minutes, meaning there will be no preparation time. The planning arrangements
for such a recovery process are described under the term Power Resilience. Details of
the Council’s Power Resilience Strategy were previously reported to Council on 8
February 2023: NLC Power Resilience Strategy Redacted - 2024.pdf
2.2.2 To ensure continued awareness of the risk of an NPO, the consequences on Council
services and each individual service’s mobilisation procedures, a corporate NPO
exercise was held in August 2025. This was directed by representatives from the
Scottish Government with invites extended to key partners – Scottish Power Energy
Networks (SPEN) etc.
2.2.3 This exercise proved to be very successful with a number of actions emanating from
the day which will further enhance the Council’s power resilience response.
Specifically, services will now:
• Develop or review arrangements related to a National Power Outage (NPO).
• Determine whether arrangements are specific to the service or should be integrated
into the Corporate Resilience Strategy.
• Identify and assess any critical dependencies that may impact service continuity.
• Review the Power Resilience Strategy, where relevant.
• Consider pre-identifying recovery arrangements should an NPO occur.
2.3 Digital Enhancement
2.3.1 The Resilience Planning Team, currently comprising two officers, holds corporate
responsibility for ensuring that effective BC arrangements are in place across all
Council services. As part of this responsibility, services are encouraged to understand
and document their dependencies to ensure continuity in the event of disruption.
2.3.2 At present, BC arrangements are managed manually, which presents challenges in
maintaining up-to-date documentation and coordinating communication - particularly
during incidents. These limitations can hinder the Council’s ability to respond effectively
and consistently across services. To address this, the Resilience Planning Team is
progressing a procurement exercise to introduce a web-based resilience software
solution. This system is intended to streamline and support the daily management of
emergency planning arrangements across all services, aligning with the Council’s
digital transformation ambitions.
2.3.3 The proposed software will provide a comprehensive management platform with
functionality to:
• Create and manage emergency planning documentation.
Page 39 of 140

Page 40

• Conduct Business Impact Analysis (BIA).
• Identify IT system dependencies (with optional ICT Disaster Recovery integration.)
• Exercise and test Business Continuity Plans.
• Log and report major incidents.
• Track corrective and preventive actions.
• Support internal audit and assurance processes.
• Integrate risk management (optional add-on).
2.3.4 The introduction of this system will significantly enhance the Council’s ability to manage
resilience arrangements efficiently, ensure consistency across services, and improve
preparedness and response for incidents.
2.4 Resilience E-Learning
2.4.1 As a result of the the Grenfell recommendations, which advise local authorities to train
all employees, including chief executives, to view resilience as a core responsibility,
the Resilience Team has been working with the TODD team to develop a suite of e-
learning packages.
2.4.2 The proposed structure for these modules is as follows:
• Resilience: An Overview; mandatory for all staff every 2–3 years. This package
will focus on personal and organisational resilience.
• Business Continuity: An Overview; mandatory for all third-tier officers and above,
as well as designated Business Continuity Champions. This package will enable
officers to better understand Business Continuity and response.
• Council Incident Officer (CIO) Training; mandatory for all CIOs annually. The
initial session will be delivered face-to-face or via MS Teams, with subsequent
sessions available through the e-learning platform.
2.4.3 The Resilience Team will be available for any face to face training requests.
3. Measures of success
3.1 Effective delivery of critical services during major incidents.
3.2 Improved planning and coordination of resilience arrangements, including during
exercising.
3.3 Enhanced incident response and recovery capabilities.
3.4 Reduction in manual processes and administration.
3.5 Successful implementation of resilience software across all services.
3.6 Improved staff awareness and capability through completion of mandatory e-learning
packages.
4 Supporting documentation
4.1 Corporate Resilience Strategy 2025 (Redacted)
Andrew McPherson
Depute Chief Executive, North Lanarkshire Council
Page 40 of 140

Page 41

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? 
A separate report has been submitted to CMT discussing the proposed software
which has financial information included.
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?
Page 41 of 140

Page 42

Page 43

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 43 of 140

Page 44

Page 44 of 140

Page 45

North Lanarkshire Council
Report
Environment & Climate Change Committee
Does this report require to be approved? ☒ Yes ☐ No
Ref JMcK/LS Date 11/02/26
Public Sector Duties Climate Change Report 2024/2025
From James McKinstry, Chief Officer of Assets & Procurement
E-mail McKinstryJ@northlan.gov.uk Telephone 07939 281102
Executive Summary
The purpose of this report is to provide committee with a summary of the content of the
Public Sector Report on Compliance with Climate Change Duties submitted on behalf of
the Council in November 2025 for reporting year 2024/25 as well as provide an update on
progress against carbon budgets set within our Climate Plan ACT2030 and work that
contributes to overall the net-zero ambition.
This year’s reduction in the Council’s footprint shows the positive impact of deliberate
‘climate action’.
Recommendations
It is recommended that Environment & Climate Change Committee:
(1) Review the performance presented within this report and accompanying appendix.
(2) Note the Council’s carbon footprint performance since its baseline year as detailed
in Table 2.
(3) Note the performance of individual emission scopes (paragraphs 2.3-2.3.4).
(4) Note the Council’s performance in terms of its thematic carbon budgets (paragraphs
2.4-2.4.2).
(5) Note a summary of climate and sustainable action taking place throughout the
Council.
The Plan for North Lanarkshire
Priority All priorities
Ambition statement All ambition statements
Programme of Work Sustainable Futures
Item 6
Page 45 of 140

Page 46

1. Background
1.1 The ‘Climate Change (Duties of Public Bodies; Reporting Requirements) (Scotland)
Order 2015’, introduced a legal obligation for public bodies to report annually detailing
their compliance with the duties specified in the Climate Change (Scotland) Act 2009
and its subsequent amendments. The report is produced annually for the most recently
completed financial year with a submission date of the 30th November.
1.2 Each year information and data are collated and verified for submission by individual
services. The report template is comprised of a number of sections which are mainly
descriptive of the organisation:
• Profile;
• Governance;
• Emissions and Projects;
• Adaptation;
• Procurement;
• Validation; and
• A non-mandatory section: Wider Influence.
Figure 1 North Lanarkshire Council's Carbon Boundary as amended (2024/25) 
1.3 An organisational carbon boundary (as per above) is a visual representation of the
scope of activities, assets, and emissions sources that are included when calculating
the carbon footprint. Those sources out with the Carbon Boundary are ones where they
are not organisational emissions such as domestic consumption or there is no data
available to provide a meaningful result. The Council’s Carbon Boundary was
determined by looking at how our buildings are used, transport use for service delivery
and waste management for North Lanarkshire. 
Page 46 of 140

Page 47

2. Report
2.1 This report focuses primarily on the performance of the Council in reducing its carbon
emissions as contained within the November 2025 submission. Appendix 1
(Breakdown of Emissions) supplements the content of this report. The full submission
will be available on Sustainable Scotland Network’s website in March 2026.
2.1.1 This report also contains a short review of performance against the council’s own
carbon budgets set within the Climate Plan ACT2030 as adopted.
2.1.2 To fully understand the content of this report Committee should be aware of the
following definitions:
Table 1 Explanation of Emission Scopes
Scope Organisational
Control
Emission Source Example
1 Direct Stationary combustion Fuel use in buildings
Mobile Combustion Fuel use in vehicles
Process emissions Water treatment processes
Fugitive emissions Leaks of refrigerants from cooling
systems
2 Indirect Purchased electricity,
heat and steam
Grid electricity use
3 Indirect Several sources Purchased goods and services
Employee commuting and business
travel
Waste
Public Sector Climate Change Duties Report 2024/25
Figure 2 Total NLC Emissions by Scope (tCO2e)
2.2 The Council’s greenhouse gas emissions for this reporting year totalled 57,155 carbon
tonnes equivalent (tCO2e). This has been achieved via reductions in Scope 1, 2 and 3
emissions (2%, 5% and 18%) respectively.
2.2.1 The following table provides a summary of the organisation’s progress. Emission levels
have, until the reporting year (2024/25), been maintained more or less since 2020/21.
Within the reporting year (2024/25) emissions have reduced by 51.2% from the
-
20,000
40,000
60,000
80,000
100,000
120,000
Scope 1 Scope 2 Scope 3
Page 47 of 140

Page 48

baseline year (2015/16). This has been achieved through reductions buildings and
waste emissions. 
Table 2 NLC's Footprint since Baseline Year (tCO2e)
2015/16 2016/1
7
2017/1
8
2018/1
9
2019/2
0
2020/2
1
2021/2
2
2022/2
3
2023/2
4
2024/25
*
117,075  112,34
1
121,72
3 97,900 77,113 59,852 62,770 61,909 61,773 57,155
Performance
v. baseline -4,734 4,648 -19,175 -39,962 -
57,223
-
54,305
-
55,166
-
55,302 -59,920
% change to
baseline -4.0% 4.0% -16.4% -34.1% -48.9% -46.4% -47.1% -47.2% -51.2%
change to
prev. Year -4,734 9,382 -23,822 -20,788 -
17,260 2,917 -860 -136 -4,618
% change to
prev. year -4.0% 8.4% -19.6% -21.2% -22.4% 4.9% -1.4% -0.2% -7.5% 
2.3 The following graph shows the Council’s progress in terms of its Scope 1 emissions
since the baseline year.
Figure 3 Scope 1 Emissions since Baseline Year (tCO2e)  
2.3.1 Scope 1 emissions accounted for 29,066 tCO2e for the reporting period, which was a
2.3% reduction from last year and was achieved through reductions in the use of natural
gas, kerosene and diesel. 
-
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
Page 48 of 140

Page 49

Figure 4 Scope 2 Emissions since Baseline Year (tCO2e) 
2.3.2 Figure 4 shows the change in Scope 2 emissions since the baseline year.  Electricity is
the sole source of the council’s Scope 2 emissions. There was a decrease in
consumption which led to a reduction in the Scope 2 emissions from the previous year. 
2.3.3 The graph below shows the organisation’s progress in reducing its Scope 3 emissions. 
Figure 5 Scope 3 Emissions since Baseline Year (tCO2e) 
2.3.4 Scope 3 emissions for the reporting year are 17.8% lower than 2023/24 with reductions
in grey fleet (business mileage) and various waste streams all contributed to the overall
reduction, with the most significant reduction in ‘Refuse Municipal to Landfill’ realising
a 7% reduction in related emissions. The overall reduction in Scope 3 emissions since
baseline year is 23,593 tCO2e (59.1%). 
Climate Plan ACT2030: Progress against carbon budgets
2.4 Members will recollect that at February 2025 Committee it was agreed the Climate Plan
ACT2030 targets and carbon budgets for 2024/25 and 2025/26 (see Table 3) would 
-
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25*
-
10,000
20,000
30,000
40,000
50,000
60,000
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25*
Page 49 of 140

Page 50

remain as published to enable the Council to continue to measure performance whilst
the new climate plan (the Net Zero & Resilience Pathway) was developed.
Table 3 Carbon Budgets set with the Climate Plan ACT2030 (tCO2e)
Annual Reduction
Targets Buildings Transport Waste Annual Emissions
Target
Reduction from
baseline
2021/22 49,205 5,973 12,133 67,311 42.5%
2022/23 46,745 5,855 12,133 64,733 44.7%
2024/25 44,408 5,737 12,133 62,278 46.8%
2024/25 42,187 5,619 10,355 58,161 50.3%
2025/26 40,078 5,501 10,355 55,934 52.2%
2.4.1 The council’s footprint (57,155 tCO2e) is below the annual emission target of 58,161.
Whilst transport and Waste have exceeded their respective allotted budgets, building
emissions are below the relative carbon budget set for the reporting year. It is worth
noting that considerable reductions have already been achieved in waste emissions
following the introduction of the current bin collection policy and the waste incineration
project. The implementation of the Landfill Ban on 31 December 2025 will ensure no
waste will be going to landfill beyond this date.
2.4.2 The Light Goods Vehicle (LGV) fleet is steadily transitioning towards alternative fuel
vehicles as part of a long-term commitment to reducing emissions and modernising the
fleet. So far within this Vehicle Replacement Programme (VRP) cycle, 65 vehicles
within the light fleet sector have moved to electric, demonstrating strong early progress
and providing the viability of cleaner technologies across day to day operations. The
momentum will continue through the VRP which will see a further 400 light fleet of
vehicles renewed over the next four years. Together, these changes represent a
significant shift towards a more sustainable, efficient fleet. Within the Council’s Heavy
Goods Vehicles (HGV) fleet, the Refuse collection vehicles are operating on a lower
emissions model through the use of AdBlue which helps reduce harmful nitrogen oxide
emissions from Diesel engines. While these vehicles are not fully electric, the
integration of Ad Blue technology positions them as an important part of the
organisations broader shift towards alternative fuel solutions. This approach supports
cleaner operations today while longer term options are developed within this fleet
sector.
Figure 6 Thematic emissions performance (2024/25)
Page 50 of 140

Page 51

Examples of Climate Action Across the Council
2.5 This section highlights some of the Council’s Climate activity and actions incorporated
into the submission to the Scottish Government. These actions contribute to reducing
North Lanarkshire’s emissions as well as encouraging more sustainable practices
within the area.
2.5.1 The Energy Efficiency Standard for Social Housing (EESSH) was developed to help
improve the energy efficiency of the social housing stock in Scotland. Enhancing the
energy efficiency of council homes contributes to reductions in domestic emissions and
the carbon footprint of North Lanarkshire. In 2024/25 the Council’s ‘pass rate’ for
EESSH was 87%. Committee should be aware that EESSH is due to be replaced by
the Social Housing Net Zero Standard which will have a particular focus on ‘clean’ heat.
2.5.2 The Council is a main actor in the promotion of energy efficiency in the private housing
sector through schemes such as Energy Company Obligation (ECO) phase 4. The
Council’s Statement of Intent sets out how we aim to help the most vulnerable
households and increase the uptake of energy efficiency improvements for such
households. Since 2013, 27,767 households have had 45,380 energy efficiency
measures installed through ECO.
2.5.3 Non-Domestic Energy Efficiency Project (NDEE): With a capital cost of £3,337,662
a suite of energy conservation measures (see below) has been delivered across 26
sites and is expected to realise savings of £369,481 and a carbon reduction of 774
tCO2e:
• Building Energy Management Systems (BMS) – upgrades
• LED lighting
• Electric boilers and boiler upgrades
• Recommissioning CHPs (Combined Heat & Power)
• Fridge and freezer optimisation
• Solar photovoltaics
• Air handling unit optimisation
• Insulation
• Air conditioning optimisation
• Voltage Optimisation 
0
10,000
20,000
30,000
40,000
50,000
Building energy use (tCO2e) Transport  (tCO2e) Waste  (tCO2e)
Emissions Budget
Page 51 of 140

Page 52

2.5.4 Scotland’s Recycling Fund aims to increase energy efficiency within the Public Sector.
Projects continue to be funded via this match funding scheme with the current projects
totalling £1.1million, with an expected saving of £264,667 and 319.78 tCO2e.
2.5.6 New build Homes: Forty-eight new homes were completed in February 2025 at
Brandon Street, Motherwell. All the homes are heated by a Ground Source Heat Pump
system and to a high level of energy efficiency employing innovative use of both internal
and external wall insulation as well as triple glazed windows and roof-mounted
photovoltaic panels.
2.5.7 Town and Community Hubs. Orbiston Community Hub located on Babylon Road in
Bellshill, opened in (check with Emma) includes two primary schools, a Family Learning
Centre for children aged 0–5, and a new community centre, which replaces the Joe
McKay Centre. It is the Council’s first fully electric town and community hub, delivering
a 90% reduction in carbon emissions and a 60% reduction in energy consumption
compared to the previous school buildings.
2.5.8 Dumbreck & Garrell project. A conservation group has been set up and has seen
local volunteers upskilled to take on practical conservation tasks and habitat
management on site, works have included: lapwing scrapes, sand martin wall repairs,
path works and tree & wildflower planting. New paths and path repairs have been
carried out, together with the installation of new benches to allow the site to become
more accessible to the wider community.
Adaptation
2.6 The Council has a duty to act in a way that supports the successful delivery of the
Scottish National Adaptation Plan 2024-2029. North Lanarkshire has already
experienced some of the impacts of climate change such as heatwaves during the
summertime and wetter, wetter milder weather during wintertime.
2.6.1 Table 5 provides examples of adaptation action carried out within the council:
Table 4 Extract from Public Sector Climate Change Duties Report
Flood Risk Management (FRM)
The Water Management Team has:
• developed a maintenance and inspection schedule for watercourses/culverts/debris screens.
The proactive management of these assets would reduce flood risk and the impact of flooding
by reducing the likelihood of blockages and failure of infrastructure.
• finalised a Strategic Flood Risk Assessment for the local authority area, which ranks council
areas in terms of flood risk to property. This document will allow the council to prioritise actions
to those areas at greatest flood risk.
• progressed to outline design for the Kilsyth Flood Risk Reduction Scheme. The scheme
proposes to protect 87 properties from flooding in a 1 in 100-year event from flooding from the
Ebroch Burn and Garrel Burn. The Scheme is scheduled to be constructed in 2026.
• finalised the following actions from the Clyde and Loch Lomond Local Flood Risk Management
Plan:
o Phase 2 - Motherwell Surface Water Management Plan
o Phase 2 - Cumbernauld Surface Water Management Plan
o Phase 2 - Airdrie Surface Water Management Plan
o Airdrie - Floody Study and Optioneering
o Bellshill - Flood Study and Optioneering
Tree Management
The frequency of severe storms is increasing and impacts on routine works. Community Operations are
using contextual enquiry data to inform forward planning as this will assist teams’ workloads and manage
demands on this specialist service.
Page 52 of 140

Page 53

Conclusions and Recommendations
2.7 The Council’s progress towards net zero has benefitted from deliberate climate action.
Progress can be impacted on by policy decisions and hence why it is important for
services to complete Carbon Impact Assessments to inform decision-making.
2.7.1 The Council has continued to deliver climate action and has realised good outcomes
that goes beyond emission reductions such as helping those in fuel poverty and
improving wider poverty outcomes as well as improving the physical and wellbeing of
residents. 
2.7.2 Adapting to a changing climate is an essential consideration for the Council and future
action will be wider than flood prevention as we see other impacts such as severe heat
becoming more frequent. 
3. Measures of success
3.1 Reduction in Emissions per Staff (tCO2e) 
3.2 Reduction in Emissions per Capita (tCO2e)
3.3 Reduction in Emissions per km2 (tCO2e) 
4. Supporting documentation  
4.1 Appendix 1  Breakdown of Emissions (2024/25) 
James McKinstry
Chief Officer (Assets & Procurement) 
Page 53 of 140

Page 54

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? 
Fulfilling the Council’s Climate Change Duties will require significant investment.
Meaningful retrofit, ensuring the Council decarbonises its heat, will require all
buildings within the Council’s portfolio to undergo an intensive fabric first
(insulation, roofs, windows etc) approach, supported by replacement of existing
heating systems where natural gas is currently used. Climate change impacts on
buildings, our road infrastructure and other systems that we deem essential to go
about our daily lives. The cost of adapting these assets to the short- and medium-
term risks faced will require a significant resource.
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 ☐
Page 54 of 140

Page 55

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? 
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? 
In nine years of reporting the Council has achieved a 51.2% reduction since its
baseline (2015/16) however significant investment will be required to continue this
performance, as stated in section 5.2. 
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? 
Climate change is on the corporate risk register and there are controls/actions in
place to mitigate different aspects of the risk. 
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?
Page 55 of 140

Page 56

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 56 of 140

Page 57

Appendix 1 – Breakdown of emissions (2024/25)1 
Emission source Scope Emissions (tCO2e) Trend
Car - diesel Scope 3 285.8 
Car-petrol Scope 3 570.1 
Average Car – Unknown Fuel Scope 3 18.6 
Diesel (average biofuel blend) Scope 1 4,638.1 
Petrol (average biofuel blend) Scope 1 748.4 
Gas Oil Scope 1 451.6 
Grid Electricity (generation and transmission &
distribution losses) Scope 2 & 3 14,488.3 
Natural Gas Scope 1 23,146.4 
Water - Supply Scope 3 56.1 
Water - Treatment Scope 3 113.2 
Refuse Municipal to Landfill Scope 3 9,781.3 
Refuse Commercial & Industrial to Landfill Scope 3 1,154.6 
Organic Food & Drink Composting Scope 3 4.1 
Organic Garden Waste Composting Scope 3 7.1 
Organic Food & Garden Waste Composting Scope 3 192.5 
Paper & Board (Mixed) Recycling Scope 3 65.3 
WEEE (Mixed) Recycling Scope 3 10.2 
Glass Recycling Scope 3 41.8 
Metal Cans (Mixed) & Metal Scrap Recycling Scope 3 50.4 
Refuse Municipal / Commercial / Industrial to Combustion Scope 3 226.8 
Mixed recycling Scope 3 184.3 
Biomass (Wood Chips) Scope 1 45.8 
Landfill gas Scope 1 0.1 
Burning Oil (Kerosene)litres Scope 1 27.6 
Homeworking emissions Scope 3 322.6 
Average car - Unknown Scope 3 464.0 
Average local bus Scope 3 37.7 
National rail Scope 3 10.9 
Electric business mileage Scope 3 3.2 -
HFC-32 Scope 1 0 -
R407C Scope 1 0 -
R410A Scope 1 0 -
R22 Scope 1 0 -  
57,147 tCO2e 
1 Section 3b Public Bodies Climate Change Duties Compliance Report
Page 57 of 140

Page 58

Page 58 of 140

Page 59

North Lanarkshire Council
Report
Environment and Climate Change Committee 
Does this report require to be approved? ☐ Yes   ☒ No
Ref    LR Date 11/02/26 
Community Operations Programme of Work Update 
From  Lyall Rennie, Chief Officer (Community Operations)  
E-mail renniely@northlan.gov.uk Telephone 07979 009151 
Executive Summary
The report builds on previous reports and provides an update on the proposals within the
Waste & Land and Fleet Services in line with the Council’s Sustainable Futures
Programme of Work.
Recommendations
It is recommended that the Environment and Climate change committee:
(1) Acknowledge progress against the Bellshill new fleet workshop, office accommodation
and welfare facilities.
(2) Note the issues impacting on the introduction of an Eco Park within the Bellshill
complex.
(3) Acknowledge the decision to continue to explore opportunities for a Waste Transfer
Station within North Lanarkshire.
(4) Acknowledge the update on progress with Solar Farms.
(5) Acknowledge progress in meeting statutory requirements relevant to the collection and
storage of materials containing Persistent Organic Pollutants (POPs).
(6) Acknowledge the progress on the decarbonisation of the Council fleet and support the
decision to move from hydrogen and focus on electric vehicles. 
The Plan for North Lanarkshire
Priority  Improve North Lanarkshire's resource base
Ambition statement (3) Maximise the use of our marketable land and assets through
improved development in business and industrial infrastructure
Programme of Work Sustainable Futures
Item 7
Page 59 of 140

Page 60

1. Background
1.1 Previous reports to Committee have outlined the ongoing rationalisation exercise to be
undertaken across Waste Resources to allow consolidation of the service within key
depot facilities. However, several issues and developments have resulted in a change
to the planned operating model and this report provides an update on the depot
position and the projects contained within the Sustainable Futures programme of
work.
2. Report
SARIS and Bellshill Complex
2.1 The new purpose-built facility at Bellshill received a temporary occupation certificate
in December 2025 for office and welfare accommodation for Community Operations
staff. The fleet workshop became operational on 28 July 2025.
2.2 An amendment to the building warrant was submitted in July to cover the installation
of portacabins within the workshop, internal alterations within office area, bollards at
disabled bays and the addition of tactile paving between the footpath and road at the
side of the building. Work is underway and once completed a Completion Certificate
will be submitted.
2.3 As previously reported to committee the Bellshill site will accommodate office based
staff across Community Operations, as well as the Bus Section and Fleet workshop.
2.4 In line with the Council’s Strategic Asset Review and Investment Strategy (SARIS),
the original proposal was to create a super depot at Bellshill for Waste and Fleet
Services. This would enable rationalisation of existing depots across the Council area.
2.5 While the original intention was to co-locate Fleet and Waste services at Bellshill,
subsequent developments have led to a repurposing of the facility including expansion
of the Council’s bus fleet.
2.6 Following the decision to increase the bus fleet, with potential for further expansion, it
is unlikely that the Waste service can be fully accommodated at the Bellshill facility.
Consequently, Land and Waste Services will continue operating from existing depots
at Souterhouse, Wardpark and Albert Street until an options appraisal is completed.
2.7 The appraisal will review current depot provision, assess any unused capacity at
Bellshill and consider the area previously identified for an Eco Hub.
2.8 The findings will inform future decisions including depot rationalisation in line with
SARIS. Upon completion, any depots deemed surplus to requirements may be sold,
providing a capital receipt for the Council.
2.9 Plans are underway to convert part of the facility into an operational hub. The upper
floor, originally designed to accommodate locker and drying rooms for Waste
operatives, will be redesigned to include additional desk space, storage and meeting
rooms. This will also allow for a centrally located welfare provision for the Home
Support team 24 hours per day. Completion of this work is anticipated by August 2026.
2.10 Further updates on this project will be provided to Committee at future committee.
Page 60 of 140

Page 61

Bellshill Eco Park
2.11 As detailed later in this report, there are several limiting factors which are slowing
down the progression of the Council fleet to net zero. To address this challenge, Fleet
Resources have been investigating alternative approaches in partnership with the
private sector and public partners.
2.12 The Council previously entered into a Memorandum of Understanding with Scottish
Power Energy Retail Limited (SPERL), who proposed the installation of a hydrogen
refuelling station at Bellshill Depot, with SPERL covering the upfront capital costs.
However, due to significant delays and operational challenges faced by SPERL, this
project is no longer progressing. The Council also explored hydrogen conversion
options, while this initially appeared to be a more cost-effective route, subsequent
trials demonstrated limited operational and environmental benefits. Hydrogen
refuelling is not yet viable locally due to fleet suitability, limited demand and
infrastructure gaps. However, consideration will be given to future hydrogen projects
if demand and investment grow.
2.13 As a result, the Council has reviewed its fleet decarbonisation strategy prioritising the
replacement of cars and small vans with electric or hybrid alternatives, discussed later
in this report and will also review the area previously identified for the Eco Hub.
2.14 Further updates on this project will be provided to Committee at future committee
cycles.
Material Recovery Facility (MRF) and Waste Transfer Station (WTS)
2.15 Previous reports to committee provided an update on the investigation into developing
a Material Recovery Facility (MRF) at the closed landfill site at Dalmacoulter and a
Waste Transfer Station (WTS) at the Wardpark facility.
2.16 Currently, the Council must regularly negotiate contracts for the disposal and
processing of its recyclable and bulky items. Previous tender processes have shown
that many companies either do not apply or are excluded from contract awards
because they are not based locally within North Lanarkshire. High transportation
costs make their bids uncompetitive. Establishing a waste facility within the Council
area would remove this barrier, enabling more companies to participate. This would
increase competition, potentially reduce costs and deliver better value for the council
and residents.
2.17 Planning permission was successfully obtained for both sites. The Dalmacoulter MRF
was intended to sort and bulk waste for onward treatment, while the Wardpark WTS
aimed to reduce vehicle movements by centralising waste collection in the northern
area of the authority.
2.18 Both projects were deemed financially unviable due to insufficient funding. There is
now potential to utilise funding from the Extended Producer Responsibility (pEPR) for
packaging payments and a business case is being prepared to support the continued
development of a WTS at Auchinlea closed landfill site. The service has confirmed
that it will not proceed with the development of a full scale MRF.
2.19 Further updates on this project will be provided to Committee at future committee
cycles.
Page 61 of 140

Page 62

Solar Farms at Auchinlea and Dalmacoulter Landfill Sites
2.20 As noted in previous reports, the Council engaged a consultant to assess the viability
of converting closed landfill sites at Dalmacoulter and Auchinlea into solar farms.
Existing grid connections at both sites significantly reduce setup costs.
2.21 Working with the council’s planning team, the consultant completed key reports
including ecological appraisals, glint and glare assessments, flood risk evaluations,
transport statements, and capping assessments. The ecological appraisal identified
the need for species-specific surveys, particularly for migrating birds, however the
appropriate season had passed, delaying completion.
2.22 Further planning discussions confirmed additional surveys were required and are now
underway. Planning applications for both sites were submitted in August, and
consultation is ongoing.
2.23 Once planning applications have been approved, the second phase will commence
2.24 Further updates on this project will be provided to Committee at future committee
cycles.
Persistent Organic Pollutants (POPs) and Household Waste Recycling Centres
2.25 The UK Government adopted the Stockholm Convention and EU POPs Regulations
(EU 2019/1021) through the Persistent Organic Pollutants Regulations 2007. POPs
are hazardous chemicals that persist in the environment, accumulate in the food chain
and can travel long distances. They are found in items such as car parts, electronics,
domestic seating, and firefighting foams.
2.26 While these regulations have applied in England since 2007, they were not adopted
in Scotland until SEPA issued guidance on 1 November 2023 banning waste
upholstered domestic seating (WUDs) containing POPs from landfill. Enforcement
began on 31 January 2024, requiring compliant handling and destruction of WUDs,
which has led to increased collection and storage costs.
2.27 To meet these statutory obligations, Waste Resources secured capital funding to
upgrade three HWRCs. These upgrades support POPs compliance and
accommodate the disposal of waste arising from the work of Land Services and
Housing, along with improved welfare facilities within the centres. This localised model
allows Land and Housing employees to operated close to their area of operation
reduces vehicle movements, enhances operational efficiency, and reduction in carbon
emissions.
2.28 Additionally, a trial introducing industrial compactors at three HWRCs for black bag
waste aims to reduce contamination and improve recycling rates.
2.29 A separate report detailing proposed HWRC improvements and service review, will
be/has been provided to Committee at cycle 2 for approval.
Page 62 of 140

Page 63

Decarbonisation of Council Fleet
2.30 The Council currently operates 719 vehicles split into the following categories: 
2.31 As reported to Committee in August 2023, prohibitive costs and the pace of
technological development mean it is not currently feasible to transition away from
standard diesel engines for the HGV fleet within the next two to four years. However,
this position will be kept under constant review by Fleet Resources, with any
significant changes in cost of technology potentially accelerating this timeline.
2.32 The immediate focus is on achieving net zero for all other vehicles and priority will be
given to replacing cars and small vans with electric or hybrid alternatives, with EVs as
the preferred option. Of the 543 vehicles in this category, 70 are already electric. The
aim is to transition all to low-emission alternatives by 2030.
2.33 In parallel, the Council is expanding its EV charging infrastructure. While public
charging development is progressing at the Glasgow City Region level, this
programme excludes internal fleet infrastructure.
2.34 The development of charging infrastructure across depots and office locations must
be closely aligned with the vehicle replacement strategy. Fleet Resources are
currently exploring alternative funding opportunities, and a strategic pilot is underway
at the Bellshill depot. This pilot will focus on the installation, maintenance and repair
of rapid EV chargers, supported by an appropriate back-end software management
solution. The outcomes of this work will help determine the Council’s preferred
infrastructure model and may reduce or remove the requirement for a large-scale Eco
Hub. In addition, partnerships with private sector providers, along with the use of RFID
cards, will facilitate access to private charging networks at preferential rates.
2.35 Power capacity upgrades have been completed at Bellshill and Wardpark depots and
additional charging points installed at multiple locations.  Depending on the outcome
of the pilot, the model may be replicated at two further sites to provide coverage across
Page 63 of 140

Page 64

North Lanarkshire.
2.36 Charging capacity will continue to expand alongside the electric fleet, subject to
funding. However successful delivery of this project will require a coordinated Council
wide strategy. Current Vehicle Replacement capital funding does not cover additional
infrastructure costs. Therefore, the service will submit a capital proposal as part of the
capital reprofiling exercise.
2.37 To further support the transition, Fleet Resources will trial Hydrotreated Vegetable Oil
(HVO), a renewable diesel alternative derived from waste fats and vegetable oils.
HVO is a drop-in replacement requiring no engine modifications for most diesel
vehicles, making it a practical interim solution to reduce carbon emissions without
major infrastructure investment.
2.38 However, market analysis indicates that Hydrotreated Vegetable Oil (HVO) remains
more expensive than conventional diesel. Current pricing shows HVO at £1.34 per
litre, compared with £1.12 per litre for diesel.
2.39 The six-month trial will include bus, RCV and light commercial vehicles assessing:
• Engine Compatibility
• Cold Weather Performance
• Storage Stability
2.40 Long-term decarbonisation will rely primarily on EVs, requiring robust infrastructure
and resourcing across fleet operations.
3. Measures of success
3.1 The delivery of more efficient front-line services within North Lanarkshire and reduced
financial and environmental costs associated with the delivery of these services.
4. Supporting documentation
N/A
Lyall Rennie
Chief Officer (Community Operations)
Page 64 of 140

Page 65

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?
Capital funding has been allocated to certain projects. Other projects are dependent
on partnerships with the private sector and will proceed without upfront capital
expenditure (Capex). All funding sources will be confirmed and agreed prior to
project commencement.
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 ☒
Page 65 of 140

Page 66

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?
As detailed in the report, the initiatives being taken forward will contribute towards
the Council’s ambition of net zero by 2030.
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? 
All projects have completed PRA and Risk and Issues logs
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 66 of 140

Page 67

North Lanarkshire Council
Report
Environment and Climate Change Committee 
Does this report require to be approved? ☒ Yes   ☐ No
Ref    LR Date 11/02/26 
Strategic Performance Framework - latest performance results for
Community Operations 
From  Lyall Rennie, Chief Officer (Community Operations)  
E-mail RennieLy@northlan.gov.uk Telephone 07855 193500 
Executive Summary
A single Community Operations service is in place following various structural realignments
which have brought together a range of front facing services in relation to the council’s
environmental assets (i.e. Street Cleaning, Grounds Maintenance, Cemetery Services,
Roads Maintenance Operations, and Country Parks for the Future) as well as regulatory
related services (i.e. Environmental Health and Trading Standards), and services in respect
of Waste Solutions, Fleet Resources, and the Built Environment. 
Creation of this single community operation through the Chief Officer (Community
Operations) has seen the integration of services and enhancements to natural
environments and green spaces to further support general wellbeing, social inclusion,
physical and mental health, and connectivity with the local environment. The creation of a
single front-line community operation that supports the day-to-day maintenance and
management of the resources, services, and assets required to deliver a wide range of
environmental services, as well as many culture, sport, and leisure pursuits, is also key to
supporting about environmental enhancements and the health benefits they bring. 
A substantial range of performance indicators are in place within Community Operations to
assess efficiency and effectiveness in terms of service delivery and case management on
a day-to-day basis. A suite of statutory indicators also enables costs and satisfaction to be
assessed and compared nationally. 
The service monitors performance in various ways, including subject matter specific review
meetings as well as regular management meeting discussions. These meetings make use
of the evidence provided by the performance results to inform discussions around the best 
use of resources, to decide priorities in this respect, to highlight areas requiring
improvement, and to agree remedial actions which require to be implemented. 
For strategic overview and scrutiny purposes, this report provides Members of the
Environment and Climate Change Committee with an update of the latest results for the
suite of performance indicators within Community Operations. 
Recommendations 
It is recommended that the Environment and Climate Change Committee: 
Item 8
Page 67 of 140

Page 68

1. Background 
1.1 There are six inter-related strategic frameworks which are key to evaluating the
success of The Plan for North Lanarkshire and assessing delivery towards achieving
the overall vision by ensuring each stage is appropriately aligned, planned, guided,
implemented, monitored, and governed.   
1.2 The six frameworks focus on ensuring a corporate one council approach in respect of
Policy, Governance, Performance, Self-Evaluation, Project Management, and
Demonstrating Improved Outcomes for Communities.   
1.3 The Strategic Performance Framework comprises performance measurement at three
levels.  This aims to collectively provide an overview of performance to help understand
the impact of council activities on improving services and outcomes for the people and
communities of North Lanarkshire.  The measures in this Framework allow for day-to-
day activities, and progress towards achieving the long-term vision set out in The Plan
for North Lanarkshire, to be regularly monitored, reported, assessed, and scrutinised.   
1.4 The Strategic Performance Framework is aligned to the Accounts Commission’
Statutory Direction which places a requirement on councils to ensure clear, balanced,
and effective reporting on how well services are performing that includes (i)
comparisons of performance over time and between councils, and (ii) shows how well
local outcomes are being improved. For information, the council’s comparative
performance in Local Government Benchmarking Framework (LGBF) indicators can be
viewed through the Improvement Service’s online dashboard: 
https://www.improvementservice.org.uk/benchmarking/explore-the-data   
1.5 A Performance Reporting Schedule supports the timely submission of a range of
performance information to ensure fully informed review, reporting, scrutiny, and
decision-making processes by Elected Members and senior management. This
Schedule, endorsed by the Audit and Scrutiny Panel each year, includes Chief Officer’s
individual Performance Reviews at Service Committees in line with the Strategic
Performance Framework. 
1.6 This report therefore presents the Environment and Climate Change Committee with
the latest performance results for Community Operations’ services for Members’ further
review and scrutiny. 
2. Strategic Performance Framework 
Environment and Climate Change Committee responsibilities 
2.1 In line with the terms of reference outlined in the Scheme of Administration, the
Environment and Climate Change Committee is responsible for monitoring and
(1) Review the high-level performance overview presented in Appendix 1 and identify
where further information is required to understand or investigate performance further. 
The Plan for North Lanarkshire
Priority  All priorities
Ambition statement All ambition statements
Programme of Work Statutory / corporate / service requirement
Page 68 of 140

Page 69

reviewing performance information for the following Ambition Statements from The Plan
for North Lanarkshire.
14. Ensure the highest standards of public protection.
16. Transform our natural environment to support wellbeing and inward investment
and enhance it for current and future generations.
17. Ensure we keep our environment clean, safe, and attractive.
2.2 The high-level performance overview in Appendix 1 presents Members with a summary
of the latest results for performance indicators relating to the services that sit within the
remit of the Chief Officer (Community Operations) - with the exception of Active and
Creative Communities which sits within the remit of the Communities Committee, and
Facility Support Services and School Transport which sit within the remit of the
Education and Families Committee.
2.3 The information in Appendix 1 comprises the undernoted. Appendix 2 provides
additional context in respect of the council’s approach to the measurement of indicators
and setting of targets.
• An ideal direction arrow - this indicates whether a higher or lower figure is the
preferred direction of travel.
• Measurement unit - for example whether the result is a %, a number, a unit cost
(in £), or a ratio.
• Performance results for the most recent financial years (depending on availability
of data) along with the latest year’s target and corresponding RAG status (for
indicators where it is appropriate to set targets).
• The most recent quarterly results, along with the corresponding target and RAG
status. Note the inclusion of this information is dependent on the measurement
frequency of the indicator and availability of data as at the time of reporting.
• A trend graph - this captures the direction of travel achieved over the years and
includes the most recent monthly or quarterly results where available.
• Comments - narrative summarising the current position and providing an
explanation for any significant variations in performance. Where applicable, this
narrative also highlights any internal or external factors impacting on service
delivery as well as any residual effects of the pandemic, e.g. any increase or
decrease in the volume of transactions or enquiries processed.
Current context
2.4 The performance information presented in Appendix One should be considered within
the context of the following:
• A rationalisation exercise is currently underway across the land and waste service
to consolidate operations within key depot facilities. This will improve overall
service efficiencies, free up space for other service areas to bring their facilities
together and ultimately generate a capital receipt for the council through the sale
of any depots that are deemed surplus to requirements.
• The extent to which the service has supported the council in terms of responding
 A higher figure is better
 A lower figure is better
Key to RAG status
Green Performance is on target and/or within acceptable thresholds
Red Performance does not meet target and is outwith acceptable thresholds
Blue Performance surpasses the target and exceeds expectations
Page 69 of 140

Page 70

to and recovering from the pandemic over the three years from 2020 to 2022, while
maintaining service delivery of critical areas of public health and safety in line with
legislation. Resuming business as usual activities at pace thereafter involved
dealing with significant volumes in terms of backlogs in particular areas of service
- the latest results for these areas now show demand to be stabilising and
performance levels back on track.
• In resuming business as usual activities as noted above, the subsequent increase
in the volume of business experienced by some areas of service that added to the
caseloads which require to be dealt with included in environmental health, while
the food law recovery plan and related inspection regime implemented in the
aftermath of the pandemic impacted on food business inspection visits and
required changes to processes and ways of working. 
• As per the Internal Audit review reported to the Audit and Scrutiny Panel in May
2025), this performance report reflects implementation of the recommendation
therein, i.e. to report performance information to senior management and elected
members. Work is ongoing to address the second recommendation (in respect of
improving compliance with corporate processes and procedures in relation to the
description, calculation, and recording of performance indicators), which includes
a review of the existing suite of performance indicators to ensure these remain
effective in assessing the efficiency and effectiveness of service delivery and case
management on a day-to-day basis as well as being able to contribute to assessing
progress in delivering The Plan for North Lanarkshire. New measures will be
available for reporting from the 2025/26 year end onwards. This review includes
targets and thresholds to ensure these remain fit for purpose and contribute
positively to continuous service improvement.
• In the meantime, work is also underway to ensure systems and processes are
aligned, and the related request mechanisms are integrated, to be able to collect
data in respect of a new measure to support oversight of instances where
residents’ bins are lost or damaged during collection (as agreed at the Council
meeting in June 2025). It is expected that this data will be available for reporting
from April 2026. 
Recent performance highlights 
2.5 Overall, the latest figures show that 32.6% of all of North Lanarkshire's roads are
considered to require maintenance treatment which maintains the consistent trend over
the years of less than a third of all roads requiring maintenance treatment. Performance
also remains below (and therefore better than) target.
• The council’s performance in respect of A class roads (i.e. major and strategic
roads) which are considered to require maintenance treatment continues to remain
lower than the averages for Scotland and the family group of similar councils with
less than a quarter (23.8%) of A class roads in North Lanarkshire considered to
require maintenance treatment compared to the Scottish average (30.6%) and the
family group of similar councils (28.2%). 
2.6 The latest figures in respect of the cost of maintaining roads per kilometres of length
show a decrease (i.e. an improvement) from the previous year and continue to remain
lower than the family group of similar councils (which comprises the eight most densely
populated council areas).  The location of North Lanarkshire’s roads in central Scotland
makes them very heavily used, with the heavier volume and density of traffic having a
greater impact on wear and tear of the road network compared to a council in a rural
area for example. 
2.7 Performance for the council’s refuse service continues to show a positive picture in the
round with refuse disposal costs remaining below target and satisfaction levels in terms
Page 70 of 140

Page 71

of the refuse collection service maintaining a consistent level. Recycling rates have also
increased - to the highest ever of 47.9%. This is higher than the national average of
44.3% and the average for the family group of similar councils (42.3%). The number of
refuse collection complaints continues to remain low with 1.3 complaints received per
1,000 household collections which overall equates to 15,195 complaints out of just over
12 million household collections during 2024/25.
2.8 The proportion of eligible premises achieving the national Food Hygiene Information
Scheme (FHIS) pass award continues to perform above target. The latest year to date
figures, up to and including quarter 3 of 2025/26, show 96.1% of premises (2,452 out
of 2,552) achieving the pass award.
Areas of performance requiring improvement
2.9 Previous performance reports to the Environment and Climate Change Committee had
noted performance in completion certificates and building warrants continuing to remain
below target, however both these service areas had experienced a significant
improvement as at the 2024/25 year end. This followed a prolonged period of high
demand volumes combined with increased customer expectation around the
completion of projects and extent of on-site activities as well as challenges around the
recruitment process, long-term absences, support issues, and system outages all
contributing to lower than target performance. Performance in 2025/26 to date has
subsequently shown a drop and the reasons for this are being investigated.
2.10 Enquiries closed off within response timescales in relation to roads enquiries and
streetlight repairs completed within 7 days had both shown performance lower than the
expected target for 2024/25. This period included the transition to a new term
maintenance contractor and the implementation of a new maintenance management
system, both of which encountered some teething issues that impacted on the reported
performance figures; however, these have now been resolved, and it is expected that
the 2025/26 figures will show improvement in this respect.
2.11 Overall, performance results in relation to unit costs available through the LGBF suite
of indicators represent a mixed picture across all councils in Scotland. This LGBF
overview publication recognises general trends across Scotland, for example, it notes
that some nonprotected service areas have seen recent uplifts in their spend, after a
long-term pattern of reducing budgets. This largely reflects the resumption in activity,
which was deferred during the pandemic, including in relation to significant capital
programmes. For example, culture and leisure, environmental services, roads, planning
services, and corporate support services have all seen an increase in expenditure in
recent years. However, unit costs should never be considered in isolation and a full
picture of performance should be reviewed, for example public satisfaction levels with
environmental related services show improvement in the latest results as does the level
of performance achieved.
Next steps
2.12 As noted in paragraph 1.5, the Strategic Performance Framework is supported by a
Performance Reporting Schedule. This sets out the arrangements for service, statutory,
and Strategic Performance Framework reporting to committee. In this respect the
relevant Committee can expect to receive the following reports in respect of Community
Operations areas of work in 2026 to 2027.
Report Description Committee Committee
cycle for
Page 71 of 140

Page 72

next report
Business
regulation
service plan 
All local authority regulators of food law and
occupational health and safety law must plan
their enforcement and advisory activities and, in
accordance with independent auditor
preference, present that plan before a relevant
committee for its approval. This includes a
summary of the service plan for the council’s
Business Regulation Service (and latest
performance achievements) to fulfil obligations
in respect of food law and occupational health
and safety law.
Latest report in August 2025: link to report
Environment
and Climate
Change
Committee 
Cycle 3 in
2026 
Building
Standards
performance 
There is a statutory requirement to produce and
publish on the council website an Annual
Building Standards Verification Performance
Report. The report includes a broad range of
performance and service improvement
information, and it looks back at the previous 12
months, as well as looking forward to the next
period. 
Latest update for 2024/25 (May 2025): link to
website. 
n/a, published
on the
council’s
website each
year 
n/a, 
next annual
report will be
published
May 2026 
Scottish Road
Works
Commissioner
annual road
works
performance
review 
The Scottish Road Works Commissioner
oversees improvements to the planning, co-
ordination, and quality of road works by both
local authorities and statutory undertakers in
Scotland. The council has a statutory duty under
section 118(1) of the New Roads and Street
Works Act 1991, to co-ordinate the execution of
works of all kinds in roads for which they are
responsible: 
(a) In the interests of safety. 
(b) To minimise inconvenience to persons using
the road. 
(c) To protect the structure of the road and
integrity of apparatus in it. 
This report presents details of the Scottish Road
Works Commissioner’s annual performance
review in terms of how well the council is
meeting its statutory obligations. 
Latest report in August 2025: link to report 
Environment
and Climate
Change
Committee 
Cycle 3 in
2026 
3. Measures of success 
3.1 Measures of success include: 
• Regular oversight and monitoring of performance across the organisation to gain
assurances in terms of governance and accountability.
• Regular review and challenge processes to scrutinise the performance of the
council to ensure effective use of resources and that resources are directed in
accordance with agreed policy and according to priorities, while ensuring sound
decision making and clear accountability for the use of resources in achieving
improved outcomes for service users and the local community.  
• Performance monitoring, management, and reporting arrangements that support
the demonstration of improved performance in local services and outcomes, and
the delivery of Best Value. 
4. Supporting documentation 
Page 72 of 140

Page 73

Appendix 1 -  High-level performance overview. 
Appendix 2 - Note for information in respect of performance indicators and targets. 
Lyall Rennie
Chief Officer (Community Operations) 
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-
Page 73 of 140

Page 74

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? 
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 74 of 140

Page 75

Appendix 1
Community Operations
High-level performance overview - as at January 2026
Note, for the majority of the benchmarking indicators the most up to date data that is available nationally relates to 2024/25 (this is a more up to date position than the last
report to Committee in August 2025 which comprised data up to 2023/24 in this respect) (https://www.improvementservice.org.uk/benchmarking/explore-the-data) 
Page 75 of 140

Page 76

Page 76 of 140

Page 77

Page 77 of 140

Page 78

Page 78 of 140

Page 79

Page 79 of 140

Page 80

Page 80 of 140

Page 81

Appendix 2 
Note for information in respect of performance indicators and targets 
It should be noted that the nature of particular areas of service being measured in order to assess and manage performance do not
always lend themselves to a traditional approach to either measuring performance or setting targets, for example: 
• Some indicators (and targets) are required to monitor performance against a commitment or minimum standard the council has made in
advance to achieve a stated level of performance when delivering a service. 
• Some indicators (and targets) are required to assess compliance with legislative requirements.
• Some targets represent the level of performance that the council aims to achieve from a particular activity in either the short, medium, or
long-term.
• Some indicators are needed to help present a complete picture of performance in the round, as a single performance indicator used in
isolation rarely tells the whole performance story and a range of indicators are required to reflect the economic, efficient, and effective
aspects of demonstrating best value. 
• Some indicators and targets can help to support accountability to the public in terms of demonstrating best value and an efficient and
effective approach to the delivery of services. 
• Some indicators are monitored to ensure the council complies with specific requirements, such as information governance or health and
safety.
• Some indicators are monitored to provide added context in order to help interpret performance results or supplement other existing
measures. Information such as this can be critical to enhance knowledge and decision making in terms of demand to help determine
priorities and allocate resources. 
• For some indicators it is not appropriate to set targets as it is the trend in the data (i.e. the direction of travel) that provides more meaningful
information to allow for an assessment in relation to whether performance has improved.
• Some indicators are national benchmarking indicators where their purpose is to allow for comparisons with other councils and the national
average.  These benchmarks are, in essence, can openers designed to focus questions on why variations in cost and performance are
occurring between similar councils.
• Some indicators are proxy measures, particularly in the case of measuring outcomes, as without directly measurable data for a desired
outcome the only alternative is to use a proxy that is an indirect measure of the desired outcome but which is itself strongly correlated to that
outcome. 
Page 81 of 140

Page 82

Page 82 of 140

Page 83

North Lanarkshire Council
Report
Environment and Climate Change Committee 
Does this report require to be approved? ☒ Yes   ☐ No
Ref    LR/VA/CM Date 11/02/26 
Sustainable Futures - Country Parks for the Future Update 
From  Lyall Rennie Chief Officer, Community Operations  
E-mail Renniely@northlan.gov.uk Telephone 07979 009151 
Executive Summary 
This report provides an update to this committee on successful delivery of Country Parks
for the Future (CPFF) projects since the last report in August 2024. These projects
contribute to both the Sustainable Futures and Transforming Places strands of the
Programme of Work. As well as information on delivery of individual projects the report
outlines the proposed mid-programme review which will create a targeted 5-year work
program for further CPFF delivery in partnership with our communities. 
Recommendations
It is recommended that the Environment and Climate Change Committee: 
(1) Recognise the continued progress made in delivering Country Parks for the Future and
the contribution this makes to programme of work ambitions, in Sustainable Futures
and Transforming Places. 
(2) Acknowledge progress towards delivery of the near-net-zero led redevelopment of the
Watersports Centre at Strathclyde Country Park into Strathshore, the new base for
health and wellbeing activity for the whole community. 
(3) Acknowledge the challenges in securing external funding for the agreed Palacerigg
Country Park Masterplan and Playful Landscape Plan for the site. 
(4) Approve the proposed mid-programme review process, which will take place over the
next 6 months. 
The Plan for North Lanarkshire
Priority  Improve the health and wellbeing of our communities
Ambition statement
(16) Transform our natural environment to support wellbeing and
inward investment and enhance it for current and future
generations
Programme of Work Sustainable Futures
Item 9
Page 83 of 140

Page 84

1. Background
1.1 The project pipeline for Country Parks for the Future was approved by this committee
in August 2023. This report updates committee on sustained progress with delivery
since the last report to this committee in August 2024.
1.2 The pipeline included:
• Delivery of the community co-designed Remembering Together Covid-19
memorial. – Completed 2024 .
• Artist in Residence/ Art Park projects. - Completed
• Net-zero led redevelopment of the Watersports Centre at Strathclyde Country Park.
– In delivery.
• Detailed development work, and fundraising, for heritage and play themed
improvements to Palacerigg Country Park. – Fundraising ongoing, delivery delayed
A full update on active projects is contained in the main body of this report.
1.3 The Strathclyde Country Park Watersports Centre redevelopment is based on research
work started in 2017 as part of a national research project which identified that
Strathclyde Loch had enormous heat potential which could provide renewable heat for
Strathclyde Park and surrounding neighbourhoods. Capitalising on these findings, the
project became one of the Scottish Government’s Green Growth Accelerator pathfinder
projects, designed to catalyse the adoption of renewable energy options in the public
sector. A revenue grant of £120k enabled the council to prepare a business case for
the net-zero led redevelopment of the Watersports Centre into a Green Health Hub.
1.4 The project is part of the Country Parks for the Future Program. The WSC Board reports
to the Sustainable Futures board and there is visibility of the project on the
Transforming Places board which the project manager attends.
1.5 The approval for award of a £618k enabling works contract for the Watersports Centre
redevelopment was granted by Finance and Resources in Feb 2025 and notified to this
committee in April 2025 alongside a request for permission to enter into a further
£15.5million contract for main works. This was approved, and external works started in
May 2025, before the building closed to the public in October 2025.
1.6 The Masterplan for Palacerigg Country Park was commissioned by the council and
developed in consultation with the community of Cumbernauld in 2018/19. This
consultation identified Access, Play and Community as the three key pillars of the plan.
To further develop the play concept a Playful Landscape Plan was developed in
2022/23 which involved further detailed consultation with the public.
1.7 After the preparation of the original Masterplan the community in Cumbernauld formed
Palacerigg Community Trust and submitted a Community Asset Transfer requesting to
take on the Visitor Centre and some fields at Palacerigg Country Park. This process
has now successfully concluded with a lease and the Trust are running a successful
programme of activities from the visitor centre.
1.8 Major changes are planned for Cumbernauld through the Town Centre vision, enabled
by the council’s acquisition of the shopping centre, and the planned delivery of two
large Community Growth Areas adjacent to Palacerigg Country Park. These
developments will bring thousands of new residents to the park doorstep and the
council needs to prepare the park for this additional footfall and ensure the health and
wellbeing needs of existing and new Cumbernauld residents are met.
Page 84 of 140

Page 85

1.9 A partnership comprised of the council, Watch Us Grow and Palacerigg Community
Trust) has been formed to prepare funding applications to deliver the Masterplan. To
date there have been 2 unsuccessful applications to the ‘large’ projects strand of the
Heritage Lottery Fund for funding to deliver the Masterplan.
2. Report
Art in the Parks
2.1 We are continuing to develop our 'Art in the Parks' initiative, co-creating exciting
sculptures, panels and musical installations which attract diverse audiences to our
greenspaces. The project has already engaged with over four hundred people from
primary school children to residents in care homes and clearly shows how being
involved with creative input stimulates increased interest in our public spaces and the
wildlife that make their homes there. Art in the Parks will continue to create inspiring
artistic interventions throughout all three country parks and other greenspaces in North
Lanarkshire, encouraging people to explore further and attracting art tourism visitors.
In 2025 we have:
• Launched “Unfurl” at Palacerigg. Developed through our 2023 artists in residence
programme, sculptor Neo Hanna has created a unique sculptural artwork for the
park, inspired by our Hidden Creatures trail is an artwork symbolic of one of our
most important hidden creatures, the earthworm.
• Launched “Meadow Cheer” at Strathclyde Park. North Lanarkshire Council’s Mega
Flora project has established over 22 hectares of vibrant, wildlife-friendly meadow
habitat. To celebrate this flourishing biodiversity, the project commissioned a series
of unique sculptures that blend creativity with nature. At Clyde Park, Ruth Moilliet’s
Meadow Cheer captures the intricate beauty of wildflowers through three giant
fretworked leaves, casting delicate shadows across the meadow.
• We are also working to promote the initiative, with recent updates to our webpage
incorporating an Art in the Park Google map providing more information on the
artworks, and the development of a physical on-site brand to be rolled out in early
2026. We look forward to further opportunities to deliver artistic interventions
through the Watersports Centre refurbishment and beyond.
Strathclyde Country Park Masterplan Delivery
2.2 Watersports Centre Redevelopment - Strathshore has been chosen as the new name
for the redeveloped building, following extensive public consultation conducted online
and workshops with local children carried out within primary schools adjacent to the
park. Strathshore will be a facility for everyone, providing all the existing watersports
activity and outdoor education provision but including new draws to widen out the range
of visitors benefiting.
2.3 Flexible spaces in the building have been designed which can be hired and leased on
different days for different activities. Strathshore will host a range of wellbeing activities,
provided by the council and third-party organisations complemented by fully accessible
Changing Places facilities on both the first and ground floors, breastfeeding friendly
areas, and a warm customer welcome based on trauma informed design principles.
Residents will benefit from new opportunities to improve their physical and mental
health, while boosting the local economy and encouraging tourism.
Page 85 of 140

Page 86

2.4 The spaces outlined above are complimented by council office space designed around
the new hybrid working/ hot desking policy, which removes the need for portable
accommodation currently located in the car park. Furthermore, the new layout creates
a space for Edinburgh University for crew facilities and a small office, enabling students
to continue their studies in between training sessions out on the loch. As well as
providing excellent facilities for student rowers and a profile for the park as a rowing
base there is an ongoing income from these spaces and the ground rent for the new
Edinburgh University boatshed.
2.5 An application will be submitted to the recently launched Clyde Mission Heat fund in
2026. This would cover up to 50% of the costs of the renewable Water Source Heat
Pump for the building, and the associated PV array providing renewable electricity to
power the pump. An application will also be made to the Public Sector Heat
Decarbonisation Fund (Scottish Government) linked to reduction of carbon emissions.
2.6 Final costs will be confirmed during market testing in the first three months of 2026. In
order to progress with the project while awaiting the outcome of funding applications
the project has been separated out into different phases. Phase 1 has already been
delivered. Phase 2 will be delivered between Jan and March 2026 and subsequent
phases will start in May 2026 and progress on until 2028. By managing the project in
this way, the project team/board are managing financial risk to the council while still
delivering the highest level of aspiration.
2.7 The project forms part of a suite of complementary projects across the park which
collectively will create a high quality recreational, educational and tourism resource
meeting the needs of the population of North Lanarkshire. Continued commitment to
the holistic Country Parks for the Future vision will be required to achieve this. For more
detail on the wider Masterplan please see our short film on CPFF web page. Country
parks for the future | North Lanarkshire Council
2.8 As well as the Masterplans video linked above a full communications plan has been
developed and is being delivered as the WSC redevelopment progresses so the public
can stay informed about any impacts on their planned visits to the park, understand
what changes are happening and get excited about the health, tourism and economic
impacts which will result from the investment. The plan involves press releases at key
milestones, regular social media updates, presentations at community boards and
other public events including conferences, and a planned release of informational
videos, the first of which can be seen here. Strathclyde Watersports Centre
Redevelopment Project 2024-2027 | North Lanarkshire Council
Palacerigg Country Park Masterplan Delivery
2.9 Following successful conclusion of the Community Asset Transfer process Palacerigg
Community Trust are now operating the visitor centre and have had a constant flow of
visitors through the door of their café as well as high attendance at their large events.
A strong and supportive partnership has formed between the council, the trust and
Watch Us grow the other community organisation operating from the site. The
greenspace projects team have set up a planning partnership involving other council
departments and third-party organisations with an interest in the site and meet regularly
to drive forward the masterplan.
2.10 In the last report to this committee in August 2024 outlined of our partnership plans to
apply for 3 million pounds of funding from the National Lottery to deliver a £5million
program of activity at Palacerigg Country Park. This would have resulted in a significant
Page 86 of 140

Page 87

number of the masterplan projects the community had identified as priorities being
implemented.
2.11 The National Lottery application board were unable to award funding to the project in
the Spring 2025 application round but feedback encouraged a new application with a
more targeted focus on heritage most at risk and better evidence provided of the need
for restoration.
2.12 Using this feedback the partnership between the council, Watch Us Grow and
Palacerigg Community Trust have revisited the ambition of the original proposal and
divided it into three phases. An expression of interest to apply for funding for
development of the first phase has been accepted and following discussions with NLHF
staff and a workshop aimed at current applicants the partnership will work up a full
application over the next 6 months.
2.13 The first phase targets key areas which are linked together by the theme of impact on
our natural heritage
• Exploration of the history behind the 1970’s Alastair Gray mural painted onto the
walls of the Visitor Centre in the park. The mural outlines the diversity of our Scottish
environment and the threats to it caused by industrialisation and the story of its
creation is intertwined with the founding story of the park itself.
• Restoration of the mural itself and creative responses to its themes by local people
as part of a community art program.
• Energy improvements to the two community operated buildings on site to reduce
their carbon footprint and their impact on the environment, while also making them
more financially sustainable to run and more comfortable for public users.
• Restoration of a key area of peatland in the park which has been degraded by
historic drainage. Healthy lowland bog habitat supports a wide range of wildlife and
acts as one of the most effective carbon sinks, locking up carbon emissions and
helping to slow climate change.
• Creation of indoor and outdoor interpretation of the works undertaken to honour the
legacy of the mural and the park, creating a visitor attraction bringing customers to
the cafes on site and to take part in ongoing events and activities.
2.14 Even with NLHF funding secured additional work will be required to resource the
remaining match funding for the project budget. The anticipated value of the phase 1
program is circa £2million.
Drumpellier Country Park Masterplan Delivery
2.15 Improvements to Drumpellier Country Park as part of the Seven Lochs Wetland Park
development were successfully delivered between 2019 and 2024. In addition, the last
report to this committee outlined supplementary improvements carried out using Nature
Recovery funding.
2.16 The last report also outlined the development work being carried out to create a free
interactive App for visitors to Drumpellier utilising funding from the Shared Prosperity
Fund. The app was completed in July 2024 and, to November 2025, has already had
over 2,100 downloads. New content was rolled out towards the end of the summer in
Page 87 of 140

Page 88

2025 as updates help to generate repeat visits. If resources allow smartphone apps will
be rolled out for all the Country Parks to encourage new visitors, increased activity and
interactive learning.
2.17 As Drumpellier Country Park was the first site to benefit from major investment it is
proposed that it will be the first site to be addressed when the new Masterplans are
developed. Since the start of the Seven Lochs project the Coatbridge Neighbourhood
Board Investment Plan has been launched and priorities for that board will be a crucial
factor in the community and stakeholder engagement for the Masterplan. Taking into
account this changed landscape information gathering and community consultation will
be scheduled from 2028 onwards. And preparation for this will form part of the mid-
point review action plan as outlined below.
Mid Programme Review
2.18 The Country Parks for the Future Masterplans cover the period from 2020 to 2030. We
are currently at the midpoint of delivery and a review is proposed which would cover:
• A summary of the successful projects delivered to date and their impact across all
three country parks
• An assessment of aspirations, projects and mechanisms which are not being
actively progressed, considering their ongoing relevance in an environment which
has changed since the pandemic, development of the CAT process and other
factors.
• Recommendations for projects which may need to be adjusted or removed when
new masterplans are developed for 2030.
• An action plan outlining projects which are in delivery, or for which a clear possible
delivery mechanism within the next 5 years has been identified
• High level proposals for developing successful new masterplans by 2030, including
data collection, preparatory research, community and stakeholder consultation,
external grant funding horizon scanning and discussions with potential partners and
funding organisations.
2.19 The process for the review is outlined below:
• Review delivery of the Masterplan projects in detail, including identification of
barriers to progress and continued relevance of proposals.
• Country Parks for the Future steering group to review cross departmental progress
with masterplan actions and assess deliverability of outstanding items.
• Staff and stakeholder review of action plan based on the above.
• Committee approval of targeted action plan 2026- 2030
• Incorporation of targeted action plan into current Masterplans to give them context
for the public and funders.
• Publication of the above on the CPFF webpage providing transparency and
visibility.
3. Measures of success
3.1 Around 90% reduction in carbon emissions associated with the current Watersports
Centre Building in Strathclyde Country Park.
3.2 Improved public facilities generating at minimum 20% uplift in visitor numbers.
Page 88 of 140

Page 89

3.3 Securing external funding to deliver phase 1 of the Palacerigg Masterplan. 
4. Supporting documentation 
n/a 
Lyall Rennie
Chief Officer, Community Operations 
Page 89 of 140

Page 90

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?
Both major projects outlined in the report will enhance accessibility and positively
contribute to delivering services in a more equitable way. 
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? 
A minimum applicant contribution towards the NLHF Palacerigg project will be
needed if external funding is secured from NLHF. 
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 90 of 140

Page 91

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? 
All projects contain works which help contribute to our aim to be net zero by 2030.
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 good news stories associated with all projects should be communicated to the
public via tailored Communications Plans which form part of our standard project
management documentation suite. 
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? 
There are expected financial, reputational and resourcing risks associated with any
externally grant aided program of activity and these are detailed in the risk registers
for each individual project and reported via the Sustainable Futures Board RAG
assessment process for projects within the POW. 
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 ☐
Page 91 of 140

Page 92

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). 
The WSC contains provision for the P7 Outdoor Activity program and this is aimed
at young people below 18. Detailed stakeholder engagement has taken place to
ensure the project provides positive improvements for these young people. 
If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been
carried out? 
Yes ☐ No ☒ 
Page 92 of 140

Page 93

North Lanarkshire Council
Report
Environment and Climate Change Committee 
Does this report require to be approved? ☐ Yes   ☒ No
Ref    LR/SW/RD Date 11/02/26 
Roads and Infrastructure Maintenance and Improvement Services
Contract: Interim Report 
From  Lyall Rennie – Chief Officer (Community Operations)  
E-mail RennieLy@northlan.gov.uk Telephone MS Teams 
Executive Summary 
The purpose of this report is to provide Committee with an Interim Performance Report up
to the 1st anniversary of the commencement of the Roads and Infrastructure Maintenance
and Improvement Services Contract (the “Contract”) and set out future committee reporting
arrangements.  Committee will recall the report to Council on 28 March 2024 which provided
the necessary approval to award the Contract to Hochtief PPP Solutions GmbH (the
“Contractor”).  This report also provides an update on the work undertaken to date. 
Recommendations
It is recommended that the Environment and Climate Change Committee: 
(1) Acknowledge the operational performance of the Contractor, covering the period from
01 October 2024 to 30 September 2025; 
(2) Acknowledge the enhanced contract management regime in place to support the
management of this Contract; 
(3) Acknowledge key Contract achievements in the first 12 months of operation, including
the successful mobilisation of the Contract, integration of transition contracts and Social
Value deliverables; and 
(4) Acknowledge the planned future committee reporting cycle arrangements. 
The Plan for North Lanarkshire
Priority  All priorities
Ambition statement (24) Review and design services around people, communities, and
shared resources
Programme of Work Statutory / corporate / service requirement
Item 10
Page 93 of 140

Page 94

1. Background
1.1 Committee will recall previous reports on the procurement of the Enterprise Strategic
Vehicle – Roads and Infrastructure Maintenance and Improvement Services Contract.
1.2 Since 01 October 2024 officers have utilised this Contract to deliver a range of
maintenance, repair and investment services for the Councils roads and related
infrastructure assets.
1.3 The purpose of this report is to provide Committee an Interim Report up to the 1st
anniversary of the commencement of the Contract and set out future committee
reporting arrangements.
1.4 This report provides identified key performance indicator measurements against the
Contract as well as information on the enhanced contract management that has been
developed around the Enterprise Contracts. This should ensure elected members have
sufficient information to assess how the Contractor performance supports the council
in delivering against The Plan for North Lanarkshire, as well as producing a high level
of service delivery, legal compliance and customer satisfaction.
2. Report
Contract Award
2.1 On 28 March 2024 council provided the necessary approval to award the Contract to
Hochtief PPP Solutions GmbH. Due to unforeseen delays in awarding the Contract, the
Contract commencement date was realigned from 05 August 2024 to 01 October 2024.
Following approval, the Contract was signed on 12 August 2024 and a mobilisation
phase commenced to ensure the Contract was ready to use for Contract
commencement on 01 October 2024.
2.2 The Contract is for a minimum initial period of eight years with contract extensions
available, in single year increments, to a maximum contract duration of twelve years.
2.3 The estimated upper financial limit of the Contract, over the maximum duration of the
contract, including contingency, is £450 million.
Contract Mobilisation
2.4 Supported by the appointed Contractor, council officers worked to establish and
implement a successful mobilisation phase, delivered in a condensed timeframe.
2.5 Due to unforeseen delays in awarding the Contract, the anticipated mobilisation period
was greatly reduced and as such, some mobilisation related activities continued
beyond Contract commencement.
2.6 The focus during the initial mobilisation period was to ensure the effective delivery of
service on day 1 of the contract. Following this, officers worked at pace to ensure that
all contract mobilisation activities were completed and closed.
Page 94 of 140

Page 95

Contract Commencement 
2.7 The Contract commenced on 01 October 2024 and over the first year of operation has
allowed the council to access a range of maintenance, repair and investment services
for its roads and related infrastructure assets, under a single contractual agreement.
These include: 
• reactive maintenance;
• incident response services; 
• routine maintenance; 
• winter maintenance planning and delivery; 
• cyclical inspections; and
• investment and improvement projects/programmes. 
2.8 The services are being delivered to the following asset types including but not limited
to: 
• approximately 11.5 million square metres of carriageways;
• approximately 4.5 million square metres of footways;
• approximately 550 structures (bridges, retaining walls, subways, etc); 
• three reservoirs (Strathclyde Loch, Broadwood Loch and Forrestburn); 
• approximately 250 culverts and trash screens; 
• over 64,000 street lighting columns, 68,000 luminaries and approximately 2.3
million metres of street lighting cables; 
• more than 3,000 signs; and 
• around 250 traffic management systems. 
Transition Contracts 
2.9 Within the first 12 months of the Contract, nine workstreams were successfully
integrated into the new contractual framework. Services under these agreements are
now being delivered by the Contractor and its supply chain. 
2.10 All works falling within the scope of the Contract have now been fully transitioned.   
2.11 Council officers continue to monitor these workstreams in collaboration with the
Contractor to ensure continuity of essential service delivery. 
Social Value 
2.12 Delivering social value at scale to benefit the local area was a key objective of the
procurement. The community benefits approach was designed to deliver targeted
benefits specific to the market and deliver outcomes.  The Contractor’s social value
commitments delivered so far under the contract include: 
• significant local new apprenticeship programme; 
• accelerator programme for local SMEs or voluntary, community and social
enterprises;
• commitment to invest in innovations with up-front capital;
• commitment to annual budget for community partners community fund;
• investment in “women in construction” and “diversity of construction” programmes;
• commitment to building tendering capabilities through ‘Meet the Buyer’ events;
Page 95 of 140

Page 96

• commitment to run employability programmes that remove barriers to work for
under-represented groups;
• fast-track procurement process in place to encourage local supply chain
participation;
• volunteer programme; 
• sponsorship of local annual carbon reduction prize incentivised through an
innovation seed fund;
• contribute to virtual learning academy offering learning experiences to engage
communities in learning about the sector and the contract whilst developing digital
capabilities;
• procedure for all new employment opportunities (including apprenticeships) to be
advertised locally via Jobcentre Plus and Fair Start Scotland employability
contractors;
• employability training programme; and
• commitment to work with the council’s community boards to establish an annual
community partners programme. 
2.13 Key Social Value highlights delivered during the first year of the Contract include: 
• 5 new apprenticeships created across the contract and supply chain;
• £8.6m spent through local supply chain;
• 64% of workforce locally based;
• Gold Award status via NL Employee Charter;
• Disability Confident accreditation from North Lanarkshire Council;
• Age Friendly Employer Pledge signatory with Centre for Ageing Better;
• 12 women hired on the contract;
• 3 armed forces veterans employees (FTE) hired on the contract;
• 6 disabled employees (FTE) hired on the contract; 
• 99 residents (FTE) employed directly or through the supply chain on the contract;
• 155 local direct employees (FTE) hired or retained on contract; and
• 11 site visits for school children or local residents; and
• Competition to name the new North Lanarkshire Winter Maintenance fleet. 
2.14 In addition to the above key Social Value highlights, the Contractor has successfully
launched its Connecting Communities programme. Connecting Communities is a
programme designed to deliver direct community benefits including time, finance and
physical resources to support voluntary, community and social enterprises operating
across North Lanarkshire. The first round of Connecting Communities saw 9
organisations awarded in excess of £17k and receive over 48 hours of staff resources
to support local initiatives, including: 
• IT equipment to support outreach and make services more accessible to outlying
communities through marketing, web chats, video conferencing, email and
accessible support for housebound service users;
• Access to community space for dance lessons and transformation of pedestrian
tunnel;
• Supporting the delivery of a Community meadow;
• Support for families with children with disabilities, including additional support
needs;
• Practical support for families who are struggling with the cost of living to bring joy
and confidence Christmas;
• Support the delivery of a food home and clothing bank;
• Financial support for befriending activities for young people;
Page 96 of 140

Page 97

• Support for mental health charity offering drop-in support, holisitic therapies and
children and teenager interventions; and
• Repair and lining of car park to improve access to local community facility. 
2.15 Building on the successes of Connecting Communities Round 1, the Contractor has
recently launched a second round with increased upper levels of funding available,
providing local organisations additional opportunity to secure grant funding and
additional expert resource to deliver local initiatives. 32 organisations participated in 3
online drop-in sessions regarding the programme an in excess of 50 applications have
been received for support. 
2.16 A Social Value Marketplace event was staged at New College Lanarkshire in January
2026 to engage with local VCSE’s and develop improved methods of future social value
delivery. The event was fully subscribed with over 100 attendees. 
Page 97 of 140

Page 98

2.17 In addition to the contractual social value commitments, the Contractor has also signed
up to the NL Community Benefits Hub. Through this digital platform, the Contractor is
directly supporting 2 further organisations to deliver projects that will have direct local
impact. 
2.18 Social Value outcomes continue to be monitored on a monthly basis against contractual
commitments to ensure we can deliver the maximum benefit for our local communities. 
Contract Governance 
2.19 The essential elements for effective contract management were established for
Contract commencement, with the more advanced approaches developed and
introduced, as a priority, throughout Contract Year 1. 
2.20 The approach involves multiple layers of governance to provide essential scrutiny and
oversight and set out clear roles and responsibilities for operational ownership, contract
management and contract development activity. 
2.21 The governance groups, their roles, meeting frequencies and council membership are
detailed below: 
Governance
Group
Group Roles Meeting
Frequency
Council
Membership
Level 2
Enterprise
Strategic
Group
• provide the strategic direction; 
• share lessons learned; and 
• Identify opportunities for continuous
improvement. 
Quarterly Depute Chief
Executive 
Chief Officer
(Community
Operations) 
Level 3
Contract
Service
Management
Group
• take ownership of, and commitment
to, the success of the Contract; 
• consider the overall progress being
made in terms of meeting the
intended Contract objectives; 
• contribute to the Annual Service
Delivery Plan content; 
• lead the Annual Review; 
• consider the overall performance of
the Contract using the performance
framework; 
• review the Strategic Maturity
Monitoring Report; 
• assist with the management and
resolution of Disputes; 
• monitor the strategies, priorities and
targets for the Contract; 
Quarterly Chief Officer
(Community
Operations) 
Chief Officer
(Asset and
Procurement) 
Business
Finance
Manager 
Contract
Performance
and Assurance
Manager 
Additional
Chief Officers
as required 
Page 98 of 140

Page 99

• promote a shared culture of mutual
trust and co-operation;   
• report to each party’s senior
decision-makers on the progress
and performance of the Contract,
identifying any lessons that can be
learned or practices that can be
improved upon and obtaining any
approvals or consents required; 
• consider the outcome of any
Benchmarking and / or Market
Testing and agree the follow on
actions; 
• consider the levels of maturity to be
obtained against the Strategic
Maturity Matrix SPIs; and 
• act as the final point of escalation
for strategic issues emerging from
the Contract. 
Roads and
Asset Services
Manager   
Infrastructure
&
Transportation
Manager 
Level 4
Contract
Delivery
Management
Group
• contribute to the development and
subsequent monitoring of the
Annual Service Delivery Plan and
other specific commitments made
by the Contractor in other Plans
(including those submitted as part of
its final tender); 
• support the Service Management
Group in ensuring progress and
performance in accordance with the
Annual Service Delivery Plan; 
• monitor the progress and
performance of the Contractor
against the KPIs and SPIs; 
• review and approve the
Performance Monitoring Report; 
• review and approve the Risk
Register; 
• monitor the development of a
shared culture of mutual trust and
cooperation, considering proposals
for improvement, and making
recommendations to the Service
Management Group; and
Monthly Roads and
Asset Services
Manager   
Infrastructure
&
Transportation
Manager 
Engineering
Manager 
Roads
Maintenance
Manager 
Transportation
Manager 
Contract
Performance
and Assurance
Manager 
Asset Services
Manager
Page 99 of 140

Page 100

• identify any lessons that can be
learned or practices that can be
improved upon and obtain any
approvals or consents required to
refine practices accordingly. 
Level 5
Contract
Service
Delivery
Groups
• coordinate and oversee the
effective delivery of the Services. 
Weekly Asset Services
Manager or 
Engineering
Manager or 
Roads
Maintenance
Manager or 
Transportation
Manager or 
Others as
required 
Programme
Manager 
Project
Delivery
Manager 
2.22 To further support the enhanced approach to contract management, an Enterprise
Contracts Performance and Assurance team has been established to support Contract
governance arrangements for this Contract and other Enterprise Contracts (namely the
Housing and Corporate Maintenance and Investment Services Contract).   
2.23 As part of the councils approach to enhanced contract management, a suite of toolkits
has been developed to support and monitor key aspects of the Contract. 
2.24 The following tools are now operational to support the enhanced contract management
approach: 
• Contractual spend tracker;
• Service Credit Model calculator;
• Social Value Tracker;
• Obligation Register;
• KPI monitoring with trend forecasts;
• Contract risk register;
• Change Control register;
• Core Projects register; and
• Annual Service Delivery Plan. 
Page 100 of 140

Page 101

2.25 A diagram of the governance structure is included below: 
2.26 The Project Board has continued to meet regularly to oversee mobilisation, Contract
commencement and provide strategic oversight and governance for all Enterprise
Contracts and will continue to meet through Contract Year 2 and beyond. 
Key Performance Indicators 
2.27 The Contract allows for an enhanced approach to performance monitoring through the 
use of Strategic Performance Indicators (SPI’s) and operational Key Performance
Indicators (KPI’s), including the introduction of a Service Credit Model with financial
deductions for failure to meet KPI’s.   
2.28 While the Service Credit Model applies from month 6 of the Contract commencement
date onwards, the recording of strategic and operational performance indicators began
at Contract commencement and provides for a comprehensive range of performance
measures covering Network Performance, Capital Investment and Improvement,
Routine Maintenance (Cyclical Services) (Revenue and Capital), Reactive
Maintenance, Incident Response, Winter Maintenance, Compliance, Safety and Value
for Money and Customer satisfaction. 
2.29 The KPI outputs for Contract Year 1 are available at Appendix 1. 
Page 101 of 140

Page 102

2.30 A small number of KPI’s do not yet have available data to allow for robust reporting or,
have not generated data during the operational period to produce an output. Where
required, performance monitoring of these areas is carried out through the contract
governance groups. Further details on these KPI’s and exclusion information is
provided in Appendix 4.
Contract Performance
2.31 A summary of the performance data is provided in Appendix 1.
Network Performance (KPI 1.1)
2.32 This indicator monitors adherence to our statutory requirements for the day-to-day
management and co-ordination of works undertaken on roads. While the Council
remain responsible for overall co-ordination, Hochtief are contractually responsible for
the notification of works issued to them through the Contract. This includes meeting
defined NRSWA notice periods such as works registration compliance, start / stop
noticing and works completions). Performance has remained consistently above target
level for this indicator.
Capital Investment and Improvement (Annual KPI)
2.33 Currently, no data is available for this indicator. The Service is working collaboratively
with Hochtief to develop and define a comprehensive set of milestones that will enable
effective performance measurement. This indicator is designed to assess progress on
major works that involve multiple phases across design and construction. The
milestones include the provision of works programmes, adherence to key target dates,
and evaluation of outputs against the approved project scope.
2.34 Hochtief have successfully delivered a substantial number of key projects through the
reporting period, including the Roads and Lighting Capital Infrastructure Renewal
Programme and other strategically important key projects listed within Appendix 3.
Routine Maintenance (Cyclical Services)
2.35 Data for this indicator is currently unavailable due to delays in providing Hochtief with
the necessary asset information and clear, measurable instructions. These
requirements involve multiple components sourced from various teams across different
Services.
2.36 Despite these delays, Hochtief has continued to deliver essential cyclic services,
including gulley cleaning, bridge and reservoir inspections, non-destructive lighting
column testing, and electrical testing. An action plan is now in place to ensure these
indicators are measured effectively from April 2026.
Reactive Maintenance (KPI 4.7)
2.37 This indicator tracks the percentage of reactive repairs completed within the agreed
timeframes for roads, lighting, and other infrastructure assets. These repairs include
potholes, drainage issues, street lighting faults, bollards, signs, fences, and walls.
2.38 Since the commencement of the new contract, a number of challenges have affected
the Contractor’s ability to achieve the targeted compliance levels for roads and other
infrastructure assets. Performance with regards to street lighting repairs has been
consistently around the target level.
Page 102 of 140

Page 103

2.39 The introduction of the new asset management system (CONFIRM) alongside the
launch of the Roads & Infrastructure Contract in October 2024 created a steep learning
curve for both the Service and the contractor. This challenge was particularly evident
during the transition between financial years at the end of 2024/25, which proved
complex and disruptive. Extensive planning by both parties and the software provider
ensured that financial transactions were accurately recorded and monitored. Despite
this, unforeseen issues with the works instruction process adversely affected the
contractor’s performance.
2.40 On 6 May 2020, the Enterprise and Transport Committee approved the adoption of the
Road Safety Inspection Strategy to comply with the Well Managed Highway
Infrastructure Code of Practice. Due to existing contractual arrangements under the
Roads, Street Lighting and Winter Services (RLSWS) Contract with Amey Public
Services LLP, and its subsequent extension, these changes were not implemented until
the commencement of the Roads & Infrastructure Contract on 1 October 2024.
2.41 This risk-based approach represents a significant shift from the prescriptive defect
descriptions used previously. Under the revised strategy, each defect is assessed
within its specific context using a structured risk assessment process. A risk matrix tool
evaluates the hazard based on likelihood and potential consequences, enabling an
objective categorisation of risk and determining the appropriate level of response.
2.42 Beyond its critical role in safeguarding, the adoption of this risk-based approach was
designed to enhance efficiency and deliver greater value for money. This is achieved
through reducing the reliance on temporary repairs and increasing the proportion of
permanent, programmed works.
2.43 However, changes to defect response times, as outlined in the table below, have led to
an unintended increase in the number of five-day work instructions issued by road
inspectors. This has placed additional pressure on Hochtief’s workforce, which is
required to provide both reactive and planned maintenance activities. This Service is
actively working to refine the risk assessment processes through targeted training and
procedural improvements.
Valid
Response
Times
24 Hours 5 Days 20 Days 55 Days
Pre 1/10/24 Yes Yes Yes Yes
R&I Contract Yes Yes No Yes
2.44 Performance shortfalls were not solely attributable to these issues and consequently,
a rectification notice was issued to Hochtief at the close of the reporting period.
Although outside the formal reporting timeframe, recent data indicates a marked
improvement, with compliance rising from approximately 60% to over 80%.
Collaborative efforts remain ongoing to drive further progress and achieve the agreed
performance targets.
Incident Response (KPI 5.8)
2.45 The Contractor has consistently demonstrated excellent performance in responding to
emergencies within the required timescales. This includes responding to road traffic
accidents, addressing hazardous potholes, and making safe fallen trees during the
storm events experienced within the reporting period.
Page 103 of 140

Page 104

Winter Maintenance (KPI 6.9) 
2.46 Hochtief has fully met all requirements for winter service provision throughout the
reporting period. Precautionary treatments of primary carriageways and footways, as
set out in the Winter Service Plan, were consistently completed within the required
timescales, ensuring network safety and resilience during adverse weather conditions. 
Compliance, Safety and Value for Money (KPI 7.12 and 7.16) 
2.47 During the first year of the Contract, there were no formal interventions from regulatory
bodies, including the Health and Safety Executive, the Office of the Scottish Roadworks
Commissioner, or other recognised authorities. This outcome reflects the strong
emphasis placed by both the Service and the Contractor on maintaining high standards
and ensuring full compliance with all relevant legislation and regulations. 
2.48 Hochtief has maintained a strong performance in managing underground service
strikes throughout the reporting period. Although the target remains zero strikes, it is
recognised that some incidents are unavoidable, particularly during street lighting
replacement works where underground utilities may be unmarked or located at shallow
depths. Even with strict adherence to safe digging practices and the use of detection
technologies, the complexity of existing infrastructure can occasionally result in strikes.
The Contractor continues to implement robust risk mitigation measures to minimise
occurrences and ensure full compliance with health and safety standards. 
Core Projects 
2.49 As part of the enhanced contract management arrangements, officers working
alongside the Contractor have prepared an Annual Service Delivery Plan.  This
document outlines the council’s forecast requirements for the year ahead, including
Core Services and Core Projects, anticipated budgets, high level scoping information
and project timelines.  The creation of this document has allowed the council and the
Contractor to forward plan, gain early awareness of upcoming projects, identifying
resourcing requirements and potential supply chain opportunities. 
2.50 The following table provides an overview of the Core Projects issued via the
engagement process for Contract Year 1: 
Core Projects Count Value
(estimated at commencement)
Awarded
(via work category C and D)
64 £9.36m 
Contractual Spend 
2.51 Contractual spend is monitored on a weekly basis, with summary reports provided to
key stakeholders.  An overview of Contract Year 1 spend up to and including P6 is
included below (P6 end 12th September 2025): 
Forecast (circa) Year 1 actual Variance
Core Services 
(includes Mobilisation)
£13.50m £9.58m  - £3.92m
Core Projects £16.50m £12.12m  - £4.38m
Totals £30.00m £21.70m - £8.30m
Page 104 of 140

Page 105

2.52 While spend to date is below the forecast level, there are 5 main attributing factors to
consider, namely: 
• the period in which Core Projects are awarded, in comparison to when costs are
then incurred.  In most Core Projects there is likely to be a period before payments
are due; 
• the first Core Project request was finalised in December 2024, 2 months into the
contract operation; 
• the forecast figures include a 25% contingency against budget; 
• the requirement for the Council to secure Best Value through Core Projects; and 
• unforeseen delays in awarding the Contract impacted on availability of budgets for
Core Service and Core Projects in financial year 2024/25. 
2.53 Contractual spend is monitored on a weekly basis, with summary reports provided to
key stakeholders.  An overview of Contract Year 1 spend up to and including P6 is
included below (P6 end 12th September 2025): 
Innovation 
2.54 Several successful innovations have been embedded into business-as-usual practices
since the start of the contract. These advancements stem from initiatives promoted by
Hochtief and insights gained through the Live Labs 2 project. Key innovations include
the deployment of new technologies and the adoption of advanced materials. 
2.55 Material innovations include the use of sustainable biogenic thermoplastic line-marking
products and Roadmender, a rubber-modified mastic designed for cost-effective,
permanent repairs to carriageways and footways. This material can be screeded over
temporary patches, delivering longer-lasting and more durable repairs. 
2.56 Technological innovations include the trial of EDGITAL, a digital surveying tool that
creates a digital twin of the network to support improved decision-making. In line with
contractual requirements, Hochtief has surveyed 100 km of the public footpath network
to provide condition data for robust management planning. The software is also being
Page 105 of 140

Page 106

used to monitor the carriageway resurfacing trial delivered through Live Labs 2, as well
as the 2025 capital carriageway infrastructure renewal schemes. Tracking and
comparing deterioration across these schemes will help assess the performance of
different materials over time.
2.57 Hochtief have introduced their TOUGH training
digital solution within the Contract. This system
is designed to enable staff to complete
vocational roadworks training in a virtual
environment. Research indicates that virtual
reality training can be more effective than
traditional methods, offering additional
advantages such as reduced exposure to risk
and the ability to develop task- and job-specific
training modules.
Future Reporting
2.58 To ensure committee receives sufficient updates on the Contract, an Annual Report will
be presented at cycle 3, providing an overview of the achievement of SPIs, KPIs, Social
Value outcomes, Contract spend, any applicable Service Credits and Strategic Maturity
monitoring for each contractual year.
2.59 Further, an operational performance report providing committee with interim updates
on performance against operational KPIs, Contract spend, and Social Value outcomes
will be presented to committee at cycle 1 for each contractual year.
2.60 The Contract commencement date was originally intended to align with council financial
reporting periods (April to March), however due to unforeseen delays in awarding the
Contract, the Contract commenced on 01 October 2024. Therefore, Contract Year 1
currently misaligns with the intended financial year reporting cycle.
2.61 A Deed of Variation to the Contract has corrected this by extending Contract Year 1 to
March 2026 for reporting purposes, therefore allowing all future Contract years to run
April to March as originally intended.
2.62 The realignment of Contract reporting dates does not impact the original contract term,
contractual obligations relating to Social Value commitments, KPI requirements or, the
application of the Service Credit Model.
Risk
2.63 Risks relating to the Contract are being managed at an operational level through a
contract risk register and at a corporate level.
2.64 Risks previously identified via the Enterprise Project procurement which remain live
and relevant have been transferred to the contract risk register which is monitored and
reviewed on a monthly basis by the Level 4 governance group. New risks relating
specifically to the Contract are added to this register on an ongoing basis.
2.65 A risk escalation process is in place across the governance structure to ensure
appropriate oversight and management of risks throughout the life of the contract.
Page 106 of 140

Page 107

3  Measures of success 
3.1 The Contract delivers all contractual obligations, meets performance targets and
additionally contributes to the following outcomes: 
• shape North Lanarkshire;
• enhance our economy;
• regenerate our communities;
• provide cohesive maintenance and repairs;
• focus on whole life investment;
• achieve more efficient and effective delivery;
• move towards more sustainable and carbon neutral communities; and
• provide access to additional resources. 
4 Supporting documentation 
4.1 Appendix 1 – Key Performance Indicators 
4.2 Appendix 2 – Key Performance Indicators Narrative 
4.3 Appendix 3 – Core Projects Summary 
4.4 Appendix 4 – Key Performance Indicator Exclusions 
Lyall Rennie
Chief Officer (Community Operations) 
Page 107 of 140

Page 108

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 ☐
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 ☒
Page 108 of 140

Page 109

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 109 of 140

Page 110

Appendix 1 – Key Performance Indicators 
KPI
Ref Frequency Target P1 P2 P3 Q1 P4 P5 P6 Q2 P7 P8 P9 Q3 P10 P11 P12 Q4
1.1 Monthly 97% 98.75% 98.94% 97.78%  99.87% 99.69% 99.81%  97.36% 99.52% 99.02%  99.60% 98.07% 99.41%  
4.7(a) Quarterly 95%    63.32%    41.60%    60.83%    57.97%
4.7(b) Quarterly 95%    82.34%    79.03%    90.11%    95.00%
4.7(c) Quarterly 95%    52.77%    39.27%    53.67%    55.56%
5.8 Monthly 97% 100% 100% 100%  100% 100% 100%  100% 100% 100%  100% 100% 100%  
6.9(a) Monthly 97% 100% 100% 100%  100% 100% 100%          
6.9(b) Monthly 97% 100% 100% 100%  100% 100% 100%          
7.12 Quarterly 0    0    0    0    0
7.16 Monthly 0 0 0 1  1 1 1  0 0 0  0 0 1  
7.17 Monthly 2% 99.00% 74.00% 81.00%  15.00% 56.00% 15.00%  14.00% 30.00% 0.09%  0% 0.11% 2.82%  
7.19 Quarterly 99%    0%    100%    100%    100%
8.21 Monthly 2 0 0 0  0 0 0  1 0 0  0 1 0   
Page 110 of 140

Page 111

Appendix 2 – Key Performance Indicators Narrative 
KPI
Ref 
Indicator Reporting
Frequency
Target
1.1 Percentage adherence to the defined NRSWA notice periods 
a)  Works Registration Compliance  
b)  Start / Stop Notice Failures  
c)  Works Completions   
Monthly 97%
2.2 Percentage of schemes designed in accordance with the accepted Scope and Programme    Annual 90%
2.3 Percentage of schemes delivered in accordance with the accepted Scope and Programme    Annual 90%
2.4 Percentage of defects (arising since completion that result from quality of work or material failures) rectified by the
Contractor within the agreed defects period   
Annual 98%
3.5 Percentage of routine or cyclic inspections (maintenance and safety) undertaken annually compared to the agreed Annual Inspection Plan schedule 
a)  Structures    Annual 100%
b)  Reservoirs    Annual 100%
c)  Water courses and culverts    Annual 100%
d)  Electrical testing (street lighting)    Annual 100%
e)  Structural integrity (street lighting columns)    Annual 100%
3.6 Percentage of routine maintenance work undertaken to date compared to the agreed Contractor’s Annual Plan schedule   
a)  Structures    Quarterly 95%
b)  Reservoirs    Quarterly 95%
c)  Gullies    Quarterly 95%
d)  Other drainage assets    Quarterly 95%
e)  Street sweeping    Quarterly 95%
4.7 Percentage of total repairs responded to within the specified timeframes   
a)  Roads    Quarterly 95%
b)  Street Lighting    Quarterly 95%
Page 111 of 140

Page 112

c)  Other infrastructure    Quarterly 95%
5.8 Percentage of emergencies responded to within the specified timeframes by asset category    Monthly 97%
6.9 Percentage of precautionary treatment of routes (as identified in the Winter Service Plan) completed by the required time  
a)  Primary Carriageways   Monthly 97%
b)  Primary Footways   Monthly 97%
7.10 Percentage of Contractor’s Annual Plan activity milestones/targets hit compared to the agreed schedule   Annual 95%
7.11 Percentage of findings raised during internal and external audits closed out within the agreed timescales  Annual 95%
7.12 Number of formal interventions from Regulatory Bodies such as the HSE, Office of Scottish Roadworks Commissioner or
other recognised body on health and safety issues  
Quarterly 0
7.13 Reportable accident frequency rate (the rate includes the sub-contractor’s workforce) over a rolling 12 months   Quarterly 0.1
7.14 Number of actions identified through accident\incident investigations remaining open and overdue against agreed
timescales  
Quarterly 0
7.15 Number of formal interventions from Regulatory Bodies such as SEPA, NatureScot, or other recognised body on
environmental issues  
Quarterly 0
7.16 Number of strikes on live services in the last month  Monthly 0
7.17 Works orders completed but not charged within 21 days   Monthly 2%
7.18 Number of disputes resolved within 28 days of notification   Monthly 99%
7.19 Number of sub-contractor invoices paid within the agreed payment terms   Quarterly 99%
8.20 Customer satisfaction with completed planned schemes achieved through post-scheme surveys over a 12 month rolling
period  
Quarterly 80%
8.21 Number of justified complaints (relating to the Contractor's activities) per month received from our customers  Monthly 2
8.22 Percentage of client requests for service information to support Freedom of Information responses or complaints dealt
with within the agreed timescale  
Monthly 98%  
Page 112 of 140

Page 113

Appendix 3 – Core Projects Summary 
In addition to the annual improvement programmes undertaken for Roads & Infrastructure assets such as
carriageways, footways, street lighting, drainage and signs, the following projects were undertaken or initiated
during the reporting period:- 
ID Subject Budget/Value (£)
SM-Task-00001 Motherwell Station Active Travel Route (60671435) £270,145
SM-Task-00002 Ravenscraig Park Play Area Improvements (RAVGL) £18,193
SM-Task-00003 RT-23-044 Orbiston Hub Road Safety Improvements £577,633
SM-Task-00004 RT-23-033 - Carnbroe ATL £160,542
SM-Task-00005 RT-23-019 - Clyde Footbridge Refurbishment £41,224
SM-Task-00006 Bus Stop Improvements £165,163
SM-Task-00007 RT-24-043 Chapel Street, Airdrie - New Puffin Crossing £71,392
SM-Task-00008 RT-23-013 - A723 Carfin to Holytown Toucan Crossing £50,966
SM-Task-00009 Motherwell Station Active Travel Route LIGHTING  £30,235
SM-Task-00010 RT-24-038 Stepends Road - Bridge Renewal £310,467
SM-Task-00011 Temporary Car Park - Motherwell £7,109
SM-Task-00012 RT-17-024 Craignuek Park - Tree Planting £13,799
SM-Task-00013 Coatbridge Road, Langmuir Road Junction Bargeddie  £112,966
SM-Task-00014 RT-23-028 Cumbernauld Village Cycle Parking £3,317
SM-Task-00015 Review of Active Travel Standards and Consultation £53,072
SM-Task-00016 RT-21-011 - Bellziehill Roundabout £892,369
SM-Task-00017 RT-21-025 - Dykehead Road-Stirling Road Airdrie £756,247
SM-Task-00018 Live Labs 2 - Rejuvenator (Reclamite) Treatment £61,306
SM-Task-00019 RT-23-083 Calderside Place £178,662
SM-Task-00020 RT-25-011 Allanton Minewater Treatment Maintenance  £323,487
SM-Task-00021 RT-23-064 Kilsyth FRRS £121,245
SM-Task-00022 RT-24-053 Coopersburn Detailed Design  £11,434
SM-Task-00023 Motherwell Station Active Travel Route - Hope Street  £3,658
SM-Task-00024 RT-25-001 - Bridge Inspections (General Inspections) £144,325
SM-Task-00025 RT-23-041 Janes Brae Investigation Works £15,470
SM-Task-00026 RT-25-001 - Bridge Inspections (Principal Inspections 1 £219,094
SM-Task-00027 RT-25-001 - Bridge Inspections (Principal Inspections 3 £78,105
SM-Task-00028 RT-25-001 - Bridge Inspections (Principal Inspections 2 £224,527
SM-Task-00029 RT-23-068a Work at Gartlea R/A/B to Graham St £62,591
SM-Task-00030 Live Labs 2 - Hirst Road Site £1,065,308
SM-Task-00031 Motherwell Car Park - Construction £109,230
SM-Task-00032 RT-25-013 - Clyde Bridge North Footway  £124,462
SM-Task-00033 Alexander Street - Geophysical Survey £4,432
SM-Task-00034 Design of VRS Replacement Schemes (VRSH001) £387,920
SM-Task-00035 Purchase of Salt from NLC stockpile at Bellshill Depot -£195,360
SM-Task-00036 RT-23-026 Westwood Bridge Bat Surveys and Reporting £8,492
SM-Task-00037 Glenboig Primary School - St Joseph's Carpark £63,246
SM-Task-00038 Stepps to Condorrat Active Travel Optioneering  £54,753
SM-Task-00039 Bus Stop Improvements Phase 2 £156,690
SM-Task-00040 Bus Stop Improvements Phase 3 £228,897
SM-Task-00041 Palacerigg Ground Investigation and Reporting £138,136
SM-Task-00042 Bridge Assessments (Scour, Half Joint and Prioritisation) £308,557
SM-Task-00043 RAIS - Management and Programming £56,220
SM-Task-00044 RT-25-032 - RAIS Flooding and WM Advice £7,752
SM-Task-00045 SNR 1 Coatbridge to Muirhead Active Travel  £100,905
Page 113 of 140

Page 114

SM-Task-00046 MSat1B - Drainage Survey £19,783
SM-Task-00047 Cumbernauld Priority 3 Bus Stop Accessibility £52,159
SM-Task-00048 Cleland - Red Line Boundary Car Parking £16,620
SM-Task-00049 Pollockshole Bridge Investigation Reliability Assessment £42,473
SM-Task-00050 Overseeing Organisation Geotechnical Advisor (OOGA) £80,907
SM-Task-00051 Ravenscraig (RIAS) - Spoil Heap & Road Box Testing £13,384
SM-Task-00052 RT-19-023 - Bargeddie Cross - Construction Works £1,190,895
SM-Task-00053 Local Transport Strategy Graphical Report £9,390
SM-Task-00054 RIA S - Liberty Steel Exclusion Zone £3,484
SM-Task-00055 RIA S - Liberty Steel Exclusion Zone £9,567
SM-Task-00056 RIA S - Concrete Slab (South of railway) £10,279
SM-Task-00057 RT-25-004 S50 Reservoir Inspections £3,768
SM-Task-00058 RT-22-047 20mph road assessments £14,123
SM-Task-00059 Non Corridor Public Transport Improvements Phase 2 £24,975
SM-Task-00060 Walking Routes to School - Lighting Design £47,099
SM-Task-00061 SNR 2 Croy to Craiglinn Active Travel Optioneering  £47,637
SM-Task-00062 SNR 7 Airdrie Town Centre Active Travel Optioneering  £35,324
SM-Task-00063 RT-25-030 Bridge Maintenance 25-26 £63,029
SM-Task-00064 Flood Study & Surface Water Management Plan C/B £75,613  
Page 114 of 140

Page 115

Appendix 4 – Key Performance Indicator Exclusions 
KPI Ref Exclusion Reason Remedial Actions
3.6 (a-e) Contractor’s Annual Plan not agreed
due to delays in Council providing
programme. 
Service area to provide Annual Plan for
Contract Year 2 to ensure KPI can be
measured and reported.  
6.9 Outwith Winter Service period (P7-12) None required  
7.13  No reportable accidents None required  
7.14 No actions identified through
accident/incident investigations
None required  
7.15 No formal interventions from
Regulatory Bodies
None required  
7.18 No disputes raised  None required  
8.20 Customer satisfaction not captured  Currently investigating digital solution
to introduce for capturing customer
satisfaction. 
8.22 No FOI’s received None required 
Annual KPI
Information 
(2.2, 2.3, 2.4, 3.5(a-e),
7.10 & 7.11)  
The Deed of Variation has extended
reporting Year 1 of the Contract
Relevant KPI information will be
reported at the end of March 2026 
Page 115 of 140

Page 116

Page 116 of 140

Page 117

North Lanarkshire Council
Report
Environment and Climate Change Committee 
Does this report require to be approved? ☐ Yes ☒ No
Ref: LR Date: 11 February 2026 
Contract Award for the use of the Scotland Excel Framework Agreement
for Supply & Delivery of Catering Sundries 
From  Lyall Rennie, Chief Officer (Community Operations) 
E-mail RennieLy@northlan.gov.uk Telephone:
Anne Hanlon (Facility
Support Services Manager),
Telephone - 01236 856490 
Executive Summary 
In accordance with the councils General Contract Standing Orders (GCSOs), the Committee is
asked to acknowledge the council’s participation in the Scotland Excel framework agreement for the
Supply & Delivery of Catering Sundries (1223). 
Recommendations 
It is recommended that the Environment and Climate Change Committee: 
(1) Acknowledges the council’s participation in the Scotland Excel framework agreement for
Supply & Delivery of Catering Sundries (1223) (the “Framework Agreement”) from its
commencement on 01 December 2024 until its expiry 30 November 2028 as directed by
Scotland Excel. The Framework Agreement was awarded at the maximum value of Eighteen
Million Pounds Sterling (£18,000,000) exclusive of VAT with the councils anticipated spend
throughout the Framework Agreements term anticipated to be circa One Million, Nine Hundred
and Twenty Thousand Pounds Sterling (£1,920,000) exclusive of VAT.  
The Plan for North Lanarkshire 
Priority Improve economic opportunities and outcomes 
Ambition Statement All ambition statements 
Programme of Work Brighter Futures 
1. Background 
1.1 The council has an ongoing requirement to purchase catering sundries products for use
within catering environments including schools, cafes and restaurants, corporate & civic
locations, leisure centres, community centres and social work premises. Facility Support
Services are responsible for procuring these requirements on behalf of all council service
areas. 
Item 11
Page 117 of 140

Page 118

1.2 The Framework Agreement provides the council a mechanism to procure a range of Catering
Sundry products including disposable/recyclable cups, bowls, plates and cutlery, tableware,
food containers, glass wear etc.
1.3 The Framework Agreement gives the council access to a range of core products from various
suppliers. This provides flexibility to call off the Framework Agreement by way of purchasing
directly with appointed suppliers or via a Direct Award or Mini Competition procedure should
bulk requirements or a longer-term single source solution be required.
1.4 The requirements within the Framework Agreement have historically been procured via
arrangements implemented by Scotland Excel.
1.5 To enable appropriate development and execution of the procedure required to form the
Framework Agreement, a panel of technical and procurement representatives from the
council (the “User Intelligence Group (UIG)”) was formed.
1.6 The UIG were responsible for developing the required internal Collaborative Access Contract
Strategy (the “Contract Strategy“) for the Framework Agreement. The Contract Strategy sets
out the parameters and approaches the council would apply within the procurement,
tendering, contracting and end of life stages of the Framework Agreement following
appropriate analysis, research and investigation to ensure the council achieves maximum
benefit where possible. In accordance with GCSO 4.4, the Collaborative Access Contract
Strategy for the Framework Agreement was approved on 28 July 2025.
2. Report
2.1 Scotland Excel is a non-profit organisation that was established as the Centre of Procurement
Expertise for the local government sector in 2008 serving Scotland’s 32 local authorities and
over 150 associate members from across the public and third sector. Scotland Excel procure
and manage a portfolio of over 70 contractual arrangements with a value of over £2bn on
behalf of their members. The council has been a member of Scotland Excel since its inception
and regularly engages and supports their work whilst regularly procuring requirements from
their established contractual portfolio.
2.2 The Framework Agreement is the fifth-generation renewal for the Supply and Distribution of
Catering Sundries. The procurement exercise followed a two-stage open tender procedure
to encourage maximum competition. Twenty-three (23) suppliers expressed interest in the
procurement with 12 tender responses received.
2.3 The Framework Agreement consists of 2 Lots with the council utilising both;
• Lot 1 - Catering Recyclables
• Lot 2 – Catering Sundries.
2.4 A total of seven suppliers are appointed to the Framework Agreement across its two lots, five
of which are SME’s (71%).
2.5 Appendix 1 provides a summary of the Framework Agreement including the key
considerations and outcomes.
Financial / Budget Consideration
2.6 Scotland Excel have estimated forecast savings of 2.49% through use of the Framework
Agreement.
Page 118 of 140

Page 119

Price Stability
2.7 Scotland Excel are responsible for managing and agreeing any proposed increase in the
suppliers pricing within the Framework Agreement. Applications from the appointed suppliers
for price variations will be monitored in line with terms and conditions and established
procedure of the Framework Agreement.
Community Benefits
2.8 Scotland Excel will work with the council and the suppliers to ensure that community benefits
are measured and monitored throughout the lifetime of the Framework Agreement. Delivered
benefits will be based on annual spend thresholds with each of the suppliers. When the
council reaches the annual spend thresholds with a supplier they will accrue “community
benefits points”. At the end of each year of the Framework Agreement, the points will be
redeemed on benefits that are offered under the Framework Agreement relative to the spend.
Fair Work First and Payment of the Living Wage
2.9 Within the tender process for establishment of the Framework Agreement, Scotland Excel
assessed suppliers on their approach to Fair Work First and payment of the Real Living Wage
to their workforce. Of the seven appointed suppliers;
• One is an accredited Real Living Wage employer.
• Two are paying the Real Living Wage and working towards accreditation within the
first two years of the Framework Agreement.
• Two are currently paying the Real Living Wage but are not accredited; and
• Two suppliers are not paying the Real Living Wage.
2.10 Scotland Excel will monitor Fair Work First during the duration of the Framework Agreement,
including encouraging further uptake by suppliers committing to paying staff the Real Living
Wage, during contract and supplier management activity.
Contract Management
2.11 Officers from the Facility Support Services team within Community Operations will be
responsible for managing supplier and requirements via the Framework Agreement. This
approach will be undertaken in accordance with the contract and supplier management
conditions applied within the Framework Agreement and the councils internal procedures.
3. Measures of success
The Framework Agreement will deliver the following outcomes;
3.1 Best Value will be demonstrated as outlined in Appendix 1.
4. Supporting documents
4.1 Appendix 1 Summary of Procurement Procedure.
Lyall Rennie
Chief Officer (Community Operations) Page 119 of 140

Page 120

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? 
Generally, the cost of disposables and catering sundries fluctuates with global markets
and inflation. This shall be continually monitored, and associate budgets reserves should
be available to provide comfort should market costs increase further. 
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? 
All procurement procedures will have potential legal implications however throughout the
use of the Framework Agreement, compliance with the councils General Contract
Standing Orders and the relevant procurement regulations shall been maintained with
advice from colleagues in Corporate Procurement and Legal Services sought as and
when required. 
Page 120 of 140

Page 121

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?
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?
Within the technical section of the original tender for establishment of the Framework
Agreement, Scotland Excel included a sustainability related method statement, which
included, questions around the following areas:
• Reducing Plastic and alternative solutions
• Reducing plastic packaging
• Processes for Recycling of waste
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.
Page 121 of 140

Page 122

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).
Providing Free school meals is a statutory service therefore the provision of this
Agreement shall contribute towards Children’s Rights and Wellbeing. 
If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried
out? 
Yes ☐ No ☐ 
Page 122 of 140

Page 123

Appendix 1 – Summary of Procurement Procedure
Overview
Council Reference NLC-SLP-25-069
Responsible Chief
Officer and Position Lyall Rennie, Chief Officer (Community Operations)
Governance by Value Overarching Framework Agreements terms and condition in accordance with the Councils General Contract
Standing Orders
Framework Agreement
Owner, Title and Ref Scotland Excel framework agreement for Supply & Delivery of Catering Sundries (1223)
Classification Supplies
Governance by Value Overarching Framework Agreements terms and condition in accordance with the Councils General Contract
Standing Orders
General Information
Total Framework
Agreement Value £18,000,000 Anticipated Council Spend
via Framework Agreement £1,920,000
Number of Framework
Agreement Lots 2 Framework Agreement
Duration (Months) 48
Appointments
Total No. of Framework
Agreement Appointments
7 suppliers appointed
Lot 1 – 6
Lot 2 – 3
No. of SME Appointments 5
No. of North Lanarkshire
Appointments 0 No. of Supported Business
Appointments 0
Living Wage No. of Appointments
Paying the Living Wage 5 No. of Appointments
Living Wage Accredited 1
Community Benefit
Overview
Delivery of community benefits through the Framework Agreement is based on the annual spend for each Lot.
Community benefits will be obtained in accordance with the terms and conditions and processes laid out in the
Framework Agreement.
How Has “Best Value”
Been Demonstrated?
As advised by Scotland Excel, this fifth-generation of this Framework Agreement continues to maximise
collaboration, promote added value, and deliver best value. A range of benefits can be reported in relation to price
stability, sustainability, and community benefits whilst the council can expect an estimated forecast savings of
2.49% through use of the Framework Agreement.
Page 123 of 140

Page 124

Impacts
Summary,
Public Sector
Equality Duty
and Fairer
Scotland Duty
☐ HR Policy
Impact ☐ Data Protection
Impact ☐ Environment /
Carbon Impact ☒ Risk Impact ☐
Children’s
Rights and
Wellbeing
Impact
☒
Financial
Impact ☒ Legal Impact ☒ Technology /
Digital Impact ☐ Comms impact ☐ Armed Forces
Covenant Duty ☐ 
Page 124 of 140

Page 125

North Lanarkshire Council
Report
Environment and Climate Change Committee 
Does this report require to be approved? ☐ Yes ☒ No
Ref: NLC-SLP-25-021 Date: 11 February 2026 
Contract Award for Purchase of 4 x 32t RCV Hookloaders and 1 x 32t
Grab Mounted Crane Trucks 
From  Lyall Rennie, Chief Officer (Community Operations) 
E-mail renniely@northlan.gov.uk Telephone: John McElhinney, Business Manager
(Fleet) – 07407 799417 
Executive Summary 
In accordance with the councils General Contract Standing Orders (GCSOs), the Committee is
asked to acknowledge the award of a contract for the Purchase of 4 x 32t RCV Hookloaders and 1
x 32t Grab Mounted Crane Trucks (the ‘Agreement’) following the undertaking of a procurement
procedure as detailed within this report below. 
Permission to award outwith the committee cycle in accordance with GCSO 21.3.2 was sought to
expedite the delivery of requirements. The Agreement was approved for award in accordance with
GCSO 21.3.2 by the Depute Chief Executive on 10 October 2025 and the Agreement formally
awarded on 20 October 2025. 
Recommendations 
It is recommended that the Environment & Climate Change Committee: 
(1) Acknowledges the award of the Agreement to Lothian Vehicle Bodybuilders Limited (LVB) (the
“Contractor”) at the maximum value of Nine Hundred and Sixty Thousand Five Hundred- and
Ten-Pounds Pounds Sterling (£960,510) exclusive of VAT. 
The Plan for North Lanarkshire 
Priority All priorities 
Ambition Statement (17) Ensure we keep our environment clean, safe, and attractive 
Programme of Work Sustainable Futures 
Item 12
Page 125 of 140

Page 126

1. Background
1.1 In line with the councils Vehicle Replacement Programme (VRP) there is a requirement to
purchase 4 x 32t RCV Hookloaders and 1 x 32t Grab Mounted Crane Trucks.
1.2 This Agreement is to replace aging vehicles and those currently hired to supplement the
vehicle fleet. The current Hookloaders are predominately off the road due to repairs and are
being replaced by hires, while the grab mounted crane vehicles have been decommissioned
and removed from the fleet and are also being replaced by a hire.
1.3 The vehicles are a key element of the council’s vehicle fleet and are utilised in various ways.
The main function of the hookloaders is to service the skips from the councils six Household
Wate Recycling Centres (HWRCs). These sites operate 7 days a week 363 days per year.
The grab mounted crane vehicle will be predominately used for the councils fly tipping
service.
1.4 To enable appropriate development and execution of the procedure required to form the
Agreement, a panel of technical and procurement representatives (the “User Intelligence
Group (UIG)”) was formed.
1.5 The UIG were responsible for developing the required internal contract strategy (the “Contract
Strategy“) for the Agreement. The Contract Strategy sets out the parameters and approaches
the council would apply within the procurement, tendering, contracting and end of life stages
of the Agreement following appropriate analysis, research and investigation to ensure the
council achieves maximum benefit where possible. In accordance with GCSO 4.4, the
Contract Strategy for the Agreement was approved on 01 October 2025.
2. Report
2.1 The procurement procedure was undertaken as a “Direct Award”. A Direct Award is a
procurement procedure where an overarching framework agreement allows the council to
directly engage and contract with an appointed contractor that has already went through a
full competitive procurement procedure in a more efficient manner as per the framework
agreements terms and conditions.
2.2 Within the associated Contract Strategy for the Agreement, the overarching framework
agreement and determination of whether Best Value was achievable via the Direct Award
procurement, the recommended Contractor was identified, engaged and issued an invitation
to tender to formalise the Agreement.
2.3 The tender received from the recommended Contractor underwent appropriate appraisal to
ensure it was complete / compliant with the council’s requirements and demonstrated Best
Value.
2.4 Appendix 1 provides a summary of the procurement procedure undertaken including the key
considerations and outcomes.
Page 126 of 140

Page 127

Financial / Budget Consideration
2.5 The pre-tender wholelife estimate budget for the Agreement was £960,510. The costs
associated with delivery of the Agreement will be contained within the Councils VRP Capital
Budget for the Fleet team within Community Operations.
Price Stability
2.6 Prices within the Agreement are fixed and unchangeable for its entire duration. It is
anticipated the vehicles will be delivered in by the end of March 2026.
Community Benefits
2.7 The council is committed to maximising the delivery of community benefits. The procurement
included a community benefit requirement, this approach is designed to deliver local
community benefits where possible.
2.8 Within their tender, the recommended Contractor committed to deliver community benefits
as detailed within Appendix 1 of this report:
2.9 The community benefits committed as part of the Agreement does not include the creation of
jobs or apprenticeships.
Fair Work First and Payment of the Living Wage
2.10 Further information on the Living Wage status of the recommended Contractor is detailed in
Appendix 1.
Contract Management
2.11 Officers from the Fleet team within Community Operations will be responsible for managing
the Agreement which will be undertaken in accordance with the contract and supplier
management conditions applied within the Agreement.
3. Measures of success
The Agreement will deliver the following outcomes:
3.1 Best Value will be demonstrated as outlined in Appendix 1;
3.2 The appointment of a Contractor who has the experience and capability to provide the
required vehicles to a suitable build quality and within the timescales required.
3.3 The procurement procedure is compliant with the procurement legislation, the Framework
and internal procedures.
3.4 The Agreement secures a range of community benefits; and
Page 127 of 140

Page 128

3.5 A collaborative approach to the procurement of the requirement, minimising the burden on
internal resource and leveraging the economies of scale. 
4. Supporting documents 
4.1 Appendix 1 Summary of Procurement Procedure 
Lyall Rennie
Chief Officer (Community Operations)  
Page 128 of 140

Page 129

5. Impacts ( http://connect/report-template-guidance )
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 cost has been identified as part of the VRP Capital Allocation. Depute Chief Executive
has approved the spend.
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?
All procurement procedures will have potential legal implications however throughout this
Agreement, compliance with the councils General Contract Standing Orders and the
relevant procurement regulations has been maintained with advice from colleagues in
Corporate Procurement and Legal Services sought as and when required.
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 129 of 140

Page 130

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 new trucks will run on the latest Euro 6 Engines and be more efficient.
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 130 of 140

Page 131

Appendix 1 – Summary of Procurement Procedure 
Overview
Reference NLC-SLP-25-021
Title Purchase of 4 x 32t RCV Hookloaders and 1 x 32t Grab Mounted Crane Trucks
Classification Supplies
Responsible Chief
Officer and Position Lyall Rennie, Chief Officer (Community Operations) 
Competition
Governance by Value Overarching Framework Agreements terms and condition in accordance with the Councils General Contract
Standing Orders
Route to Market Direct Award from a Third-Party Framework Agreement
Framework
Agreement Title, Ref
and Lot Info
Scotland Excel Heavy Vehicles framework agreement (0321), Lot 16 – Lorry Mounted Crane
Interest No. of Lot / Framework
Agreement Appointments  2 Date ITT Package Issued (If
Applicable) 01 October 2025
Direct Award Basis Best Value Assessment of Framework Contractors in Accordance with the Framework Agreement
How Has “Best
Value” Been
Demonstrated?
• The council awarded a Direct Award from the Scotland Excel 0321 Framework Heavy Vehicles, Lot 16 Lorry
Mounted Cranes which was determined to be the optimum route to market for the Agreement. 
• New vehicles shall be more fuel efficient and will require less maintenance than the current fleet. 
• Replacing the older fleet also reduces the risk of reputational damage should these vehicles fail to carry out
key and statutory service delivery due to faults etc. 
Additional Comments
The Framework Agreement does not provide a lot for a complete build vehicle however in line with the direct award
process as identified by Scotland Excel, a ‘Build Coordinator’ can be appointed from Lot 16 (Lorry Mounted Cranes)
of the Framework Agreement to oversee the complete build of the vehicle. 
There are two suppliers appointed to Lot 16 of the Framework Agreement, LVB and HIAB Limited. LVB were
identified for Direct Award as they provided a letter advising that LVB are the Scottish distributers of HIAB
equipment. The council followed up directly with HIAB and they confirmed that they are happy for the council to
contract directly with LVB for the requirements of the Agreement.  Page 131 of 140

Page 132

Award
Details
General Overview Total / Maximum Value £960,510 Contract Duration (Months) 5 Months
Contractor Registered
Name(s) Lothian Vehicle Bodybuilders Limited
Contractor Overview Registered Local Authority
Area West Lothian Contractor(s) Size Small
Living Wage Paying the Living Wage Yes Living Wage Accredited Yes
Overview of
Community Benefits
The Contractor has offered the sponsorship of a sports team or community event within the councils geographic
area, to the value of £1,500 however are happy to discuss this with the council to reflect the needs of the community
should they have a project requiring support. 
Additional Comments 
Impacts
Summary,
Public Sector
Equality Duty
and Fairer
Scotland Duty
☐ HR Policy
Impact ☐ Data Protection
Impact ☐ Environment /
Carbon Impact ☒ Risk Impact ☐
Children’s
Rights and
Wellbeing
Impact
☐
Financial
Impact ☒ Legal Impact ☐ Technology /
Digital Impact ☐ Comms impact ☐ Armed Forces
Covenant Duty ☐ 
Page 132 of 140

Page 133

North Lanarkshire Council
Report
Environment and Climate Change Committee 
Does this report require to be approved? ☐ Yes   ☒ No
Ref    JMcK/CPT Date 11/02/26 
Contracts awarded below Committee approval threshold 
From  James McKinstry - Chief Officer (Assets and Procurement)  
E-mail McKinstryJ@northlan.gov.uk  Telephone 07939 281 102 
Executive Summary
In accordance with the Council’s General Contract Standing Orders (“GCSOs”), GCSO
21.10 requires a summary report be presented to members with details of contracts
awarded since last committee, specifically for the spend range: 
• over £50,000 but below £500,000 for supplies or services; and,
• over £500,000 but below £2,000,000 for works. 
Recommendations
It is recommended that the Environment and Climate Change Committee: 
(1) Acknowledge the contract awards made since last committee reporting cycle.  
The Plan for North Lanarkshire
Priority  All priorities
Ambition statement All ambition statements
Programme of Work Statutory / corporate / service requirement
Item 13
Page 133 of 140

Page 134

1. Background
1.1 The Local Government (Scotland) Act 1973 section 81 requires local authorities to
“…make standing orders with respect to the making by them or on their behalf of
contracts for the supply of goods or materials or for the execution of works.”.
1.2 The Council’s General Contract Standing Orders (“GCSOs”) set out the council’s
specific procurement procedures and responsibilities at all spend levels, and include
the reporting requirements of procurement activity, including contracts awards, to
committee for either approval or acknowledgement.
2. Report
2.1 In accordance with GCSO 21.10, this report summarises the contract awards since last
committee, specifically for the spend range:
• over £50,000 but below £500,000 for supplies or services; and,
• over £500,000 but below £2,000,000 for works.
2.2 If you require further information regards the contract awards reported, please refer to
the lead service area / Chief Officer detailed in the appendix.
3. Measures of success
3.1 All requirements contracted contribute to either the council’s programme of work and/or
fulfil a statutory requirement.
3.2 All contract awards secure best value for the council in accordance with their evaluation
criteria.
3.3 All necessary diligence has been undertaken in the evaluation and appointment of
contractors.
3.4 All contract awards are logged in the council’s contract register.
4. Supporting documentation
4.1 Appendix 1 – Summary of contracts awarded.
James McKinstry
Chief Officer (Assets and Procurement)
Page 134 of 140

Page 135

5. Impacts 
5.1 Impacts considered as part of the contract award procedures are recorded in the
individual contract award reports held by the lead service area.  
Page 135 of 140

Page 136

Appendix 1 – Summary of Contracts Awarded 
Contract Ref NLC-SLP-25-058
Title Supply of 6 x Small Panel Van 
Classification Supplies
Chief Officer, Procuring Service Area Lyall Rennie, Chief Officer (Community Operations)
Competition Governance by Value The Framework terms & conditions, with adherence to the council’s GCSO 13 on 3rd party frameworks
Procurement Route Call-off following Direct Award using a Third Party Framework (Multi Contractor Framework)
No. of Quotations Received 3
Award Criteria Best Value assessment of Quotations, in accordance with the Framework Information
Comments This has been procured via Crown Commercial Service (CCS) Framework for Purchase of Standard and
Specialist Vehicles (RM6244), Lot 1: Purchase of Passenger Cars (including 4x4 variants), also known as
the “Fleet Portal”. 
The Fleet Portal provides live quotations from Framework Contractors (valid for 30 days) matched to
the council’s vehicle specification. 
Award
Details
Value £113,590
Contract Duration One-off purchase
Contractor Name Renault UK Limited
Contractor Size Large
Contractor Location Rickmansworth
Status - Payment of Living Wage? Yes
Status - Living Wage Accredited? No
Impacts
this section
highlights which
impacts were
considered for
this contract
award procedure
Public Sector Equality
Duty and Fairer
Scotland Duty ☐
HR Policy Impact ☐ Data Protection
Impact ☐
Environment / Carbon
Impact ☒
Risk Impact ☐ Children’s Rights and
Wellbeing Impact ☐
Financial Impact ☒ Legal Impact ☐ Technology / Digital
Impact ☐
Communications
Impact ☐
Armed Forces
Covenant Duty ☐ 
Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer 
Page 136 of 140

Page 137

Contract Ref NLC-CPT-24-138
Title Kerbside Collection of Paper and Card
Classification Services
Chief Officer, Procuring Service Area Lyall Rennie, Chief Officer (Community Operations)
Competition Governance by Value Higher Threshold Regulated Procurement – The Public Contracts (Scotland) Regulations 2015
Procurement Route Mini Competition using a Third Party Dynamic Purchasing System (“DPS”)
No. of Contractors invited  32
No. of Bids Received 1
Award Criteria Most Economically Advantageous Tender ("MEAT") Scoring Model
Evaluation Scores – Successful 97.60%
Evaluation Scores – Unsuccessful Not applicable
Comments This procurement was conducted using the Scotland Excel Dynamic Purchasing System (“DPS”) for
Treatment and Disposal of Recyclable and Residual Waste, Lot 2 - Treatment of Paper, Cardboard, News
& PAMs (separate and/or mixed). 
While there are 32 Contractors on the DPS, it was anticipated that there would be a low response rate
due the geographical base of Contractors. The one bid was evaluated and fully meets all council
requirements.
Award
Details
Value £347,298
Contract Duration Up to 42 months (initial 18 months, option to extend 12 months, further option to extend 12 months)
Contractor Name Saica Nature UK Ltd
Contractor Size SME
Contractor Location Manchester
Status - Payment of Living Wage? Yes
Status - Living Wage Accredited? No
Impacts
this section
highlights which
impacts were
considered for
this contract
award procedure
Public Sector Equality
Duty and Fairer
Scotland Duty ☐
HR Policy Impact ☐ Data Protection
Impact ☐
Environment / Carbon
Impact ☐
Risk Impact ☒ Children’s Rights and
Wellbeing Impact ☐
Financial Impact ☐ Legal Impact ☐ Technology / Digital
Impact ☐
Communications
Impact ☐
Armed Forces
Covenant Duty ☐ 
Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer
Page 137 of 140

Page 138

Contract Ref NLC-SLP-25-102
Title Purchase of 2 x 7.5t Cage Tippers
Classification Supplies
Chief Officer, Procuring Service Area Lyall Rennie, Chief Officer (Community Operations)
Competition Governance by Value The Framework terms & conditions, with adherence to the council’s GCSO 13 on 3rd party frameworks 
Procurement Route Call-off following Direct Award using a Third Party Framework (Multi Contractor Framework)
No. of Framework Contractors 6
Award Criteria Best Value assessment, in accordance with the Framework Information
Comments This call-off was made considering the relevant technical and commercial information from Scotland
Excel, Heavy Vehicles Framework - Lot 3 Bodies for Tippers (0321).
Award
Details
Value £164,700
Contract Duration 4 months
Contractor Name Lothian Vehicle Bodybuilders Ltd
Contractor Size SME
Contractor Location West Lothian
Status - Payment of Living Wage? Yes
Status - Living Wage Accredited? Yes
Impacts
this section
highlights which
impacts were
considered for
this contract
award procedure
Public Sector Equality
Duty and Fairer
Scotland Duty ☐
HR Policy Impact ☐ Data Protection
Impact ☐
Environment / Carbon
Impact ☒
Risk Impact ☐ Children’s Rights and
Wellbeing Impact ☐
Financial Impact ☒ Legal Impact ☐ Technology / Digital
Impact ☐
Communications
Impact ☐
Armed Forces
Covenant Duty ☐ 
Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer 
Page 138 of 140

Page 139

Contract Ref NLC-CPT-24-119
Title ISO Certification
Classification Services
Chief Officer, Procuring Service Area Lyall Rennie, Chief Officer (Community Operations)
Competition Governance by Value Higher Threshold Regulated Procurement – The Public Contracts (Scotland) Regulations 2015
Procurement Route Open Procedure
No. of Expressions of interest  2
No. of Bids Received 2
Award Criteria Most Economically Advantageous Tender (“MEAT) Scoring Model
Evaluation Score – Successful 88.00%
Evaluation Score – Unsuccessful 48.33%
Award
Details
Value £185,000
Contract Duration 48 months (initial 36 months, option to extend 12 months)
Contractor Name Interface NRM Ltd
Contractor Size SME
Contractor Location Telford
Status - Payment of Living Wage? Yes
Status - Living Wage Accredited? No
Impacts
this section
highlights which
impacts were
considered for
this contract
award procedure
Public Sector Equality
Duty and Fairer
Scotland Duty ☐
HR Policy Impact ☐ Data Protection
Impact ☐
Environment / Carbon
Impact ☒
Risk Impact ☒ Children’s Rights and
Wellbeing Impact ☐
Financial Impact ☒ Legal Impact ☒ Technology / Digital
Impact ☐
Communications
Impact ☐
Armed Forces
Covenant Duty ☐ 
Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer 
Page 139 of 140

Page 140

Page 140 of 140