Agenda Document Pack - Environment and Climate Change Committee - 12/08/2026
North Lanarkshire Council · 12 August 2026
Back to Environment and Climate Change Committee — 12 August 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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3 August 2026 Members of the Environment and Climate Change Committee Chief Executive’s Office Rachel Blair Chief Officer (Legal, Democratic and Strategy) 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, 12 August 2026 at 14:00 PM which you are requested to attend. The agenda of business is attached. Rachel Blair Chief Officer (Legal, Democratic and Strategy) 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, W Shields, A Smith, A Thomas, S Watson, C Williams, N Wilson. Page 1 of 296
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Agenda Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 Operational 3 Energy Policy Report Submit report by the Chief Officer (Assets and Procurement) seeking the approval of the revision and implementation of the Corporate Estate Energy Policy. 5 - 16 4 Winter Service Policy and Procedures 2026 - 27 Submit report by the Chief Officer (Community Operations) seeking approval of the proposed Winter Service Policy and Procedures 2026/27. 17 - 36 5 Business Regulation Service Plan 2026-2027 Submit report by the Chief Officer (Community Operations) seeking approval of the Business Regulation Service Plan 2026-2027. 37 - 80 6 Burial Regulations and Memorial Inspection Programme Update Submit report by the Chief Officer (Community Operations) providing an update on the Burial Management Plan and note compliance with the Burial (Management) (Scotland) Regulations 2025. 81 - 116 7 Local Transport Strategy 2026-2036 (1) Submit report by the Chief Officer (Place) seeking approval of the Local Transport Strategy. 117 - 186 8 Sustainable Futures - Live Labs 2 Submit report by the Chief Officer (Community Operations) informing of final findings from the development of a Centre of Excellence for Decarbonising Roads through Live Labs 2. 187 - 248 Contracts 9 Roads, Infrastructure Maintenance and Improvement Services Contract Annual Report Submit report by the Chief Officer (Community Operations) summarising an annual performance report on the Roads and Infrastructure Maintenance and Improvement Services Contract for the period from 01 October 2024 to 31 March 2026. 249 - 282 Page 3 of 296
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10 Committee Report - Electric Roll Packers Submit report by the Chief Officer (Community Operations) advising of the award of a contract for the Purchase of Six Electric Roll Packers to Bergmann Direct Limited. 283 - 290 11 Contract Awards Below Committee Approval Threshold 2026 Cycle 3 Submit report by the Chief Officer (Assets and Procurement) advising of the contract awards made since the last committee reporting cycle. 291 - 296 Page 4 of 296
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North Lanarkshire Council Report Environment & Climate Change Committee Does this report require to be approved? ☒ Yes ☐ No Ref JMcK/RS Date 12/08/26 Corporate Estate Energy Policy From James McKinstry, Chief Officer (Assets & Procurement) E-mail McKinstryJ@northlan.gov.uk Executive Summary The purpose of this report is to present to the Environment & Climate Change Committee the Council’s updated Corporate Estate Energy Policy, which establishes a consistent and structured approach to managing energy use across the corporate operational estate. The report also sets out, in greater detail, the measures implemented by the Climate & Energy team to support the effective application of the policy. The policy aligns with the Council’s Path to Net Zero 2045, as approved by this Committee in April 2026, which together outline the Council’s strategic approach to energy management and decarbonisation. In terms of utility spend, the council is responsible for 477 buildings that use energy resulting in a cost of £23.6 million per annum. These buildings range from sports pavilions to large buildings such as schools. Reductions in energy consumption can be achieved through a combination of improved building performance, enhanced monitoring arrangements, and targeted investment in energy efficiency measures and renewable technologies. However, the consistent application of this policy, alongside responsible end user behaviour, remains imperative to securing and sustaining these improvements. This report highlights the importance of maintaining a continued focus on monitoring & compliance, investment, and building user awareness & behaviour to support further reductions in energy use, and thereby operational costs and carbon emissions, in alignment with the Council’s Net Zero obligations. Recommendations It is recommended that the Environment & Climate Change Committee (1) Approves the revision and implementation of the Corporate Estate Energy Policy, as outlined in Appendix 1. (2) Support the continued monitoring and review of energy performance across the estate. (3) Endorse the restrictions outlined within the policy relating to the use of heating and cooling equipment, and the unauthorised adjustment of heating and associated systems. Item 3 Page 5 of 296
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1. Background 1.1 North Lanarkshire Council has published its Path to Net Zero (2045), which outlines a target to reduce emissions from Council operations by 94% by 2045, compared to a 2015 baseline. Figure 1 North Lanarkshire Council Greenhouse Gas Emissions by Source (tCO₂e) 1.2 Figure 1 illustrates that energy consumption within operational buildings represents the largest proportion of organisational emissions. As depicted, stationary energy, which denotes the energy and fuel used to heat buildings, accounts for approximately 68% of total Council-generated emissions. 1.3 The effective management of energy use across the corporate estate is therefore a key priority in reducing emissions and ensuring the sustainable delivery of service; a key provision with ‘The Plan for North Lanarkshire’. The Corporate Estate Energy Policy provides a structured and consistent approach to achieving this. 2. Report 2.1 This report provides a summary of the Council’s Corporate Estate Energy Policy which has recently been redrafted to reflect revised obligations relating to energy efficiency and long-term emissions reduction targets. The policy establishes a renewed approach to the operation of heating systems and energy use across corporate operational Council assets, supporting energy efficient and sustainable building management. Key Policy Provisions (4) Recognise the requirement for operational flexibility, acknowledging that exemptions may be granted on a case-by-case basis in consultation with relevant facilities management teams. (5) Acknowledge the importance of ongoing staff training and awareness to promote engagement with energy management practices and wider environmental objectives, supporting reduced energy wastage and improved efficiency across the estate. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (17) Ensure we keep our environment clean, safe, and attractive Programme of Work Invest in North Lanarkshire Page 6 of 296
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2.2 The policy sets out clear operational standards for heating and building performance, including: • A defined heating schedule or ‘season’ (typically operating from the ‘September Weekend’ through to the ‘May Bank Holiday period). When time schedules are active, they are adjusted based on occupancy and operation requirements. • Recommended internal temperature setpoints and guidance; optimal space temperature of 21°C. This includes reference to external temperatures and necessary plant frost protection settings, as well as compliance with Domestic Hot Water criteria and legionella legislation. • The regulated control of heating and cooling systems, as well as the enforced restriction on unapproved adjustments which are subject to approval by the Climate & Energy team. There is a specific list of exemptions outlined within the policy that relate to building occupancy/requirements, i.e. leisure environments and care facilities/schools with vulnerable/young occupants, and necessary medical adjustments. 2.3 Building Energy Management Systems (BEMS) will be primarily used to manage heating schedules and optimise efficiency through monitoring settings and adjustments. 2.4 The Workplace (Health, Safety and Welfare Regulations) 1992 is the primary piece of legislation that informs guidance related to a ‘reasonable/suitable workplace temperature’. The policy has been constructed in alignment/compliance with the criteria to ensure an optimal space temperature is achievable within all assets, thereby prioritising occupant comfort and wellbeing. 2.5 Responsibilities are clearly defined within the policy. The Climate & Energy team have overall responsibility for monitoring and analysis, system optimisation and policy implementation. There will be coordination with the Corporate Repairs & Maintenance, as well as building/facilities management, to ensure day-to-day operational delivery. The policy also emphasises the importance of individual behaviour in achieving energy efficiency and there are several tasks outlined that employees are expected to comply with to support these energy-saving measures. 2.6 The policy also establishes clear reporting arrangements, ensuring that heating and energy-related issues are managed effectively through facilities management, (‘emergency’) Corporate Repairs & Maintenance services, or escalation to the Climate & Energy team as required. 2.7 The Corporate Estate Energy Policy is a live document and is reviewed periodically to ensure continued alignment with organisational objectives, operational requirements and long-term energy & carbon reduction targets. 2.8 Appendix 1 contains the updated Corporate Estate Energy Policy for the Council’s operational corporate assets. Operational Delivery and Implementation of Energy Management Measures Non-Domestic Energy Efficiency (NDEE) Project & Scottish Procurement Framework(s) 2.9 The Non-Domestic Energy Efficiency (NDEE) project is one of the most pertinent examples of the Council’s commitment to reducing energy consumption and improving building performance through investment in sustainable infrastructure, delivered through Scottish Government Procurement Framework(s). On an ongoing basis, this Page 7 of 296
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project is projected to deliver a 25% reduction in energy use in targeted buildings, as well as a reduction of 911 tCO₂e in building-related emissions. The initial phase of NDEE commenced in 2017 and continue, with the current phase due to complete by the end of this financial year. Table 1 List of NDEE Sites (Current Phase) Airdrie Leisure Centre Airdrie Library Braidhurst High School Broadwood Stadium Broadwood Leisure Broadwood College Calderbridge Primary School Cathedral & Firpark Primary School Chapelside Community Education Centre Coltness High School Corpus Christi Primary School Dalziel Building Drumpellier Visitor Centre Glenmanor Primary School Hilltop Primary School Motherwell Integrated Day Centre Our Lady’s High School, Cumbernauld Shawhead Primary School Sir John Mann Centre St Ambrose High School St Dominic's Primary School St Edward's and Tollbrae Primary School St Helens Primary School St Serfs Primary School Summerlee Heritage Tryst Leisure Centre 2.9.1 The project’s current phase was delivered across 26 buildings within the corporate estate and includes a range of target measures specifically designed to reduce energy demand and enhance operational efficiency, including: • BEMS installation, optimisation and upgrades • LED lighting installations • Boiler/electric boiler upgrades • Combined Heat and Power (CHP) systems optimisation • Refrigeration optimisation (fridges & freezers) • Solar Photovoltaic (PV) installations • (Swimming pool) Air Handling Unit (AHU) optimisation • Insulation improvements • Air Conditioning (AC) optimisation • Voltage optimisation Page 8 of 296
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2.9.2 The total project value for the current phase was £3,337,661.82, with anticipated financial savings of approximately £369,480.79, supported by an estimated reduction in energy consumption of 2,794.102 kWh. 2.9.3 Monitoring and evaluation will be undertaken to verify performance and confirm that the project energy and financial savings are achieved, with final figures to be confirmed thereafter. 2.9.4 The Scottish Government framework that previously supported the Non-Domestic Energy Efficiency (NDEE) project is transitioning into Scotland’s Public Sector Heat Decarbonisation (SPSHD) Framework. As with the NDEE programme of works, the Climate & Energy team remains committed to securing capital funding to support large- scale projects, including those exceeding £1 million in value. The new SPSHD framework will continue to support the decarbonisation of public buildings, focusing on existing assets through retrofitting, for instance, which will include fabric improvements, as well as continued Building Energy Management System (BEMS) upgrades, the integration of further renewable technologies, and connections to district heating networks. These interventions will help reduce carbon emissions, improve energy performance, and support the Council’s long-term net zero ambitions and its 2030 57% carbon budget, while ensuring buildings are more energy efficient, reliable and sustainable which is at the core of this project development and delivery. Fabric First/Whole Building Approach 2.10 The policy recognises that several assets across North Lanarkshire are designated as ‘listed’ or of historical significance. Where energy efficiency measures are proposed for these buildings, interventions will be supported by robust and rigorous assessments to ensure that works prioritise preservation whilst improving overall energy performance, without compromising the integrity of the asset and structure. 2.10.1 This approach seeks to address the common challenges associated with older buildings, where poor energy performance can often be attributed to poor building fabric, low air tightness, and insufficient insulation across floors, roofs and walls. 2.10.2 A ‘fabric first’ approach will therefore be adopted, ensuring that improvements to the inherent building structure are prioritised before the introduction of additional energy efficiency measures. This ensures that such subsequent interventions are effective, proportionate, and deliver optimal energy efficiency outcomes. Energy Audits and Energy Performance Certificates 2.11 Funding will be pursued to support the delivery of energy audits across the corporate operational estate, ensuring that valid Energy Performance Certificates (EPC’s) are obtained for all relevant assets. These audits will identify areas of opportunity in terms of non-compliance, inefficiencies and outstanding remedial repair works to ensure that these are rectified prior to the implantation of energy saving measures & technologies. This approach will optimise the performance and efficiency of these measures, thereby maximising energy & cost savings. Building Energy Management Systems (BEMS) 2.12 Building Energy Management Systems (BEMS) function as the primary interface for the Climate & Energy Team to implement parameters on heating and associated building systems, as well as continuously monitor performance across corporate operational estate. The system allows for the centralised control of heating time Page 9 of 296
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schedules, temperature setpoints, and operational settings in alignment with the requirements of the Corporate Estate Energy Policy; ensuring buildings are heated efficiently and only when required. It also enables the team to respond to changes in weather conditions, occupancy patterns (e.g. lets), and operational requirements. Conclusions 2.13 The Council’s corporate estate is the largest contributor to organisational emissions, with stationary energy accounting for most of the carbon output within North Lanarkshire. The re-establishment of the Corporate Estate Energy Policy, alongside the ongoing investment in energy efficiency measures & technologies, is expected to deliver measurable reductions in energy consumption, cost and associated carbon emissions, and contribute to the success of the Council’s Path to Net Zero (2045). This report and the policy highlights that, in addition to the necessary technical interventions, end user behaviours play a critical role in achieving energy savings. Improved awareness, adherence to operational controls, and responsible use of systems are essential to maximising the effectiveness of all outlined control measures. 3. Measures of success 3.1 Reduction of energy consumption and associated revenue cost 3.2 Reduction of carbon emissions from operation of buildings 4. Supporting documentation 4.1 Appendix 1 – Corporate Estate Energy Policy James McKinstry Chief Officer (Assets & Procurement) 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? Page 10 of 296
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Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? It is anticipated that the updated Energy Policy will bring about reductions in consumption. 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? The use of BEMS is a key component of this policy, access to which will be restricted to individual username and passwords via a secure server. LAN/VPN required. 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? Page 11 of 296
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Target to reduce emissions from Council operations by 94% by 2045, compared to a 2015 baseline. 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 updated Energy Policy will be communicated to staff via the appropriate channels such as the NLC announcement and the Chief Executives Newsletter. 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 is limited risk with the implementation of the Policy as whilst limiting consumption, it looks to adhere to Health and Safety legislation and Approved Codes of Practice. It is acknowledged that there is a risk of non-compliance however it is expected that a review of consumption trends will identify these for further investigation. 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 296
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Appendix 1 – Corporate Estate Energy Policy North Lanarkshire Council Corporate Estate Energy Policy Purpose North Lanarkshire Council published its ‘Path to Net Zero (2045)’ in April 2026 following approval by the Environment & Climate Change Committee, in alignment with revised national commitments and obligations. This outlines an objective to reduce emissions from council operations by 94% by 2045, comparative to 2015 levels. As of 31st March 2025, the Council’s emissions have reduced by 51.2% since the baseline year of 2015/16. The Policy forms part of the wider ‘Plan for North Lanarkshire’ delivering on the priority of ‘Sustainable Futures’. Stationary energy, i.e. the energy and fuel used to heat buildings, accounts for 68% of organisational emissions. Energy use associated with operational buildings remains the largest contributors to Council-generated emissions. Effective management of the corporate estate is therefore a significant priority in reducing carbon emissions and supporting sustainable service delivery. This energy policy establishes a consistent approach to the operation of heating and energy use within the Council’s corporate estate. It also defines the responsibilities of the Climate & Energy team (within Assets & Procurement), building/facilities management, and employees to align on efficient and sustainable practice to minimise unnecessary energy and resource wastage. Application This policy applies to all operational corporate Council assets managed by, or operated on behalf of, North Lanarkshire Council. This policy supports: • Efficient and sustainable operation of Council properties • Reduction of energy wastage • Effective use of heating systems • Delivery of appropriate work environment temperatures and conditions • Improved awareness of energy use and user behaviour Exceptions Exceptions may be granted to accommodate alternative operating conditions in particular circumstances, including: Page 13 of 296
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• Integrated care environments • Leisure facilities (and sites which contain swimming pools) • Family learning centres & nurseries • Building with vulnerable occupants • Community facilities operating extended hours. Approval These operational exceptions will be agreed by the Climate & Energy team in consultation with relevant services/facilities management. Heating and Building Operation Heating time schedules will be managed to provide an appropriate balance between occupant comfort, operation requirements and maximising energy efficiency. The standard heating season will typically operate from the ‘September Weekend’ through to the ‘May Bank Holiday’ period. This will be referred to as the ‘winter’ heating schedule as per the controls labelled on the Building Energy Management System (BEMS). Outside of this period, overrides will be placed over the heating time schedules (where applicable on the BEMS) or generally switched off unless required i.e. the ‘summer’ heating schedule. These overrides do not apply to the Domestic Hot Water (DHW) controls and time schedules in compliance with legislation to mitigate the risk of legionella bacteria. The following operational standards will generally apply during occupied periods: - A recommended standard temperature setpoint of 21°C. The Scottish Government outlines guidance stating a minimum temperature of 16°C, or 13°C if employees are doing physical work. Fabric Frost protection temperature set at 10°C, dependent on building size/type and plant condition. - A ‘High Outside/Outdoor Temperature’ is considered to be 18°C for the ‘cut- off’ of the heating demand. - Time schedules set for 8 hours per day for early years and primary sites, and up to 10 hours per day for secondary schools; to cover teaching, facilities and clerical staff occupancy and student extracurricular activities. Office environments vary dependent on localised factors, and community centres are calibrated individually to accommodate service users. However, across all sites, the heating and DHW time schedules are attuned to ensure optimal conditions at the beginning of the occupancy/opening period, or as close as reasonably possible, and until the last individual has vacated the site. Please note that the Climate & Energy team have the capacity to amend the alterations placed over the heating time schedules (if the site is connected to the BEMS) in response to atypical weather conditions, operational requirements, and changes to occupancy patterns (short-term lets etc). The team receive a notification of Community Centre operational times, however any short-term adjustments required should be brought to the attention of the team in the first instance to avoid the risk of no heating and/or hot water. Page 14 of 296
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Housekeeping and Thermal Comfort The Council recognises that thermal comfort can vary between individuals and building environments. We are committed to maintaining a positive equilibrium, in that we aim to achieve conditions that are agreeable to most employees and service users, although this cannot always be guaranteed. Please carefully consider the following guidance and expectations to ensure a reasonable workplace temperature, in accordance with The Workplace (Health, Safety and Welfare) Regulations 1992. Portable Heating and Cooling Equipment The use of heaters and fans is strictly prohibited unless related to the following, limited circumstances: - The employee has a medical/health condition that requires reasonable workplace adjustments - The primary heating systems are not operational and temporary supplementary heating must be provided by a council contractor. In any case, these appliances must be approved by building/facilities management, comply with safety requirements and be subject to appropriate Portable Appliance Testing (PAT) measures. Therefore, it is not permissible for colleagues to utilise their personal appliances whilst within a Council asset. These appliances increase energy demand, present additional fire and safety risks, and interfere with heating/cooling systems, which can distort controls and impact system management and efficiency. Responsibilities All employees have a responsibility to support efficient energy use within Council buildings. Please adhere to the following expectations, which are not only a priority for energy management, but also for safety and security: • Switch off non-essential lighting when areas are unoccupied (emergency lighting will remain operational and unaffected) • Ensure windows are closed when areas are unoccupied • Avoid obstructing Heating, Ventilation and Air Conditioning (HVAC) equipment • Unplug non-essential electrical equipment after use where appropriate • Switch off laptops when not in use. Individual Requirements Please ensure that you: • Wear appropriate clothing in line with seasonal conditions, with personal adjustment (e.g. layering) • Report persistent heating concerns through the appropriate channels; localised control measures will be implemented in instances where solar gain, for instance, is a prominent factor in exacerbating conditions. • Do not unnecessarily adjust thermostats or other controls without the advice or consultation of the Climate & Energy team. Page 15 of 296
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Ultimately, responsible user behaviour is essential for the effective implementation and monitoring of energy management measures. Reporting Arrangements Concerns should be raised to building/facilities management in the first instance where applicable. Emergencies should be raised by facilities staff, or a primary site contact, to the Corporate Property Emergency repair line (Northline) via 0800 6781166. It is agreeable to raise unresolved or ongoing concerns regarding sites which have a BEMS connection to the Climate & Energy team at NLC.energy@northlan.gov.uk. Please note that this inbox is monitored, and you should refrain from contacting individual members of the team with such queries if possible. Monitoring & Review The Climate & Energy team, based within the Asset Management section of Assets & Procurement, have produced this policy document and have overall responsibility for the implementation and ongoing management of the outlined measures. The team will: • Review operational heating schedules and control settings as required • Carry out audits on sites to ensure the Energy Policy is applied consistently • Monitor and analyse energy consumption, as well as overall building performance • Instigate projects to maintain and optimise Heating, Ventilation and Air Conditioning (HVAC) systems, as well as associated energy management measures • Continue to invest in promoting and supporting energy awareness • Periodically review this policy to ensure ongoing alignment with operational requirements and Net Zero objectives Page 16 of 296
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North Lanarkshire Council Report Environment and Climate Change Committee Does this report require to be approved? ☒ Yes ☐ No Ref Date 12/08/26 Winter Service Policy and Procedures 2026/27 From Lyall Rennie E-mail renniely@northlan.gov.uk 1. Background 1.1 Under Section 34 of the Roads (Scotland) Act, 1984, North Lanarkshire Council has a statutory obligation to take such steps as it considers reasonable to prevent snow and Executive Summary This report presents Elected Members with details of the proposed Winter Service Policy and Procedures for 2026/27. The council has an obligation under the Roads (Scotland) Act 1984 to take such steps as it considers reasonable to prevent snow and ice endangering safe passage of pedestrians and vehicles over public roads. This obligation is discharged through the council’s term maintenance contractor. To ensure that these obligations are met the council is required to annually review its processes and procedures and approve an annual refresh of its policy. Recommendations It is recommended that the Environment and Climate Change Committee: (1) Considers the contents of this report and accompanying appendix. (2) Agrees the proposed Winter Service Policy and Procedures 2026/27 as the base for winter service delivery in the coming year. (3) Approves the implementation of a trial of pre-wetted salt during the 2026/27 winter season and notes that the results will inform future winter service delivery arrangements. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (17) Ensure we keep our environment clean, safe, and attractive Programme of Work Statutory / corporate / service requirement Item 4 Page 17 of 296
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ice endangering the safe passage of pedestrians and vehicles over their public roads which includes carriageways, footways and footpaths. 1.2 This does not mean that all roads and footways must be treated as soon as ice formations or snow accumulations exist. To do so would be impossible and out with the limit of the resources available, and the Courts have recognised that it would not be reasonably practical to do so. Nevertheless, to deal efficiently and effectively with winter events, operations need to be planned in a systematic manner, and it is therefore essential that a policy with clearly defined priorities is established. 1.3 The policy outlines how the winter service will be delivered across the council and how the road network has been prioritised for carriageways, footway, footpaths, and cycle routes. The policy also details the levels of service that are to be achieved and procedures around the winter decision making process. 2. Report 2.1 The Winter Service provided by the council takes cognisance of the recommendations in the document Code of Practice ‘’Well-Managed Highway Infrastructure (2018)’’ for Highway Maintenance Management. Winter Service reviews are undertaken annually to determine how the service can be improved with the resources available. A contingency plan has been prepared for extreme weather events, and this has been updated to incorporate flooding and heavy winds given the change in climatic conditions. 2.2 Details of the Primary and Secondary roads that are treated can be found on the council’s website, this is updated when any changes / additions to routes are established. Copies of the routes will also be distributed to those listed in Appendix C of the document. Overview of Weather Conditions Over Previous Year 2.3 Overall, October 2025 had a very unsettled and wet start to the season, dominated by Storm Amy on 3rd and 4th October, which brought heavy rainfall, flooding in western Scotland and wind gusts exceeding 70mph in exposed locations. Mid-month was generally drier under high pressure, before conditions turned colder and more showery late in the month with the first notable frosts. Overall, October was milder and wetter than average. 2.4 November began mild and unsettled with frequent rain. A significant change occurred during the second half of the month when a major cold snap developed. Snow reached low levels, northern routes experienced drifting snow, and temperatures dropped as low as -12°C, making it one of the coldest November periods in 15 years. Frosts were well above average, while rainfall remained slightly above normal. 2.5 The first half of December was exceptionally mild and stormy, with Storm Bram bringing heavy rain and strong winds. Conditions gradually became more settled and colder through Christmas and New Year, with frequent overnight frosts and the first signs of a wintry pattern returning at month end. Despite the colder finish, the month was significantly warmer than average overall. 2.6 January opened with a prolonged cold and snowy spell. Frequent snow showers and several episodes of widespread snowfall caused significant accumulations, particularly across northern Scotland. Temperatures were well below average early in the month, Page 18 of 296
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with widespread frosts and ice. Conditions became more mixed later, though frosts remained frequent. Overall, January was slightly colder than average and notably snowy. 2.7 February saw a generally cold month with persistent easterly and northerly winds during the first half, bringing rain, sleet and snow, especially to eastern areas and higher routes. Mid-month saw another cold spell with widespread frosts and snow showers before milder Atlantic air returned later in the month. Rainfall was slightly below average, and temperatures finished slightly above average overall due to milder conditions late in the month. 2.8 March was changeable, alternating between mild, wet Atlantic conditions and colder spells with frosts and occasional wintry showers. High pressure brought several fine, settled periods, while heavy rain affected western areas at times. Temperatures reached 20.2°C in some parts of Scotland on 20 March. Overall, the month was milder and wetter than average 2.9 The month started unsettled with Storm Dave bringing strong winds and rain on 4 April. Conditions remained mixed through mid-month with showers, occasional hail and hill snow. The second half became increasingly dominated by high pressure, delivering prolonged sunshine, dry weather and warmer temperatures, peaking at 24.6°C in some parts of Scotland on 30 April. April finished warmer and wetter than average, with most rainfall occurring in the first half. Winter Service Review 2.10 Winter Service reviews are carried out annually to assess performance and identify opportunities for improvement within the resources available. The most recent review of the 2025/26 winter season was conducted on 27 May 2026 in partnership with the Council’s term service contractor, Hochtief. The review considered a wide range of areas, including fleet performance, operational delivery, service monitoring, resource allocation, and health and safety arrangements. The key findings and recommendations are outlined below. 2.11 During the winter season, routine service monitoring and post-season review processes identified an opportunity to optimise the salt distribution settings on the Hilltip hoppers fitted to the small footpath tractors. Following assessment, Hochtief undertook a recalibration of the equipment to enhance salt application rates, and subsequent monitoring confirmed that the revised settings achieved the desired operational outcome. The review also identified intermittent tracking signal issues on certain footpath routes within the North area. While route completion records and operational checks confirmed that services continued to be delivered as planned, Hochtief is currently reviewing the performance of the existing tracking system and investigating potential enhancements. Any necessary improvements will be implemented in advance of the 2026/27 winter service season to further strengthen service monitoring arrangements. 2.12 In partnership with the Council’s service provider, infrared sensor technology will be introduced on a selection of gritting vehicles to enhance the collection of real-time operational data. The sensors will monitor a range of parameters, including road surface temperature and conditions, to support evidence-based decision-making during winter service operations. The technology will be subject to evaluation throughout the winter season to assess its effectiveness and inform consideration of any future wider implementation. Page 19 of 296
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2.13 Hochtief continues to maintain an appropriate driver resource for winter service operations and has reported positive progress in the recruitment of qualified drivers. Two additional drivers have been recruited and will be based at Blairlinn Depot for the 2026/27 winter service period, further strengthening operational resilience. The contractor also continues to promote high standards of driver competence through its Driver Certificate of Professional Competence (DCPC) training programme and is exploring opportunities to further enhance skills and knowledge through additional winter maintenance training and vocational qualifications, including relevant SVQs. 2.14 Throughout the winter period, no system outages or failures were experienced with the forecasting service provided by MetDesk. Forecast accuracy showed an improvement compared with previous years, although there remained occasional minor variances between forecast and observed road surface temperatures. MetDesk has continued to refine its forecasting models and processes in response to operational feedback. In preparation for the 2026/27 winter season, the company has also increased its staffing resources to support the requirements of the West of Scotland Local Authority group and to ensure the continued delivery of a resilient and reliable forecasting service. Weather Stations 2.15 As part of the Winter Service, and to support the forecasting of road and weather conditions, the Council operates five road weather stations located at the A803 Kilsyth, B7066 Hirst Road, A73 Brownshill, A73 Stand and Sikeside Street, Coatbridge. These stations provide a range of real-time data, including road surface temperature, road condition and wind speed, which is used by operational staff to support informed winter service decision-making. 2.16 During the 2025/26 winter period, two maintenance call-outs were required by Vaisala. The first related to a network connectivity issue at the A73 Stand weather station, which was resolved through the replacement of a SIM card. The second involved a system reboot at the B7066 Hirst Road weather station. Both issues were addressed promptly by Vaisala, with no adverse impact on the Council's Winter Service operations or decision-making capability. 2.17 As part of the ongoing development of the Council's winter forecasting capability, officers are investigating opportunities to expand the road weather information network through the installation of an additional forecast outstation within the western area of North Lanarkshire. Work is currently being undertaken with the Council's forecasting provider to identify a suitable location. The additional monitoring point is expected to further enhance the quality of local weather data and support more informed and resilient winter service decisions. 2.18 During 2026/27, the Council will transition from Vaisala's Road Manager platform to the newer Wx Horizon system for winter forecasting and decision support. The migration to Wx Horizon represents an enhancement to the council's winter forecasting capability and aligns with the ongoing commitment to continuous improvement, operational efficiency and evidence-based decision-making within the winter service. Policy Adjustments 2.19 The 2025/26 Winter Policy introduced a change to the forecast road surface temperature trigger for precautionary treatment on primary routes, reducing the threshold from +1°C to Zero °C. This change resulted in some unintended disruption to contractor operations and created uncertainty for decision-makers, particularly where forecasts were issued with low confidence. As a result, the policy has been amended Page 20 of 296
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so that a forecast road surface temperature of +0.5°C or below will trigger precautionary salting on primary routes, providing a more balanced and practical threshold. 2. 20 The policy has been updated to reflect minor adjustments to the ‘High’ and ‘Low’ winter service periods, aligning with observed seasonal weather patterns and recent trends in milder conditions during October and May. The revised approach will ensure that winter service resources are aligned with periods of greatest operational demand while maintaining the Council’s ability to respond effectively to adverse weather conditions throughout the winter season. Route Reviews 2.21 A review of the winter service treatment network is currently underway and is expected to be completed within the next six months. No reductions to the existing treatment network are proposed for the 2026/27 winter season. Where the review identifies roads or routes that are not currently included within the treatment network but satisfy the criteria set out in the Winter Service Policy, these will be incorporated as appropriate to ensure continued alignment with the approved policy. 2.22 The Service proposes to develop and implement a network of designated snow routes to support winter maintenance operations during periods of significant snowfall. The introduction of a snow route network will establish a clear hierarchy for treatment, helping to ensure that priority sections of the road network remain operational and accessible during severe weather conditions. The network will focus resources on strategic corridors serving higher traffic volumes, public transport routes, key employment areas, emergency service facilities, schools and other critical infrastructure. This targeted approach will enhance the resilience of the transport network, support the effective deployment of resources and help maintain essential connectivity across North Lanarkshire during prolonged or severe winter weather events. Development of the proposed network, including stakeholder consultation where appropriate, will be progressed over the next six months. 2.23 A trial of pre-wetted salt will be undertaken on two existing treatment routes during the forthcoming winter season. The Council currently uses dry salt; however, pre-wetted salt can provide a number of operational benefits, including improved adhesion to the road surface, reduced material loss through traffic scatter and enhanced performance in lower temperature conditions. The method is already used extensively by Transport Scotland and a number of Scottish local authorities. The trial will provide an opportunity to assess the operational performance, resource implications and overall effectiveness of pre-wetted salt within a North Lanarkshire setting, with the findings informing future service development and investment decisions. Salt Stocks 2.24 Winter maintenance activities are undertaken using salt stored at the contractor’s depots in Blairlinn and Bargeddie. Stocks are monitored and the barns are replenished in advance of October each year and as required throughout the winter treatment period. 2.25 The Council maintains an additional strategic salt reserve of 5,000 tonnes, stored at Bellshill Depot, to strengthen corporate resilience and support the continued delivery of services during prolonged periods of severe winter weather. The Scottish Government also operates a Winter Resilience Plan, activated where any local authority is experiencing salt supply shortages during localised adverse weather events. Page 21 of 296
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Salt Bins 2.26 The provision of salt bins will remain unchanged, with details of the strategically located salt pile arrangements set out in Section 3.10 of Appendix 1. 3. Measures of success 3.1 The road network is generally available for residents, commerce, and emergency services to use safely throughout the winter period, enhancing North Lanarkshire as the place to live, learn, work, invest and visit. 4. Supporting documentation 4.1 Appendix 1 – Winter Service Policy and Procedures 2026/27 Lyall Rennie Chief Officer (Community Operations) Page 22 of 296
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 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 23 of 296
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 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 24 of 296
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APPENDIX 1 Contents Page No 1. INTRODUCTION 2 2. POLICY 2.1 Treatment of Roads 3 2.2 Salt Stock Levels 5 2.3 Level of Service 5 3. PROCEDURES 3.1 Preparation of Routes 6 3.2 Meteorological Reports 6 3.3 Decision Making Process 7 3.4 Resources 8 3.5 Road Condition Reports 8 3.6 Liaison with Police 9 3.7 Warning Signs 9 3.8 Road Closures 9 3.9 Salt Bins 9 3.10 Community Salt Stocks 10 3.11 Keeping and Retention of Records 10 Appendix 'A' - Plan of Council Areas 11 Appendix 'B' - Office and Contact Details 12 Appendix 'C' - Distribution List 12 Appendix 'D' - Salt bin decision matrix 13 Page 25 of 296
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NORTH LANARKSHIRE COUNCIL WINTER SERVICE 1. INTRODUCTION Under Section 34 of the Roads (Scotland) Act, 1984, North Lanarkshire Council has a statutory obligation to take such steps as it considers reasonable to prevent snow and ice endangering the safe passage of pedestrians and vehicles over their public roads which by definition includes carriageways, footways, footpaths and active travel routes. The A725, A8 trunk roads and the M73, M8, M80 and M74 motorways are the direct responsibility of the Scottish Government. It is the aim of North Lanarkshire Council as the local Roads Authority to:- (i) provide a standard of service on public roads which will permit safe movement of vehicular and pedestrian traffic appropriate to the prevailing weather conditions; (ii) establish a pattern of working which will keep delays, diversions or road closures to a minimum during adverse weather conditions; (iii) conduct operations having regard to the requirements of the Health and Safety at Work Act, 1974. This winter service policy has been developed taking account of Well-Managed Highway Infrastructure A code of Practice (2018)’. This document is supplemented by a Winter Service Operational Plan developed in conjunction with our service provider and updated annually. The provision of the service is supported by the Council’s Customer Services Hub. 2. POLICY 2.1 TREATMENT OF ROADS North Lanarkshire Council has the following priorities for treatment of carriageways and footways/footpaths and active travel routes that has been formulated on a hierarchical basis: CARRIAGEWAY PRIORITIES Page 26 of 296
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Primary Road Network These roads are treated on a Precautionary Salting basis All ‘A’, ‘B’ and some ‘C’ classified roads, main distributor roads; main roads in the vicinity of schools; access roads to hospitals, ambulance depots, main police stations and fire stations, and main bus routes. Other main roads steeper than 1 in 10 gradient (10%) and roads that are of local or national importance for the delivery of essential services. Where severe weather conditions are predicted these roads will be pre- salted and this will normally be carried out before the morning peak. Depending on weather conditions this could also involve an evening pre-salt. Where severe conditions such as snow persist, resources will remain concentrated on these roads. When marginal forecasts predict temperatures dropping at or below 0.5 degrees, precautionary treatment may take place. Secondary Road Network These are treated on a Post Salting basis, except as described for schools. Secondary distributor roads; access to isolated villages and rural communities; a main access road to each school; rural through routes not included above; spine roads into residential and industrial areas. Residential areas with road gradients steeper than 1 in 12.5 (8%), where the length of gradient exceeds 100m and where specific difficulties have been identified and where it is practical to do so. Secondary roads will be post treated when road surface temperatures are forecast to stay below zero for a significant period beyond 12 noon the following day, following the precautionary treatment of the primary road network. Where road surface temperatures are forecast to stay below zero for a significant period beyond 12 noon the following day and when resources are available secondary routes may be pre-treated to improve travel to school. Directed support for emergency services etc. During a period of prolonged severe weather conditions forecast to last longer than 7 days, blue light enquiries will be prioritised, and priorities will also take into account funerals, weddings, births and anyone requiring immediate hospital treatment (the council will coordinate this element of operations with NHS Lanarkshire). Other Roads These are treated on a Post Salting basis. Those roads that are not contained within a primary or secondary route will not be treated under normal winter circumstances. Following a period of severe weather and upon the satisfactory completion of the primary and secondary routes, winter treatment will be directed to other roads to support the recovery of the network back to normal conditions, as and when resources allow. Page 27 of 296
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FOOTWAY, FOOTPATH AND ACTIVE TRAVEL PRIORITIES Primary Path Network Urban Shopping areas, precincts, and main pedestrian routes remote from carriageways which link major residential /commercial / industrial / educational facilities. The treatment of primary path network will normally be carried out before the morning peak. Secondary Path Network Footways and Footpaths not covered above and Active Travel Routes. Given the extent of the network in many cases, footways, footpaths and active travel routes will remain untreated until weather conditions ease. The Secondary path network and other paved areas shall only be considered for treatment in times of persistent ice or snow 2.2 SALT STOCK LEVELS In extreme conditions salt stock levels can fall significantly in a very short period. In certain rare and unusual circumstances normal re-stocking of salt has in the past been prevented by external forces out with the control of the Council and its partners. If such an occurrence is repeated in the future, to conserve limited salt stocks, the winter service provision will be dedicated to the treatment of the primary networks only. The Council’s service provider has covered storage areas that hold a maximum of 10,000 tonnes of salt. The salt held in stock is monitored on a weekly basis to ensure that the average stock level of 7,500 tonnes is maintained during the high season. This average stock level is reduced to 4,500 tonnes at the end of February. The Council also has a covered strategic salt stock of around 5,000 tonnes to enhance corporate resilience for the delivery of all services during periods of prolonged severe winter weather. 2.3 LEVEL OF SERVICE Depending on the continued weather conditions, treatment of the remaining network may take several days from onset of severe weather as priority will be given to, and concentrated on, the above stated road hierarchy. In some cases, roads may remain untreated until weather conditions ease. Snow Clearing Operations Following the onset of heavy snowfalls the maximum available fleet of ploughing vehicles will be utilised. These operations will continue whilst snow is still falling with resources targeted to keep arterial routes open. After snow has stopped falling but is still lying, routes will be treated in line with salting priorities as resources permit. During prolonged events forecast to last more than 7 days additional resources supplied by Land Management or other resources will be deployed. Page 28 of 296
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The decision to initiate winter service operations will normally be based upon the forecast received from the council’s weather service provider during the winter period. These forecasts will be provided every day at 0600hrs, 1200hrs and 1800hrs (including weekends and public holidays) to staff providing the winter service. In addition, the weather service provider will contact the Council’s service provider, if there is any major change in the projected weather conditions. Winter service operations will also be initiated by the council’s service provider on confirmed reports of adverse weather conditions. As the decision to initiate winter service operations will normally be based on the weather service forecast, it is proposed where possible to treat primary roads out with the hours of peak traffic flows. Therefore, it is intended that the treatment of all primary roads will be completed prior to the morning peak (0730 hrs). Where forecasts indicate adverse conditions in the evening, all reasonable effort will be made to treat primary roads out with the evening peak, but this will not always be practicable. Primary Footpath Network salting operations will be generally undertaken between the hours of 0500 hrs and 0800 hrs. Following prolonged periods of cold dry weather salting may not be undertaken if it is considered that sufficient residual salt is present. If severe weather is forecast in the evening, treatment of footpaths may be undertaken during daylight hours where there is no residual salt present and heavy precipitation is not forecast. Carriageway treatment will normally be undertaken within the following timescales. • Primary Road Network – completed within 3.5 hours of commencement of treatment. • Secondary Road Network – completed within 3.5 hours of the completion of Primary roads network, subject to weather conditions and the need to repeat treatment on the primary road network. • Other Roads – these are dependent on weather conditions and resource availability and may be measured in timescales of several days from onset of severe weather. In the past several attacks on the winter fleet have been perpetrated by individuals throwing missiles. This has caused damage to vehicles and had the potential to seriously injure winter service operatives. Where such instances occur, the service will be withdrawn / restricted until a risk assessment considers it is safe to reinstate the normal level of service. 3. PROCEDURES 3.1 PREPARATION OF ROUTES Prior to the commencement of the winter service period, the council’s roads winter service provider will prepare a list of priority routes based on the carriageway, footway, footpath and active travel priorities shown in section 2. However, to minimise unproductive mileage some roads in a lower category may be treated out of sequence. Page 29 of 296
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A full set of priority routes will be kept by the Chief Officer (Community Operations). The winter service provider will also have a full set of routes. Any alterations to the carriageway, footway and footpath priorities will be notified in writing to the roads winter service contractor who will make the necessary adjustments to the routes. 3.2 METEOROLOGICAL REPORTS Arrangements shall be made by the Chief Officer (Community Operations), through the West of Scotland Weather Consortium, for the weather forecast to be provided for the North Lanarkshire Area from early October to the middle of May each year. The weather service provider will provide the Council and its roads winter service provider with the forecast each day at 0600hrs, 1200hrs and 1800hrs and any other weather warnings out with these times throughout the winter service period. The Council will ensure that weather service provider is provided with the telephone numbers of the members of staff responsible, on a rota basis, for initiating action out with normal working hours. The roads winter service provider and the Council’s staff have the facility at any time to contact the weather service provider’s duty forecaster to discuss/clarify the forecast. All staff involved in decision making for the delivery of the Winter Service shall be trained in the interpretation and comprehension of climatic, temperature and weather conditions and forecasts. 3.3 DECISION MAKING PROCESS The topography of North Lanarkshire is such that three distinct geographical areas of potential climatic variation have been identified. The weather forecast provides information for these geographical areas to reflect different climatic conditions. These forecasts will be used by the council’s roads winter service provider to determine and plan the scope of work necessary and to minimise unnecessary treatment and action. The winter service period is split into a High and a Low Period. During the High Period, November to March inclusive, the council’s roads winter service contractor has resources on standby to react to prevailing weather forecast. During the Low Period, between mid-October and end-October and April to the start of May the council’s roads winter service provider may not be on standby and therefore reaction times may be greater. These periods can be altered as required to reflect longer term weather forecast. When the staff member of the council’s roads winter service provider receives the weather forecast at 1200 hours they shall make a decision on whether or not action is required. All proposed actions will be acknowledged by the Client standby officer. Further, the Client reserves the right to amend the proposed action if deemed necessary. The Client standby officer will approve all actions. The Council has access to five weather stations to assist the decision-making process. When updates to the forecast are received out with normal working hours the staff member on standby for the council’s roads winter service provider shall take appropriate action based on the update. If there is a significant change to the weather forecast and / or proposed actions the appropriate Client staff will be informed. Page 30 of 296
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During periods of low temperature, if there is uncertainty about the course of action required by the update, consultation will take place with trained members of staff and /or the duty forecaster from the weather service provider. The provision of an internet Weather Consortium Message Board for posting of decisions taken by North Lanarkshire Council and by adjacent Authorities will allow continuity of service to be monitored and action taken where it is considered appropriate. North Lanarkshire Council actions will be posted together with updates to proposed actions. Decisions taken regarding North Lanarkshire routes will be recorded on the Winter Service electronic management system. 3.4 RESOURCES (a) Salt Under the Roads and Infrastructure Maintenance and Improvement contract, it is the responsibility of the council’s roads winter service provider to organise the provision of salt to each depot and ensure the levels of salt do not fall below the prescribed minimum levels. At main recycling centres within the Council Area, a single quantity of 20kg or less of sand salt mix will be available for issue free of charge to the public, subject to them supplying a suitable container. (b) Personnel The council’s roads winter service provider will provide a stand-by rota of supervisors and manual operators for the winter service period. Standby will commence in mid-October and continue until the middle of April. However, this period may commence earlier or finish later should conditions warrant. During moderate winter weather it is envisaged that resources from the council’s roads winter service provider will be able to provide the level of service described in section 2.2. In extreme conditions, however, additional labour may be required from other sources, including other services of the Council. (c) Plant During the summer period, all equipment for salting roads and clearing snow will be maintained to ensure it is in working order prior to the start of the winter service period and where appropriate ensure that ancillary items can be fitted to vehicles without difficulty. The council’s roads winter service provider will provide a communications system between the depot and all the winter service fleet. The winter fleet is fitted with data logging and a Geographic Positioning System (GPS). Page 31 of 296
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3.5 ROAD CONDITION REPORTS Each working day throughout the winter service period, a daily report of the operations that have taken place during the previous 24 hours will be available on the electronic manager system. The report shall provide information on routes treated, salt used, time operations started, roads closed, additional resources used and details of any other major problem. The report is available to the Chief Officer (Community Operations) and the Roads Teams, any major incident will be reported immediately to Client staff. 3.6 LIAISON WITH POLICE In recognition of the role of the Police during difficult weather conditions, the council’s roads winter service provider shall advise the Police of all adverse forecasts relating to winter operations. The council’s roads winter service provider shall also request appropriate assistance from the Police when moving equipment, arranging road closures, and dealing with abandoned vehicles. Where appropriate, the council’s roads winter service provider shall advise the Police at the Force Control Room of all extreme adverse road conditions, including roads closed or conditions which may lead to roads being closed. The Police may report such matters to the broadcasting authorities. Such communications will be followed up by reports on progress and clearance, particularly when conditions are returning to normal. On request to their Group Traffic Superintendent, the Police have agreed to assist the movement of ploughs and salting vehicles on principal traffic routes. The council’s roads winter service provider shall issue out of hours rotas (including amendments) to the Chief Constable, Divisional Commander's Office and local Police Offices. Reports from the Police regarding dangerous road conditions shall be acted upon by the council’s roads winter service provider’s designated staff on stand-by as soon as practicable, having regard to priorities in this document and the conditions pertaining throughout the Council's area. 3.7 WARNING SIGNS The Chief Officer (Community Operations) shall at appropriate locations arrange for the erection of signs giving warning of sections of road liable to icing. 3.8 ROAD CLOSURES Where a road is closed, the council’s roads winter service provider is responsible for ensuring that the Police and Council staff are advised and that appropriate signs are erected. When the road continues into an adjoining Council area that Council shall be kept informed. 3.9 SALT BINS Salt bins will be provided in the vicinity of all schools. They may also be provided at specific locations to assist the local community in areas not on priority routes or at known trouble spots including steep gradients and sharp bends. Bins will only be Page 32 of 296
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provided at those locations that meet the minimum scoring criteria set out in appendix D and where agreement can be reached with the adjacent property owner/ occupier. It is intended that these salt bins are for the self-use of the public as an enhancement to the service provided by the Council. Records of existing salt bin locations are held by the Chief Officer (Community Operations) and detailed on the Council’s winter service webpage. 3.10 COMMUNITY SALT PILES Community Salt Piles will be provided at the following locations. • Coatbridge - Time Capsule Coatbridge • Airdrie – Airdrie Leisure Centre • Bellshill – Matt Busby Centre • Motherwell – Aquatec • Wishaw Sports Centre • Kilsyth Sports Centre • Cumbernauld – Broadwood Stadium • Shotts Sports Centre • Northern Corridor – Ian Nicholson Centre • Salsburgh - Community Centre • Viewpark – Car park at Burnhead CC • Croy – area at hub • Newmains – NCT Centre • Moodiesburn – Pivot Centre 3.11 KEEPING AND RETENTION OF RECORDS Appropriate records will be kept of the following by the council’s roads winter service contractor :- (a) The weather forecasts, including updates. (b) Decisions taken based on the weather forecasts. (c) Decisions taken based on other reports. e.g. police reports. (d) Details and timings of routes salted. The council’s roads winter service provider will be responsible for preparing and retaining the above records for a minimum period of 7 years. Records from the Council weather stations are held by the service provider. Page 33 of 296
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APPENDIX A PLAN OF NORTH LANARKSHIRE AND WEATHER DOMAINS Page 34 of 296
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APPENDIX B – CONTACT INFORMATION It should be noted that the service cannot react to individual requests for streets to be treated/ cleared therefore individual requests are no longer logged. All enquiries relating to the filling of and request of new salt bins should be directed to the following New or refill of an existing grit bin - Request a new grit bin, refill, or report damage | North Lanarkshire Council Website: www.northlanarkshire.gov.uk In the event of an emergency Police Scotland should be the first point of contact. APPENDIX C – DISTRIBUTION LIST Internal :- North Lanarkshire Local Elected Members Chief Executive Depute Chief Executive Chief Officer (Legal and Democratic) External :- Trunk Road Operators Hochtief Automobile Association (AA) Chief Executives of Adjacent Councils :- (East Dunbartonshire, South Lanarkshire, City of Glasgow, West Lothian, Falkirk, Stirling) Community Councils Grid Controller, Scottish Gas Road Haulage Association Royal Automobile Club (RAC) Scottish Ambulance Service Scottish Government Scottish Fire & Rescue Service – Service Delivery Director - West Scottish Fire & Rescue Service – Chief Officer Strathclyde Partnership for Transport (Local Bus Companies distributed via SPT) Police Scotland - Divisional Commanders Scottish Road Partnership Project Ltd Page 35 of 296
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APPENDIX D – SALT BIN DECISION MATRIX Road name and number Is there a grit bin within 300m of the location* If yes do not proceed with assessment Would this bin be placed on a public road If not do not proceed with assessment Is there a suitable hardstanding location for a salt bin If not do not proceed with assessment Is there agreement from the adjacent property owner/ occupier If not do not proceed with assessment Characteristic Severity Standards Score Assessed Score Gradient Gradient (>1 in 20) Gradient (<1 in 20) 20 0 Bend Bend (> 90 degrees) Bend (< 90 degrees) 10 0 Close proximity to and falling towards A or B class Roads Unclassified/ residential roads 10 0 On a treated route Primary carriageway -10 Vertical traffic calming measures Yes No 10 0 Any special features (Hospital, doctors surgery) Yes No 20 0 Total of 20 or above qualifies *The 300m distance would be the walking distance using the existing footways/ footpaths, shared surface, and shared spaces. Page 36 of 296
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North Lanarkshire Council Report Environment & Climate Change Committee Does this report require to be approved? ☒ Yes ☐ No Ref MMK/IM Date 12/08/26 Business Regulation Service Plan 2026-2027 From Lyall Rennie, Chief Officer (Community Operations) E-mail RennieLy@northlan.gov.uk 1. Background 1.1 The Business Regulation Service is a team with Community Operations’ Regulatory Services and is responsible for the delivery of the statutory enforcement and advisory service for: • Food law within all food establishments within North Lanarkshire; and • Occupational health and safety law in those premises within North Lanarkshire for which they have an enforcement responsibility (health and safety enforcement within premises being split between local authorities and the Health & Safety Executive (HSE) depending upon the main activity of the business). Executive Summary 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. The report provides a summary of the service plan for the Council’s Business Regulation Service which fulfils the Council’s obligations in respect of food law and health and safety law. A copy of the service plan is attached as Appendix 1. Recommendations It is recommended that the Environment & Climate Change Committee: (1) Approve the Business Regulation Service Plan 2026-2027. 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 Statutory / corporate / service requirement Item 5 Page 37 of 296
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1.2 The Service is required to prepare an annual plan which clearly maps out specific aims and objectives for each financial year. 1.3 Food Standards Scotland (FSS) advocates that transparency is best achieved by seeking and obtaining the approval of elected members. FSS has the primary objective of protecting the health and other interests of consumers in relation to all food related issues. 1.4 HSE’s national ‘Local Authority Enforcement Code’ requires us to be accountable to the public and businesses for our actions. This can be achieved by the publication of our service plan. 1.5 A copy of the Business Regulation Service Plan 2026-2027 is attached as Appendix 1, which incorporates the Business Regulation Performance plan which lists all targets and objectives for the service. 2. Report 2.1 FSS granted dispensation to local authorities to deviate from their annual food inspection plans from 30 March 2020 due to the restrictions imposed during the Covid pandemic, and to enable re-tasking of Environmental Health Officers to undertake wider public health duties related to Coronavirus legislation. This dispensation ended on 31 August 2021, at which point local authorities commenced 5-year planned work recovery intervention programmes. 2.2 The 2026/27 financial year incorporates the fifth and final year of the 5 –year inspection recovery programme. The service will continue to implement the inspection recovery plan, supported by extensive risk rating and forward planning to ensure that FSS remain satisfied that we are adopting an appropriate recovery plan to undertake the required inspection visits within a practicable and programmed timeframe. Food Law Performance Targets 2.3 The service plan details resources and targets for inspections and interventions in respect of food law, including: • Achieving a target of completing at least 85% of all our programmed food law inspections of risk rated premises within agreed timeframes established via the Food Law Code of Practice Deviation Recovery Plan. • Ensuring at least 93% of our food business operators’ premises achieve a ‘Pass’ status in accordance with the Food Hygiene Information Scheme (FHIS) a partnership initiative between FSS and local authorities. • Commencing investigation of at least 90% of high-risk food and food premises complaints within 2 working days of receipt and at least 90% of low-risk food and food premises complaints within 5 working days of receipt. • Responding to at least 95% of infectious disease cases in accordance with the NHS Lanarkshire Epidemiological Investigation Protocol. • Responding to at least 93% of high-risk requests for assistance / advice within 2 working days of receipt. • Respond to at least 93% of low-risk requests for assistance / advice within 5 working days of receipt. Page 38 of 296
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2.4 An important principle of the Food Law Rating Scheme (FLRS) is to allow local authorities to target resources on high-risk and non-compliant businesses. The food law intervention scheme rating is based upon a food business performance model that targets resources on high to medium risk and non-compliant businesses. This impacts upon the calculation used to determine the frequency of inspection of food business establishments for both the ‘hygiene’ and ‘standards’ components of a food law inspection. The FLRS takes account of a food business operator’s track record of compliance and where this is good, the business will receive an ‘earned recognition’ status influencing the risk rating to reduce the frequency of inspections. This assists the Service by enabling resources to be targeted towards non-compliant businesses which are subjected to more frequent inspections and enforcement actions where required. Occupational Health and Safety Law 2.5 The HSE’s national ‘Local Authority Enforcement Code’ sets out a risk-based approach to targeting health and safety interventions to be followed by local authority regulators. A key component is to ensure that appropriate interventions are focussed upon specified high-risk sectors. 2.6 In accordance with the national enforcement code, the Service will continue to respond to requests for advice, investigate complaints, accidents, dangerous occurrences, and other incidents reported to us and we will undertake appropriate interventions, particularly relevant to North Lanarkshire, wherever possible. 2.7 The service plan details activities which are planned to be undertaken throughout the financial year in respect of our regulation of occupational health and safety matters. 2.8 Additional projects may also be added where appropriate, having been highlighted by the HSE, regionally by the West of Scotland Health & Safety Liaison Group or through local intelligence, complaint, notification, or other direct referral to the Service. 2.9 The HSE requires local authorities to submit enforcement returns by the end of May each year, detailing the occupational health and safety work undertaken in the previous financial year. We submitted the return of data for 2025-2026 on 18 May 2026. 2.10 During 2025/26 the Service continued to deliver a broad programme of regulatory and public protection activity. This included responding to significant food safety and food crime investigations in partnership with Food Standards Scotland and Glasgow Scientific Services, investigating food alerts, supporting public health protection arrangements, and securing successful enforcement action in relation to serious breaches food safety and of health and safety legislation. These activities demonstrate the important role of the Service in protecting public health, consumers and employees across North Lanarkshire. Page 39 of 296
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3. Measures of success 3.1 Detailed information on service performance, resource allocation, operational pressures and the targets set for 2026/27 is contained within Appendix 1 (Business Regulation Service Plan 2026-2027). Performance against these targets will be monitored through the measures outlined below: • Performance during 2025/26 remained strong despite resource and recovery programme pressures. The Service achieved 95.4% compliance with the Food Hygiene Information Scheme 'Pass' standard against a target of 93%, responded to 100% of infectious disease notifications within agreed timescales and completed 83.8% of deadline set during a particularly demanding year of the food law recovery programme. • The Service Plan will be reviewed quarterly by the Assistant Business Manager (Business Regulation). The outcome of each review will be documented and reported to the Business Manager (Regulatory Services). Any deficiencies identified, together with any corrective actions required, will be recorded and monitored through to completion. • Annual performance reports of Key Performance Indicators are reported to Committee annually. • The performance outcomes for all participant food businesses in respect of the ‘Pass’ and ‘Improvement Required’ standards stipulated in the FHIS are reported locally to populate key performance indicator requirements. These are published on the FSS website and are accessible via the Council’s website: Food Hygiene Information Scheme | North Lanarkshire Council. 3.2 The quality of the performance and professional conduct of the Council’s Business Regulation service enforcement staff during inspections of businesses (both food and non-food) is monitored through a digital customer feedback process. QR codes and links to online surveys are embedded within standard correspondence issued following routine inspections and interventions. Survey links are also available on our website for both inspections and service requests. The feedback mechanism provides businesses and other service users with an opportunity to comment on their experience of the service, the professionalism and knowledge of officers, and the clarity and usefulness of advice and correspondence received. Although response levels are relatively low, the feedback received continues to provide valuable insight into customer perceptions of the service and is considered as part of our commitment to continuous improvement. 3.3 Customer feedback received during 2025/26 indicated high levels of satisfaction with officer professionalism, knowledge, communication and the overall service provided. Any issues identified through the feedback process are reviewed and used to inform service development, staff training and performance monitoring activities. 4. Supporting documentation 4.1 Appendix 1-Business Regulation Service Plan 2026-2027. Lyall Rennie Chief Officer (Community Operations) Page 40 of 296
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 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 41 of 296
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 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 42 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 1 Appendix 1 Business Regulation Service Plan 2026-2027 Community Operations Regulatory Services (Business Regulation Service) Food Safety/Occupational Health & Safety Service Plan 2026/2027 Page 43 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 2 STATUTORY AND GENERAL OBLIGATIONS ON FOOD AUTHORITIES Legal Obligation on Food Authority Compliance with statutory guidance ‘Food Law Code of Practice (Scotland) 2019’ (the Code) and ‘Interventions Food Law Code of Practice (Scotland) 2019’ (the Interventions Code) is an important requirement to safeguard and ensure proper and consistent administration of food law across Scotland. In delivery of Official Food Controls, North Lanarkshire Council is legally required to ensure: a) The effectiveness and appropriateness of Official Controls. b) That Official Controls are applied at an appropriate risk-based frequency. c) That there are a sufficient number of suitably qualified and experienced competent staff and adequate facilities and equipment to carry out duties properly. d) That staff are free from conflicts of interest. e) That there is access to an adequate laboratory capacity and capability for testing. Food Standards Scotland (FSS) seeks to work in partnership with Local Authorities to help them deliver on official control policies and Codes, and to assist them in implementing the Codes. FSS also fulfils Article 6 of Regulation (EU) 2017/625 audit function on behalf of each of the 32 Scottish Local Authorities. Effects of Failure to Comply with these Statutory Obligations Section 40(2)(a) of the Food Safety Act 1990 requires a local authority to have regard to the relevant provisions of the Codes. Section 40(3) allows FSS to consult Scottish Ministers in relation to non-compliance with the Codes to order the issue of a direction to a local authority requiring it to take steps to comply with the Codes. Failure to comply with a ministerial direction by a local authority may be sanctioned by order of the Court of Session. Where Scottish Ministers are satisfied that a Food Authority has failed to discharge any duty imposed by or under the Act, and where that failure affects the general interests of consumers of food, they may by Order empower another Food Authority or officer of the Ministers to discharge that duty in place of the Authority in default, and recover costs from the defaulting Authority. Requirement to Prepare an Annual Service Plan Each Food Authority should complete an Annual Service Plan which details the Interventions programme for the coming year. They should ensure such a programme is adequately resourced and that the overall plan is subject to approval timeously at the appropriate governance level within the Local Authority. The Service Plan should include: - • A statement in relation to the Food Authority’s approach or policy on Interventions, Enforcement, and Service Delivery. • A Food Authority’s approach to Interventions out-of-hours. • Details on how new Food Business Establishments are to be included in the Authority’s planned Intervention Programme. • Effective routine sampling. • Strategies for maintaining surveillance of “low-risk” establishments where the LA has decided these will be subjected to alternative enforcement strategies in either their Food Service Plan or Enforcement Policy. The Service Plan or Enforcement Policy should include: - • The Food Authority’s approach to revisits and enforcement action - North Lanarkshire’s approach to enforcement is included within the Enforcement Policy. Its approach to revisits and enforcement action is Page 44 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 3 incorporated within Food Policies and Standard Operating Procedures (SOPs) which are an extension of the Enforcement Policy. • Strategies for maintaining surveillance of “low-risk” establishments where the LA has decided these will be subjected to alternative enforcement strategies in either their Food Service Plan or Enforcement Policy. North Lanarkshire has included these within both the Service Plan and the Interventions SOP which are an extension of the Enforcement Policy. The Interventions Programme should include: - • The Food Business Establishment profile. • The number of Interventions programmed. • An estimate of the number of revisits that will be made. • An estimation of resources required. • Resource for new businesses. • Detail any targeted Intervention activity that the Food Authority intends to carry out including any extra resources this may require. • Identification of any priorities relating to nationally or locally driven outcomes, such as compliance with new legislation or improved compliance with existing legislation and other central government initiatives, including compliance with the Code and the Interventions Code. SECTION 1: SERVICE AIMS AND OBJECTIVES 1.1 Aims and Objectives North Lanarkshire Council is committed to delivering customer excellence for all its service users to maximise the benefits of North Lanarkshire’s geographical location, creating prosperity, achieving social justice and fulfilling local needs by providing best value. The following aims and objectives have been identified as being fundamental to this process: 1. To place the safety, health and well-being of the employed and the general public foremost. 2. To protect public health and affirm the continuing commitment to assist businesses in their recovery from the pandemic. 3. To inspect businesses for food safety law and/or health and safety law compliance within at least the minimum targets which have been set for inspection purposes and ensure that a proportionate and consistent enforcement policy is adhered to. 4. To commit to the national Regulators’ Code for reserved matters and the Scottish Regulators’ Strategic Code of Practice for devolved matters. 5. To undertake a programme of effective routine food sampling to ensure that food is of the nature, quality and substance demanded by the public and to take appropriate action to remove any unsatisfactory foodstuffs identified during this process. 6. To respond appropriately to relevant food alerts as required by FSS. 7. To investigate food and food premises complaints and report to the Crown, recommending that they initiate legal proceedings where this is deemed to be in the public interest. Page 45 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 4 8. To offer advice and guidance to the public, voluntary organisations and the food and health & safety businesses within North Lanarkshire for the purposes of achieving compliance with statutory requirements and assisting in developing and promoting competence in food and workplace health & safety awareness. 9. To prepare reports and other related data for other Services within the Authority, FSS, the Health & Safety Executive (HSE) and other relevant Agencies to demonstrate transparency, ensure compliance with legislation and to provide a coordinated approach to food law and occupational health & safety law. 10. To investigate instances of food and water borne diseases within North Lanarkshire in a coordinated approach with the relevant Health Authorities. 11. To fully and promptly investigate notifications of work-related accidents, dangerous occurrences and ill health and take enforcement action in accordance with guidance to prevent harm and secure justice, where appropriate. 12. To respond promptly and courteously to requests for assistance and commit to the delivery of customer service excellence for all our service users. 13. To aim to deliver public confidence in the way food safety and health & safety issues are monitored and enforced within North Lanarkshire. 14. To respond appropriately and effectively to public health emergencies which impact on public safety. 1.2 Links to Corporate Ambition Statements and Priorities This Operational Plan is linked with the Regulatory Services Operational Plan and is made in accordance with aspirations and objectives contained within the Plan for North Lanarkshire. For example, from The Plan for North Lanarkshire: ‘Improve economic opportunities and outcomes’ The growth and sustainability of local business is actively supported. We work in partnership with the Enterprise Team who award Business Improvement Grants to help identify new or existing businesses with which we may have an interest and provide advice as appropriate. ‘Improve the health and wellbeing of our communities’ In accordance with the Code and the Interventions Code, formal, unannounced inspections of North Lanarkshire’s food businesses are undertaken to ensure operators make or sell foods which meet compositional and declaration legal standards, are safe to eat and will not cause illness or disease. Where food businesses are found operating unsafely, they may be compulsorily closed or prohibited from undertaking specific activities to safeguard public health, reported to the Crown and the unfit foods seized for destruction (as appropriate). The only food businesses which would not be subjected to proactive inspections are low risk Group 3 Band A premises which, following initial or subsequent intervention or where the food registration form gives sufficient information to make determination that there is minimal inherent risk, and the Lead Food Officer determines either to place the business on a 60-month intervention frequency or choose not to undertake a proactive intervention. We respond quickly to consumer concerns about food business operators, whether that is the condition of their premises, the state of the food products or the malpractices allegedly conducted there. Page 46 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 5 The Service investigates outbreaks of infectious disease in conjunction with NHS Lanarkshire and acts over concerns of poor public or private water supplies. The Service implements a monitoring programme for each regulated private water supply and each private water supply zone. For regulated supplies, we undertake risk assessments, where applicable, in relation to water introduced into, and supplied through and from, each private water supply system to premises in its area, to establish if there is any risk that the water could pose a potential danger to human health. Regulated supplies are those which supply more than 50 people, provide more than 10m3 or more of water per day or are supplying premises that are part commercial or performing a public activity. A similar service exists for occupational health & safety where the local authority is the relevant enforcement body. Plan for North Lanarkshire The Plan for North Lanarkshire identifies 25 high level ambition statements aligned into five priorities and the Business Regulation’s Food Safety /Occupational Health & Safety Service Plan links with these priorities as follows: Improve the health and wellbeing of communities • Programme of targeted interventions to determine compliance with statutory requirements along with proportionate enforcement action, as required. • A commitment to the prevention of death, injury and ill health arising out of or in connection with a work activity. • Food sampling programme. • Partnership working with NHS Lanarkshire to locate the source and prevent the further spread of infection. • Focusing on specific health & safety issues. • Working in partnership with NHS Lanarkshire, FSS, the HSE and other agencies to promote and deliver health improvements for those employed within North Lanarkshire and the citizens of North Lanarkshire. Improve North Lanarkshire’s Resource Base • We will direct enquirers to online food safety literature, also available in a range of ethnic minority languages, and we include within our correspondence an advisory comment in a range of ethnic minority languages. We also have access to interpreters to promote social inclusion where required. • Updating and maintaining enforcement officer competence. • FHIS (Food Hygiene Information Scheme). • Online publication of food law intervention letters and of register of notices served under The Food Hygiene (Scotland) Regulations 2006, Regulations 6 to 9 and the Health and Safety at Work etc. Act 1974, Sections 21 and 22. • BS ISO 45001: 2018 (the occupational health and safety management standard). Business Regulation regards high quality public service as its key value and this commitment is reflected in that the Service achieved ISO 45001 accreditation. Key food safety and health & safety policies and procedures are in line with ISO 9001: 2015 Quality Management System and are periodically reviewed to reflect procedural changes. Business Regulation aims to support and work alongside various organisations including FSS, HSE, Police Scotland, Scottish Fire & Rescue, NHS Lanarkshire and Public Health Scotland to deliver common objectives which prevent or mitigate against illness, disease or injury and to deliver better health outcomes for residents, consumers and employees by sharing and promoting best practice for food safety, public health and occupational health & safety interventions. Where appropriate we will link service provision to any national and local updated plans and strategies relevant to the recovery process post pandemic. Page 47 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 6 SECTION 2: BACKGROUND 2.1 Profile of the Local Authority North Lanarkshire is the 4th largest authority in Scotland with a population of 344,5400 and an area of 47,222 hectares (2024). It is situated approximately halfway between the cities of Glasgow and Edinburgh and many of its residents live in the six main towns of Airdrie, Coatbridge, Cumbernauld, Bellshill, Wishaw and Motherwell. North Lanarkshire is in the midst of a process of major social, economic and environmental change. This has required a process of regeneration which is perhaps best illustrated in the Ravenscraig initiative whereby work has been proceeding with large commercial and residential developments on the former steelwork’s site. This process of economic regeneration will continue and is assisted by the strategic location of North Lanarkshire with regard to links to the South via the M73 and M74 and to Glasgow and Edinburgh via the A8/M8 motorways. Extensive improvements to the local motorway network and various arterial roads, recently completed, following a massive infrastructure investment and upgrade. Page 48 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 7 Here is a plan of North Lanarkshire Council’s catchment zone. Page 49 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 8 2.2 Organisational Structure The configuration of the Business Regulation Service for 2026/2027 (@ June 2026) is as follows: Note: • In April 2026, Regulatory Services was formed from the merger of Protective Services and Built Environment. • From mid-July 2026, one of the two vacant FTE EHO posts is to be occupied. • From mid-August 2026, the 0.5 vacant post within the Central Division will merge with the occupied 0.5 EHO post within the North Division, creating a FTE post and removing this vacancy. Chief Officer (Community Operations) Business Manager (Regulatory Services) (Responsibilities include Business Regulation, Pollution Control & Public Health, Trading Standards, Building Standards and Private Sector Housing Assistant Business Manager (Business Regulation) Senior EHO (North) North Division 4.5 X FTE EHOs + 1 X FTE FSO South Division 4 X FTE EHOs + 1 X FTE FSO + 1 X FTE EHO Vacancy Senior EHO (South) Senior EHO (Central) Central Division 3.5 X FTE EHOs + 1.5X FTE EHO Vacancy Page 50 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 9 2.3 Scope of the Business Regulation Service The services which are provided include: - • Advice/Guidance to Voluntary Groups as well as to business. • Compilation of Performance Indicator Data (e.g., NLC KPI data, LAE1, FSS Audit returns etc.). • Detention/Seizure of Unfit Foodstuffs. • Eat Safe Initiative. • Export Health Certificates. • Attestations & Food Premises Compliance Certificates for Export. • Food Law Interventions. • Food Safety Alerts. • Food Safety/Health & Safety Promotional Initiatives. • Approval of Premises under Regulation EC No 853/2004. • Official Control Verification (OCV) audit process of Premises Approved under EC No 853/2004. • Food Hygiene and Food Standards Inspections of Primary Producers. • Food Standards Inspections of Meat Plants Approved under EC No 853/2004 by FSS. • Formal/Informal Food Sampling. • Frequent Liaison with FSS and NHS Lanarkshire Public Health. • Health & Safety Interventions. • Originating Authority Responsibilities. • Infectious Disease Investigations. • Enforcement within Skin Tanning Premises. • Investigation of Complaints Regarding Workplaces. • Investigation of Food Complaints and Food Premises Complaints. • Investigation of Workplace Accidents, Dangerous Occurrences and Occupational Ill Health. • Licensing and Inspection of Skin Piercing & Tattooing Premises. • Licensing of Venison Dealers. • Monitoring of Compliance with the National Tobacco Smoking Ban in Public Places. • Precognition/Reports to the Crown Office & Procurator Fiscal Service. • Private Water Supply Register, Risk Assessments, Sampling, Grant Assistance & Water Scarcity. • Promoting Healthier Food in Catering. • Public Mains Water Sampling. • Licensing Consultation Responses. • Reports to Licensing Boards. • Representation on the West of Scotland Health & Safety Liaison Group. • Representation on West of Scotland Food Liaison Group. • Responses to Building Warrants and Planning Enquiries. • Shared maintenance of the FHIS Website at a local input level. • Work in Partnership with the HSE on National Campaigns & Initiatives. • Shared maintenance of Scottish National Database (SND) at local input level. • Advisory and enforcement role in respect of Public Health including pandemic legislation, incorporating business compliance visits and outbreak investigations. Chemical analysis and microbiological examination of food samples is undertaken by Glasgow Scientific Services (GSS) on behalf of the Service. The Service has access to translation services for documentary purposes and to facilitate routine inspections and other food and health and safety enquiries where this is required. Page 51 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 10 The approach to the Code and the Interventions Code focuses predominantly on intervention and audit of premises to the 4 Es approach of Engage, Explain, Encourage and Enforce. Feed issues are dealt with exclusively by FSS. Our Service headquarters is located at Station House, 950 Old Edinburgh Road, Bellshill ML4 3FG. We have offsite storage facilities at Souterhouse Depot, Souterhouse Road, Coatbridge ML5 4AA. 2.4 Demands on the Business Regulation Service Food establishments are grouped as 1 to 3 depending on the nature of the food business, with Group 1 businesses including e.g. manufacturers of high-risk foods down to Group 3 businesses including licensed premises not providing catering. Within each of the groups the food establishment is risk rated in Bands A to E, dependent upon the business performance and compliance. Band A is sustained compliance, and for Group 3 Businesses can also be where information available at the point of registration indicates there is minimal inherent risk. Band E is serious non-compliance, which includes any non-compliances that are an immediate risk to consumer health, allow consumers to make unsafe food choices or could give rise to fraudulent gain. The data relating to the food premises profile is in the following tables. Food Law Business Groups and Risk Ratings 1A 38 1B 17 1C 4 1D 0 1E 0 Awaiting Inspection 0 Food Standards Only* 4 Total 63 2A 586 2B 536 2C 448 2D 11 2E 1 Awaiting Inspection 55 Total 1637 3A 121 3B 636 3C 111 3D 0 3E 1 Awaiting Inspection 17 Total 886 Total 2586 Page 52 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 11 SND Category & Premises Count (@19/6/26) Mobile Food Unit 169 Primary Producers (Dairy Farms) 15 Manufacturers & Packers 89 Distributors/Transporters 72 Retailers 491 Supermarket/Hypermarket 66 Small Retailer 8 Retailer-Other 10 Restaurant &Caterers 287 Restaurant/Café/Canteen 229 Restaurant/Caterer- Others 590 Hotel & Guest house 29 Pub/Club 223 Takeaway 478 Caring Premises 50 School/College 147 Total 2953 Note: Food Standards Only*- Included within the figures above are 4 meat plants which are approved by FSS but for which we enforce Food Standards legislation. In addition to numbers referenced within the Food Law Business Groups and Risk Ratings table above, there are: • 21 separate establishments currently approved under EC No 853/2004; • 13 primary producers (dairy farms); and • 1 Premises on our MIS without Food Law Intervention Codes. Our Management Information System (MIS) is a live system with information being automatically uploaded to the SND on a weekly basis, which accounts for some disparity in totals. We also understand some disparity may be in relation to closed premises. The Service undertakes regular data quality reviews of its Management Information System (MIS) to ensure food business records are accurate and complete. These reviews have resulted in a significant reduction in premises without an assigned Food Law Intervention Code, from 189 in 2023/24 to a single premises in 2025/26. Any businesses identified through this process are risk assessed and incorporated into the planned intervention programme as appropriate. The number of Group 2 Band A premises has increased from 415 last year to 586. This is in part the result of sustained compliance whereby any food business rated as a Band B on three consecutive occasions is promoted automatically to a Band A. We have approximately 3,500 businesses at present for which we have responsibility for the enforcement of occupational health & safety law. The current Food Law Rating System (FLRS) ensures that the profile of food standards is raised whilst reducing duplication and bureaucracy caused by two inspection regimes. Importantly, Local Authorities can target resources on high risk and non-compliant businesses. Even as an early adopter, the pause in the intervention programme brought about by the pandemic meant that not all premises within North Lanarkshire had undergone a food law intervention, and as such had not been banded. We changed from Annex 5 rating scheme to the FLRS based on guidance provided by the Scottish Food Law Enforcement Committee (SFELC) Covid-19 Recovery Working Group Page 53 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 12 using a formula based on Annex 5 food hygiene scores for hygiene, structure and confidence in management alone, as it was assessed that a number of the other elements previously contained in Annex 5 had been taken into account at the ‘Group’ stage, and that confidence in management scores were, in the vast majority of cases, consistent between food hygiene and food standards scoring systems. In order to ensure, however, that food standards were given an appropriate level of consideration during the desktop premises ratings transfer, at the end of the process we conducted a final check to ensure that any establishment which had previously been given a poor rating for ‘Level of Compliance’ in Annex 5 Food Standards Scoring System would be given a ‘Band D’ in FLRS. Within NL, none were identified. Whilst this exercise had a significant impact on officer time, it assisted in identifying priorities for the food law recovery process. One of the Key Performance Indicators for the Service is the percentage of food establishments which achieve the Food Hygiene Information Scheme (FHIS) ‘Pass Award’. FHIS is a partnership initiative between FSS and local authorities. Our target for 2019/20 was set at 90%, with an overall rate achieved of 94.09%. It was anticipated there will be a greater number of Improvements Required due to the pause in programmed interventions due to the Covid- 19 pandemic and the authorised deviation from the Code from 30 March 2020 to 31 August 2021. Our target for each year was gradually increased as was the overall rate achieved. For 2025/2026 our target was 93% and an overall rate of 95.4% achieved. Our target for 2026/2027 remains at 93%. Our normal business hours are 0845 hrs to 1645 hrs, Monday to Thursday with a 1615 hrs closure on Friday. However, a standby service is available to respond to emergencies including Food Alerts for Action (FAFA), outwith normal business hours. EU exit impacted on the Service due to preparation for food exports and in particular fish exports to the EU. Further detail is provided on this in Section 3.9 ‘’EU Exit’’. 2.5 Enforcement Policy North Lanarkshire Council has a documented enforcement policy which was approved by Elected Members at the Infrastructure Committee in September 2018 and is available on the NLC website to businesses and consumers. The policy was updated to reflect: - • Changes in legislation; • The effect of the Scottish Regulators’ Strategic Code of Practice (SRSCoP) on food safety matters; • Due regard to the general principles of the Regulators' Compliance Code in respect of health and safety matters; • Advice issued by Food Standards Scotland (FSS) and the HSE; and • Relevant provisions of the Code for Crown Prosecutors. Food Standards Scotland’s direction is that enforcement policies last reviewed 8 to 10 years ago should again be reviewed and approved. The NLC enforcement policy is due to be reviewed during 2026/2027. All Authorised Officers with responsibility for inspecting premises and/or dealing with other food and health and safety issues are aware of the enforcement policy. Authorised Officers are also aware that it is the Council’s policy to offer advice where this is appropriate or requested, particularly in regard to small and medium sized businesses. Arrangements will be made to inspect and register any food premises found to be trading but which have not registered with the Authority. It will not normally be the policy of the Authority to submit a report to the Crown regarding failure to register alone unless a food business operator habitually refuses to do so or in combination with the discovery of unregistered premises in a serious state of non-compliance with food law. The enforcement policy for Council operated food businesses will be as detailed within the Code however the standards expected and required are no different to those demanded in private sector premises. Page 54 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 13 The Service will adhere to the HSE’s enforcement policy statement in relation to matters of occupational health & safety. SECTION 3: SERVICE DELIVERY 3.1 Food and Health & Safety Premises Interventions Food Safety Previously we had a target of achieving at least 96% of all our programmed food inspections. In 2018/19, which was the last complete year we had pre-pandemic we reached this target. When the Food Law Recovery started in 2021/22, our target was revised as it was dependent on staff resource available to undertake the Food Law Recovery Process (FLR). The Interventions Food Law Code of Practice (Scotland) requires that establishments receive an Intervention no more than 28 days after the scheduled date, unless they are rated Band E, the lowest possible rating. The scheduled dates for FLR visits are the latest date by which those interventions should be undertaken and do not have a 28-day grace period. Years 1 and 3 were lighter in terms of food law recovery and the associated scheduled dates for intervention which allowed us to bring forward some Interventions from Years 2 and 4, the two heaviest years forecast in terms of FLR, into Years 1 and 3 respectively. The targets for programmed inspections and performance achieved are as follows: Year Target for Programmed Inspection to be undertaken by due date Performance 2023/2024 75% 94.8 % 2024/2025 80% 95.0% 2025/2026 85% 83.8% Due to Year 4 FLR being a heavy FLR year, it was foreseeable that there could be a failure in performance. Annual Performance for 2025/2026 was 83.8%, which although did not meet 85% target was an excellent overall performance, given the competing demands and other challenges faced. The target for 2026/2027 for programmed food inspections remains at 85%. The Food Law Rating System (FLRS) combines the rating systems for Food Hygiene and Food Standards into one Food Law Intervention scheme based upon a Food Business performance model that targets resources on high to medium risk and non-compliant businesses. This impacts upon the frequency of inspection of food establishments for both hygiene and standards components of what is now known as a ‘food law’ inspection. The FLRS takes account of a food business operator’s track record of compliance and where this is good, they will receive ‘earned recognition’ influencing the risk rating to reduce intervention frequency. This will assist resources to be targeted towards businesses which consistently fail to achieve satisfactory standards, and which will be subjected to sustained and intense enforcement activity. This links into our policy for working more efficiently, effectively ensuring that resources are always targeted where they are most needed. In addition, new premises will receive an initial inspection to check that everything is in order and will be risk rated in accordance with the Interventions Code or the Code, as appropriate for the type of business. The only food businesses which would not be subjected to proactive inspections are low risk Group 3 Band A premises which following initial or subsequent intervention or where the food registration form gives sufficient information to make determination that there is minimal inherent risk, and the Lead Food Officer determines either to place the business on a 60-month intervention frequency or choose not to undertake a proactive intervention. Questionnaires may be Page 55 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 14 used to assess compliance with Group 3 Band A premises, with inspections being carried out only where deemed necessary. Food Law Code of Practice deviations: Given the unprecedented nature of the Covid-19 pandemic and national infection control measures introduced in March 2020, and the anticipated disruption caused by staff shortages, it was recognised that deviation from certain elements of the Code, and the Interventions Code, would be necessary to ensure Local Authority Environmental Health Services had the ability to undertake wider public health duties related to Covid-19. LAs received written confirmation (FSS/ENF/20/006) from FSS that the Minister for Public Health and Sport agreed to allow LAs to deviate from the Code and the agreement covered the following areas which are considered to be reasonable and proportionate in the circumstances. Food Law Code of Practice deviations included: a) Food Law interventions to all care facilities including hospitals, care homes, nurseries, and childminders. b) Planned programmed Interventions at all lower risk Group 2 and 3 businesses within the Food Law Rating System (FLRS), and all Crown Establishments. c) Low risk primary production activities - exception for dairy farms supplying raw milk for the manufacture of raw milk cheese. This includes on farm inspection to assess compliance against primary production controls. d) Approved establishments and other high risk manufacturers may limit access to high risk production areas. Therefore, it is recommended that Interventions at Approved establishments, and higher risk FLRS Group 1 businesses, are based on an initial Food Safety Management System and associated documentation audit followed up by physical inspection only if public health concerns are identified. e) Intelligence driven Interventions at all food business establishments regardless of category should continue where possible. Intelligence will include information that suggests fraudulent activity or imminent risk to public health, e.g. consumer complaints, credible allegations of food poisoning, failed samples of a serious nature that suggest fraud or health risk. The Food Law Code of Practice deviations were then revised and extended to 31 August 2021: a) Food Law interventions to all care facilities including hospitals, care homes, nurseries, and childminders. Restricting interventions in this sector will assist with maintaining physical distance requirements and acknowledges the associated risks to these vulnerable groups. b) Planned programmed Interventions in all risk levels above a C band across all business groups within the FLRS and all Crown Establishments. c) Low risk primary production activities - exception for dairy farms supplying raw milk for the manufacture of raw milk cheese. This includes on farm inspection to assess compliance against primary production controls. It was confirmed with FSS that for interventions of C, D & E premises which were no longer included in deviations from the Code that we could continue with established practice during the pandemic, i.e., initial remote assessment (Official Control Verification letter or business questionnaire) with follow up visit being carried out only where deemed necessary to protect public health. Ongoing demands on Service meant that we adopted this approach for Band D & Es but did not have the capacity to also adopt for Band Cs due the increased time resource required for remote assessments and other demands on the Service. Food Law Code of Practice deviations recovery plans FSS and SFELC agreed broad principles on which Local Authority Covid-19 Recovery Plans would be based. A project to deliver the framework for each Scottish Local Authority to reconfigure or reset its intervention programme was undertaken by the SFELC Covid-19 Recovery Working Group. The desired outcome of this project was to assist LAs devise their work programme and help them recover from the pandemic. This includes adaption of Intervention Plans to accommodate not only those establishments/interventions which were ‘missed’ during the Covid-19 lockdown phase but also those which had previously fallen out of scope as a consequence of being missed. The Page 56 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 15 estimation of staffing resources required was originally based on the SFELC Covid-19 Recovery Working Group guidance for calculating staffing resources. The project was designed to facilitate the following by defined completion dates: • Local Authorities will present a revised Intervention Programme which will operate from a defined date; • The Intervention Programme shall include all food establishments, each being accorded a revised due intervention date; • Every food establishment on the Intervention Programme shall be risk-rated in accordance with the Interventions Code 2019 Food Law Rating Scheme, except for approved premises and primary producers which remain under Annex 5 Risk Rating Systems; • Every Local Authority shall present a Service Plan, incorporating the revised Intervention Programme in addition to all other responsibilities, in accordance with the current service planning guidance. • Local Authorities shall calculate the total FTE resource required to satisfy the Intervention Programme and the remainder of the Service Plan by means of an agreed calculation methodology. It was acknowledged that the project outcomes would highlight some shortfall in available resources at some Local Authorities. While clear sight of these shortfalls was an essential deliverable of the project, the project scope does not extend to addressing these deficits in any practical sense. Methodology SFELC convened a short-life working group which delivered the key requirements. All Scottish Local Authorities were invited to participate and NLC was represented. A FSS Project Team was assembled to support the SFELC Working Group and provide oversight of progress. The SFELC Working Group had 4 work streams: 1. Desktop Transfer: The initial formula to convert premises on Annex 5 to FLRS. 2. Creation of an intervention programme: Ensuring all FLRS premises are within the revised Inspection Programme with due intervention dates included. 3. Resource Calculation: Based on the SFELC resource methodology on FSS/SFELC website and refining this to accommodate current circumstances. 4. Service Planning Guidance: Revising the Service Planning Guidance and using the draft Administration and Service Planning Food Law Code of Practice. The outcome of the SFELC Working Group was published in December 2020 ‘Local Authority Recovery Project Recovery Process Guidance’. Information relating to the Food Law Code of Practice Deviation Recovery Plan is detailed in Appendix 2. • Appendix 2 Table 1 - Annual Breakdown of Food Law Recovery Plan Interventions Required to Be Carried Out - details the total number of planned food law recovery interventions to be undertaken within the maximum time frame after the Intervention Start Date, including Approved Premises and Group 1 Manufacturers. Note there are further details of how these should be spread within that time frame depending on Priorities within FSS and SFELC Recovery Process Guidance. • Appendix 2 Table 2 - Estimate of Timescales and Numbers for Food Law Recovery Intervention and First Next Programmed Intervention After Food Law Recovery Intervention - this is a breakdown of the number of food law recovery interventions and first recurring risk assessed intervention per group and band which require to be scheduled across the five years of the recovery period. Food Premises Inspections At June 2026, we are still within Year 5 of the Intervention Programme Start Date. Food Law interventions are combined interventions covering both food hygiene and food standards interventions. The FLRS places more emphasis on previously under enforced food standards matters and is therefore more resource intensive. Page 57 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 16 Due to Years 2 and 4 being heavier in terms of food law recovery inspections than Years 1 and 3, we brought forward interventions due within them, where capacity existed. Due to environmental health vacancies and recruitment issues within another part of the former Protective Services, officers within Business Regulation provided assistance with public health service requests for 8 months from September 2023 to April 2024, and which affected capacity for Year 4 FLR visits to be brought forward. Vacancies, recruitment issues and competing demands within Business Regulation have also impacted FLR. A total of 1,391 food law programmed interventions are projected for the 12 months commencing 1 April 2026, as detailed below. Food Law Programmed Interventions for 2026/2027 Group Rating Number 1 A 21 1 B 19 1 C 1 1 D 0 1 E 0 Total 41 Group Rating Number 2 A 272 2 B 379 2 C 401 2 D* 24 2 E* 24 Total 1100 *Numbers are based on Remedial Action Notices and Intense Interventions over a 3-year average. Group Rating Number 3 A 65 3 B 136 3 C 45 3 D 3 3 E 1 Total 250 The above does not take account of 287 new premises inspections estimated to be undertaken, based on a 3-year average detailed below. Year Number of New Premises Inspections 2023/2024 308 2024/2025 274 2025/2026 281 Average 287 Page 58 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 17 In addition, 5 of the primary producers (dairy farms) are due both a food hygiene and food standards inspection and an OCV cycle will commence for 20 of our Approved establishments, including 2 conditionally approved at 31 March 2026, but excluding one conditionally approved in May 2026. The Service has continued with the OCV audit process for approved premises. The OCV approach has been developed to ensure that the verification of a food control management system (FCMS) during an official control inspection is systematic, structured and scientific. It also ensures that the FCMS is verified both in terms of its validation and implementation. Implementation of this new process has significantly increased the time spent on official controls at approved establishments. Food law interventions undertaken for the high risk Group 1 manufacturers during 2025/2026 did not utilise the OCV audit process, except where deemed appropriate. Food law interventions undertaken for the high risk Group 1 manufacturers during 2026/2027 will not utilise the OCV audit process, except where deemed appropriate. When a food premises registration form (FPRF) is received by the Service, it is recorded as a Service Request. From that Service Request, the establishment will be created on the Service’s MIS and a Scheduled Inspection for it created 28 days from the date the FPRF is received. As such the scheduled inspections for new establishments are incorporated into the Service’s monthly inspection plans. As many register in advance of the 28 days statutory period, new premises inspections cannot be undertaken if the business isn’t yet trading. The total numbers of inspections undertaken since FLR commenced on 1 October 2021 (notionally started 1 September 2021) are: Year FLR Dates Food Law Food Hygiene Food Standards Total 1 01/09/2021-30/09/2022 1291 31 23 1345 2 01/10/2022-30/09/2023 1723 42 38 1803 3 01/10/2023-30/09/2024 1486 26 27 1539 4 01/10/2024-30/09/2025 1576 21 24 1621 5 01/10/2025-31/03/2026 (6 months only) 797 9 10 816 TOTAL 7124 With regard to the inspection of food premises outwith normal working hours, our policy is to ensure that, where premises are only open outwith normal hours, appropriate provision is made for them to be inspected in accordance with at least the minimum number of visits determined by their risk rating. Revisits The majority of revisits now undertaken are for food law, which covers both food hygiene and food standards. During 2025/2026 we undertook 437 revisits. We expect to carry out a similar number during 2026/2027. Page 59 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 18 The number of revisits undertaken since FLR commenced on 1 October 2021 (notionally started 1 September 2021) is summarised below. Year FLR Dates Total Revisits-Food Law/Food Hygiene/Food Standards 1 01/09/2021-30/9/2022 573 2 01/10/2022-30/9/2023 588 3 01/10/2023-30/9/2024 476 4 01/10/2024-30/9/2025 417 01/10/2025-31/3/2026 (6 months only) 231 TOTAL 2285 This does not include the number of revisits undertaken in response to service requests. Health & Safety Section 18 of the Health and Safety at Work etc. Act 1974 puts a duty on Local Authorities, as Enforcing Authorities, to make adequate arrangements for enforcement. There is a Statement of commitment between Local Authority and HSE Regulatory Services which sets out our shared vision for an ongoing LA/HSE co-regulatory partnership available via https://www.hse.gov.uk/lau/statement.htm and which is appended to this Service Plan. In our interventions, we will respect the key provisions of the National Local Authority Enforcement Code. Priority action is resource dependent and will focus on matters pertinent locally. Fuller details of the occupational health & safety targets and objectives are prescribed in the report’s Appendix 1 and are subject to adequate resources. Other projects may be added where they present nationally via the HSE, regionally from the West of Scotland Health & Safety Liaison Group meetings or within North Lanarkshire through local intelligence. During 2024/2025, we restarted our project which had commenced in 2023/2024 involving pro-active inspections based on local intelligence involving tanning salons focussing on measures in place to monitor and validate that the necessary control measures are being implemented to minimise the risk to the health of persons using the tanning equipment or in the immediate vicinity of tanning equipment while it is operating. It is our intention to restart this again in 2026/2027. When food inspections are carried out, where relevant, gas safety, electrical safety and solid fuel appliance checks are undertaken. We continue to find issues, particularly relating to gas safety. We have incorporated within our food safety letter templates information relating to health and safety topic information relating to: • Work related stress and mental health campaign ‘Working Minds’. • Duty to Manage Asbestos • Violence and Aggression • Multiple Skeletal Disorders (MSDs) • Planned Preventative Maintenance • Hospitality Establishments Electrical Safety Page 60 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 19 This has resulted in an excess of 1900 letters being sent containing this information to raise awareness of these key topics. This included 49 new food premises visits where health and safety was targeted in addition to matters of evident concern. We have continued to respond to service requests, including those relating to the non-surgical aesthetics industry. We use Council social media channels to raise awareness of some relevant health and safety topics highlighted in HSE bulletins e.g. stress awareness month, global asbestos awareness week, slips trips, falls and firework display safety, awareness raising regarding potential for rough sleeping in large commercial waste bins. It is estimated that 3 FTE of warranted officers time is spent on Health and Safety (based upon previous years’ intervention findings). 3.2 Food and Food Premises Complaints The Authority’s policy regarding the investigation of food complaints and food premises complaints is detailed in the Service’s Food and Food Premises Complaints Policy and Food Complaints Standard Operating Procedures (SOP) are within scope of the Service Delivery Procedure QAP 5.3 (Business Regulation) within the ISO 45001 compliant Occupational Health and Safety System. The Service intends to seek to maintain the performance target for investigating food and food premises complaints by commencing the investigation of a minimum of 93% of high risk food and food premises complaints within two working day’s notification and 93% of low risk food and food premises complaints within 5 working days. Food and Food Premises vary in complexity and the time required to complete our enquiries and can require corroboration increasing resource demand. During the Covid-19 pandemic, many food businesses changed their operation, now having a greater presence on social media/digital platforms and therefore wider distribution. It is difficult to predict the number of food and food premises complaints anticipated during 2026/2027. Figures below are based on an anticipated 5% increase. Service Request Category 2023/2024 2024/2025 2025/2026 Estimated Requests 2026/2027 Food & Food Premises Complaints -High Risk 217 211 236 248 Food & Food Premises Complaints-Low Risk 20 30 18 19 Food Other Service Requests -High Risk 302 640* 408 428 Food Other Service Requests -Low Risk (excluding Business Advice Requests) 394 436 545 572 Total 933 1156 1207 1267 Food and Food Premises Complaints are only a fraction of the overall Service Requests dealt with by the Service. *Food Other Service Requests High Risk during 2024/2025 was previously under reported as 479 instead of 640 due to a reporting error, now rectified. Page 61 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 20 3.3 Home Authority Principle/ Primary Authority Partnerships We do not act as Home Authority for any businesses within the food sector. Home Authority agreements exist with other UK local authorities and for which we continue to liaise with those authorities where appropriate. There are currently no Primary Authority Partnerships in place in North Lanarkshire. Where businesses have Primary Authority Partnerships (PAPs) with other local Authorities, inspection plans and guidance published by the PAP will be considered and as a matter of course there will be liaison with the PAP if formal enforcement action is considered. The Primary Authority Scheme does not apply in Scotland with regard to Food Law. Collaboration and a good working relationship between local authorities and the Primary/Home Authority is encouraged by FSS and is undertaken by this Authority as per the Code. As such matters of legal interpretation and consistency in relation to enforcement of a business within NLC and which may have implications for their business premises outwith our area will be discussed with colleagues in the appropriate regional or local food liaison group and the Home Authority and / or Originating Authority, if appropriate. Unilateral decisions on interpretations will be avoided without first seeking the views of other Food Authorities, the Scottish Food Enforcement Liaison Committee (SFELC) or in relation to England the Local Government Association (LGA). Notwithstanding this, advice and guidance is given freely, where requested, to food traders and numerous enquiries are dealt with from other Authorities throughout the UK in accordance with the following broad principles: • Special emphasis is placed on the monitoring of goods and services originating from this area. • Guidance and advice are given to businesses on food safety matters. • Enforcement action makes provision for liaison with Other Authorities, where appropriate. 3.4 Advice to Businesses Free advice is normally given to food safety and occupational health & safety businesses following routine interventions and/or in response to separate enquiries. We work in partnership with the Enterprise Team who award Business Improvement Grants to help identify new or existing businesses with which we may have an interest and provide advice as appropriate. We regard the advice given by our Officers as being an important part of our role as a regulator in helping businesses to understand what is required and what good practice looks like. We are keen to ensure that all this work is undertaken to the highest possible standard and, wherever possible, improve the level of customer service. As part of this process, customer satisfaction questionnaires were previously sent to all businesses following a routine intervention. This was reviewed to digitise the process. The new digitised process, which commenced during 2024/2025 includes a QR code and online survey link being added to templates of our standard letters so they are included in correspondence issued to businesses after routine intervention. This ascertains the perceived level of customer service and afford the recipients of our service an opportunity to make their views on the level of customer service we provide known to us. By doing so, we also commit to improve our standards where we can. Business Regulation use mailshot email communications with business for relevant matters arising, examples included below. Year Examples of Mailshot Email Communications by Service 2021/2022 Introduction of new legislation relating to food prepacked for direct sale (Natasha’s Law) 2022/2023 To raise awareness of Listeria monocytogenes in cold cuts of meat and smoked fish amongst butcher's premises and care homes respectively Page 62 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 21 2023/2024 To raise awareness amongst relevant businesses of industry guidance relating to the sale of slush ice drinks in response to adverse health effects experienced by young children after consuming slush iced drinks 2024/2025 To raise awareness of training opportunity for businesses to attend FSS Preventing Food Crime Webinar which included FSS online Risk Profiling Tool which helps food businesses to identify and address their vulnerabilities to food crime 2025/2026 To raise awareness of the latest developments for a new Sanitary and Phytosanitary (SPS) Agreement between the UK and EU covering the trade and movement of plants, animals and their products. We also use Council website and social media channels to raise awareness of food safety issues, where appropriate. Business Advice Requests vary in complexity and time required to complete. As such it is difficult to accurately assess resource implications. The number of Business Advice Requests anticipated during 2026/2027 detailed below is based on a 3 year average, due to the fall in Business Advice requests during 2025/2026. Service Request Category 2023/2024 2024/2025 2025/2026 Estimated Requests 2026/2027 Business Advice Requests 62 86 43 64 Customer service satisfaction questionnaires were previously dispatched to a proportion of all other service users where a request has been logged on our MIS. This included food product and food business premises complaints, infectious disease investigations, health & safety issues and complaints and enquiries from members of the public. This was stood down during the Pandemic and has since been reviewed to digitise the process. The new digitised process, commenced during 2024/2025, and included an online survey link on the NLC website. This was to ascertain the perceived level of customer service and afford the recipients of our service an opportunity to make their views on the level of customer service we provide known to us. By doing so, we also commit to improve our standards where we can. 3.5 Food Inspection and Sampling The policy of this Authority is to have an effective routine sampling programme where the principal aim is to assist in protecting the public and to meet relevant statutory obligations. The main thrust of the sampling programme is to focus on high risk food premises and on local manufacturers. The Council also participates in sampling initiatives agreed by the West of Scotland Food Liaison Group. The analysis or examination of food and water samples is conducted by Glasgow Scientific Services who are also consulted with regard to the nature and range of samples proposed to be taken each year in accordance with the requirements of the Food Law Code of Practice (Scotland). Our annual Sampling Programme for 2026/2027 will continue to be a risk based approach and will be undertaken in accordance with our Sampling Policy. It will focus on high risk premises within North Lanarkshire and is based on local priorities, as well as national priorities recommended by FSS, SFELC and projects agreed within West of Scotland Food Liaison Group. It includes an FSS funded sampling programme co-ordinated by GSS across LAs within the West of Scotland Food Liaison Group and which focuses on potentially emerging issues. Note: The number of samples taken will be determined by resource availability and priorities for the year. Page 63 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 22 3.6 Control and Investigation of Communicable Disease including Outbreaks and Food Related Infectious Disease This Authority works with NHS Lanarkshire Public Health to the national guidance by Scottish Health Protection Network on management of public health incidents and management of foodborne illness for the investigation of public health incidents and control of food poisoning. This is an important document which acts as a reference point for assisting in the investigation and control of public health outbreaks and incidents. Desktop exercises to ‘test’ plans, working in partnership with South Lanarkshire Council and NHS Lanarkshire Public Health have been useful in the past and are likely to be repeated. The Service seeks to maintain that a target of a minimum of 94% of infectious disease cases will be responded to within the time frames stated within the NHS Lanarkshire Epidemiological Investigation Protocol. During 2025/2026, we received 95 of these and responded to 100% within timeframe. Our average annual number of confirmed cases of food poisoning notified is 117 based on a 3- year average, as detailed below. Year Number of Infectious Disease Notifications received from NHS Lanarkshire Public Health 2023/2024 114 2024/2025 141 2025/2026 95 Average 117 3.7 Food Safety Incidents These are dealt with in accordance with the procedures detailed in the Food Law Code of Practice (Scotland). An out of office hours stand by service is maintained to respond to emergencies including Food Alerts for Action (FAFA) issued through Food Standards Scotland’s warning system. The number of FAFA received in recent years is detailed below. These are an intense use of officer resource which can require input from multiple officers and management working in partnership with FSS Incidents Unit. Year Number of FAFA 2023/2024 1 2024/2025 3 2025/2026 5 It is estimated that we will receive no more than 10 Food Alerts for Action from FSS during 2026/2027. In addition to FAFAs we also deal with Food Safety Incidents and Investigations in partnership with FSS. These are also an intense use of officer resource which can require input from multiple officers and management working in partnership with the FSS Food Crime and Incidents Unit, and which can have implications across Scotland and UK. Year Number of Food Safety Incidents and Investigations in partnership with FSS 2023/2024 5 2024/2025 6 2025/2026 10 It is estimated that in 2026/2027 we will deal with no more than 15 Food Safety Incidents and Investigations in partnership with FSS. Food Safety Incidents may be linked with Food Crime and Fraudulent Activities, Paragraph 3.10. Page 64 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 23 3.8 Liaison with Other Organisations To ensure a consistent approach to enforcement action with neighbouring local authorities, North Lanarkshire is represented in the West of Scotland Food Liaison Group (WSFLG) and the West of Scotland Health & Safety Liaison Group (WSHSLG). During 2023/2024, North Lanarkshire was also a WSHSLG representative on the Health and Safety Co-ordinating Group Scotland (HASCOG), a group which co-ordinates health and safety enforcement. NLC was represented at SFELC Seafood Working Group for a Scottish solution to Export Health Certification requirements for Scottish Seafood Industry in preparation for our exit from EU in respect of fish exporters. Internally, the Service liaises with Planning and Building Standards to ensure responses to planning and building warrant consultations are responded to within timeframe. This Service also liaises with Licensing to ensure the same for licensing consultations and provides Section 50 Certification for premises confirming they meet with the structural requirements of food legislation. The Service is also represented on NLC’s Safety Advisory Group (SAG) which co-ordinates and considers event applications to NLC. We continue to liaise with NHS Lanarkshire Public Health in respect of relevant matters. In addition, Health Protection Liaison Meetings with NHS Lanarkshire Public Health and South Lanarkshire Council continue to be held on a regular basis. 3.9 EU Exit Of greatest concern in respect of the impact of EU exit was the Scottish food export market and in particular fish and shellfish. North Lanarkshire has two major fish exporters within its boundary. Prior to 1 January 2021 there was no need for export health certificates (EHCs) for export of such produce to the EU, however this changed due to EU exit which in short means that each individual consignment of fish / shellfish requires an individual EHC. Export Certification Hubs such as those within North Lanarkshire reduced the impact of EHCs required and therefore associated charges. This was foreseen to place a significant burden on those LAs in which they are situated and who were unable to resource it from current staffing resources without a significant and detrimental impact to other public health roles and to the Local Authorities statutory functions. In July 2020, Scottish Government determined that provision of EHCs at the Hubs would be overseen by FSS and not LAs. North Lanarkshire Council formally offered mutual aid to FSS in respect of fish export hubs located within the district, effective from 1 January 2021. This was to ensure adequate resource was in place at the hubs to issue Export Health Certificates and thereby prevent exports being adversely hampered by the pandemic. Although this has not been called upon, the mutual aid for other agency partners remains in place. The Hub model requires risk-based certification of fishery products and live bivalve molluscs which required originating authorities, including North Lanarkshire, to provide attestations of compliance of supplier premises, at the request of the supplier premises, for use by Official Veterinarians at the exporting hubs. These are done in at least 6 monthly intervals and require ongoing OCV audit of supplier premises. We have also provided support and guidance to other approved premises and manufacturing premises which export to assist with the complex EU exit rules which now exist. These can involve complex considerations following export issues at Border Control Posts and can require liaison with both FSS and Department of Environment Food and Rural Affairs (DEFRA). The Windsor Framework has alleviated the potential impact of the original NI Protocol in respect of exports of Products of Animal Origin to Northern Ireland. Following the UK’s departure from the EU, GB became an approved Third Country exporter to the EU. To maintain approval to export to the EU, GB is now subject to periodic audits of our official controls by EU auditors to provide assurances that these are sufficient to ensure that our exports of food and drink continue to meet EU import requirements. Within 2025/2026, NLC were audited as part of the EU LBM (Live Bivalve Molluscs) audit, which was Page 65 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 24 undertaken across Great Britain (GB). The audit focussed on how LAs undertake Official Controls at approved establishments which export LBMs. NLC received positive feedback from FSS in respect of the EU audit findings. The impact that the UK-EU reset will have on risk-based certification of fishery products and live bivalve molluscs exported to the EU has still to be determined. On 19th May 2025, the UK government agreed to pursue a new Sanitary and Phytosanitary (SPS) Agreement with the EU covering the trade and movement of plants, animals and their products. DEFRA issued a public announcement on 9TH March 2026, outlining that all UK businesses will need to be ready to align with EU rules on the production, sale and trade of plants and animal products and food safety by mid-2027. The exact details of the agreement are still being negotiated, but it is expected the UK will dynamically align with EU rules in the vast majority of SPS areas, to ease trade and movements of SPS goods. This will mean all businesses in the food sectors in Scotland will need to make some changes to ensure they align with EU rules. These changes will apply to all businesses, regardless of size, that produce and sell domestically as well as those trading directly into the EU. The Agreement will mean that broadly the same rules are followed across the UK, simplifying the movement of goods between GB and Northern Ireland and strengthening the UK internal market. 3.10 Food and Health & Safety Promotion We aim to continue to give our full support in 2026/2027 to Food Standards Scotland’s Eat Safe Initiative. The scheme consists of an award granted by Councils to specific categories of food businesses within the scheme which meet standards of hygiene in excess of that required by current food hygiene legislation. This scheme provides a recognisable sign of excellence in food hygiene. It is intended to promote the scheme, wherever possible, to encourage as many food businesses as possible to attempt to obtain and retain the award thus helping to drive up food safety standards within North Lanarkshire. We had worked in partnership with the Scottish Government and NHS Health Scotland to promote the Healthy Living Award via our website. The Healthy Living Award was paused due to Covid-19 Pandemic and is not being restarted. A new eating out, eating well framework is being developed by Public Health Scotland to help businesses offer healthier food options. In 2024 this was piloted by a range of food outlets to inform next steps, the outcome of which is awaited. We work in partnership with the Enterprise Team who award Business Improvement Grants to help identify new or existing businesses with which we may have an interest and provide advice as appropriate. We will also continue to work with the Scottish Centre for Healthy Working Lives to promote health & safety in small and medium sized businesses within North Lanarkshire. (This was stood down due to the pandemic, but we will resume liaison as part of business recovery.) We work with the HSE to promote national priority topics and campaigns, including use of Council social media channels to raise awareness of some relevant health and safety matters. We use the Council website and social media channels to raise awareness of food safety issues, where appropriate. We have the assistance of Corporate Communications for releasing important information via social media. It is difficult to accurately assess resource implications for the initiatives and promotional work which we aim to undertake during 2026/2027. It is also difficult to identify measures that will be used to evaluate the effectiveness of these. Page 66 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 25 3.10 Food Crime and Fraudulent Activities Activity that is classed as Food Fraud and / or Food Crime can be described as serious dishonesty that impacts detrimentally on either the safety or the authenticity of food. Food Fraud is a dishonest act or omission, relating to the sale or preparation of food, which is intended for personal gain or to cause loss to another party. Food Crime (serious Food Fraud) is considered to be serious or complex fraud or serious and dishonest regulatory non-compliance in relation to food, drink and animal feed. Upon suspicion of Food Fraud, action shall be taken as set out within the Service Food Incidents, Alerts, Food Fraud & Food Crime Policy and Standard Operating Procedure, which are aligned with the Code. There is an anticipated increase in food crime and fraudulent activities as a result of our exit from the EU. These are an intense use of officer resource requiring input from multiple officers and management working in partnership with Food Standards Scotland Food Crime and Incidents Unit, and across other local authorities. An example of this is the well-publicised incident relating to counterfeit vodka in 2024 which required close partnership working between NLC Officers, FSS Food Crime Team and Glasgow Scientific Services and which resulted in a FAFA for all LAs in Scotland, with implications for LAs elsewhere in the UK. A similar incident occurred in North Lanarkshire in 2025, with similar intense use of officer resource. Food Crime and Fraudulent Activities may be linked with Food Safety Incidents, Paragraph 3.7. 3.12 Other Demands on Service During 2025/2026, Business Regulation dealt with a total of 2232 service requests, a 5% drop on the previous year (2346 in 2024/2025) but 14% more than the annual numbers received in a typical year pre-Covid (2018/2019 – 1,954 Service Requests). In October 2022, FSS announced the launch of the Scottish Authority Food Enforcement Rebuild (SAFER) programme to develop the future model for delivery of official controls. It is to be a collaborative approach involving FSS, Local Authorities and Scottish Government. It is recognised that, for a number of years, across Scotland there has been a decline in FTE Food Officers but an increase in demands placed upon them due to changes in food premises and increased demands due to the new Food Law Rating Scheme. Local Authorities were asked to free up resource to assist with its development. The SAFER themes and workstreams include: • Resourcing- Qualifications and Competency • Digitalisation-Centralised Database & Dynamic Delivery • Food Law Delivery-Interventions & Charging North Lanarkshire Council Business Regulation staff have already attended SAFER events to contribute to the programme and are already engaging with FSS. North Lanarkshire Council Environmental Health Teams invest a lot of time and resource into training student EHOs and also into training existing employees to become EHOs using the alternative pathway, to ‘grow our own’ officers. This has been crucial for succession planning. We committed to offer a training position each year to a student studying Environmental Health at University of the West of Scotland (UWS), during their 3rd year and following graduation, to provide the practical training required for them to be presented for examination for the professional REHIS qualification required for Environmental Health Officers. During 2026/2027 we are training 4 individuals towards achieving the full qualification to be EHOs. At June 2026, we are training 3 student EHOs and 1 employee on the Alternative Pathway for qualification. The undergraduate degree course at UWS is ending in 2027 and our current 3rd year student is amongst the last cohort of student EHOs from that undergraduate course. An MSc in Environmental Health is now available at Abertay University. This matter is Page 67 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 26 currently a focus of REHIS and Society of Chief Officers of Environmental Health in Scotland (SOCOEHS). We also contribute to the training of 2 Modern Apprentices in Regulatory Services, which is led by Trading Standards colleagues. SECTION 4: RESOURCES 4.1 Financial Allocation The cost of operating the food safety service is estimated at£1402,202. This is based on 80% of Business Regulation staff resource being spent on Food Safety (and is inclusive of the annual SLA charge for GSS which is utilised across other NLC services and is £304,546 this financial year). 4.2 Staffing Allocation The current Business Regulation Service staff establishment is as follows: • Business Manager (Regulatory Services) (Non-operational and shared with the Pollution Control & Public Health, Trading Standards, Building Standards and Private Sector Housing teams) and Assistant Business Manager (Business Regulation) who is also the Council’s Lead Food Officer • 3 Senior FTE Environmental Health Officers • 14.5 FTE Environmental Health Officers (includes 2.5 FTE vacancy) • 2 FTE Food Safety Officer (FSO) The main changes to staffing allocation since the 2025/2026 Service Plan is: • In April 2026, Protective Services merged with Built Environment to form Regulatory Services. The Service Manager (Regulatory Services) leads the strategic and operational delivery of all Regulatory Services functions detailed above. This supports a more integrated approach to regulation and strengthens resilience. • Following the unsuccessful recruitment campaigns to fill a 0.5FTE EHO Post, the part time post had been changed from that of an EHO to an FSO, to try to fill it. Unfortunately, recruitment campaigns for this were also unsuccessful and the 0.5 FTE vacancy has remained on the establishment. In addition to this, at June 2026, there are two further FTE EHO vacancies within the team, meaning a total compliment of 2.5 FTE EHO vacancies. • From mid-August 2026, the 0.5 vacant post will merge with an occupied 0.5 EHO post removing this vacancy. • From mid-July 2026, one vacant FTE EHO post is to be occupied following a recent successful recruitment campaign. There is a national shortage of Environmental Health Officers which impacts on the success of recruitment campaigns, particularly for temporary or part time posts. The Service is jointly responsible for food safety and occupational health & safety issues. Consequently, staff have a dual role, but flexibility is applied whereby staff resources will be used wherever there is most need and this will be kept under review. The Food Law Code of Practice (Scotland) 2019 details competency and authorisation levels of Authorised Officers of Food Authorities who carry out interventions, in line with Regulation (EC) No 882/2004. Authorisation Levels are published on NLC’s website. EHO and FSO competency and authorisation levels in July 2026: Page 68 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 27 Designation Number of FTE Officers @ June 2026 Certifying Support Officer Competency EHO >2 Years Food Experience 10 N/A EHO <2 Years Food Experience 2 N/A FSO >2 Years Food Experience 2 N/A Total 14 0 Programmed food law Interventions resumed on 1 September 2021 following the Desktop Transfer and revised Intervention Programme. However, for performance monitoring and reporting purposes, the Intervention Programme Start Date for North Lanarkshire was 1 October 2021 as this will keep all quarterly reports aligned with normal Service planning and reporting. FSS Resource Methodology Guidance was utilised to identify any potential shortfall in our staffing complement and has been under ongoing review. In the Business Regulation Service Plan 2025/2026, we reported that the revised estimate of frontline staffing resources required to deliver the Business Regulation service across the Food Law recovery period (October 2021 to September 2026) was 18.3 FTE per annum (average). This has been since been revised to 17.3 FTE per annum (average) following further review. 4.3 Staff Development Plan The Service is committed to ensuring that staff receive sufficient training in order to properly conduct their statutory duties. The key aim of the performance review & development scheme (PRD) is to provide a means of identifying training which meet their professional requirements and help reach the targets of the Operational and Service Plans as well as the Single Outcome Agreement Framework. It is ensured that all Business Regulation staff undergo a minimum of 10 hours of Continuous Professional Development (CPD) in food related matters, in line with requirements of the Food Law Code of Practice (Scotland) 2019. This was achieved on an annual basis from 2019/2020 to 2025/2026. In addition, all Environmental Health Officers within Business Regulation aim to undergo a minimum of approximately 3 hours of health and safety CPD annually, however this has not always been achieved due to competing demands. PRDs within business Regulation were undertaken in 2025/2026. During 2022/2023, 21 Business Regulation staff underwent Food Competent Certifying Officer (FCCO) training and successfully completed the examination. This is a requirement for BR Staff to act as FCCOs to provide and validate export health certificates and attestations for the purpose of international food exports post EU exit. Certificates are valid for 4 years. This training is required to be repeated during 2026/2027 for majority of Business Regulation Team on expiry of the certificates. During 2025/2026, the majority of Business Regulation staff attended: • A bespoke 3-day Investigators Evidence Gathering and Reporting training course delivered by experienced investigators and legal professionals. • Bespoke training events relating to Regulation of Investigatory Powers (Scotland) Act 2000 (RIPSA) delivered by an experienced legal professional. Page 69 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 28 SECTION 5: QUALITY ASSESSMENT 5.1 Quality Assessment and Internal Monitoring Key food law and occupational health & safety law policies and procedures are within scope of an ISO 45001: 2018 Occupational Health and Safety Management System and are periodically reviewed to reflect on-going legislative and procedural changes. Reviews have recommenced following being stood down during the pandemic due to other demands placed on the Service. Due to competing demands, there are reviews which remain outstanding. In response to the 2018 Audit by FSS, we reviewed our internal monitoring, which had previously formed part of the ISO System, and implemented an Internal Monitoring Policy and Procedure to ensure that the nature and quality of food law interventions undertaken by officers are, so far as is reasonably practical, carried out to a uniform high standard and that interpretation and action taken by officers is consistent. This Internal Monitoring Policy and Procedure was stood down due to the pause in food law interventions and the additional pressures placed on the Service in response to the pandemic. This Internal Monitoring Policy and Procedure was reviewed in 2023 and recommenced during 2024/25. As yet these have never been fully implemented due to competing demands. SECTION 6: REVIEW 6.1 Review against the Operational Plan The Service Plan will be reviewed quarterly by the Assistant Business Manager (Business Regulation). The outcome of each review will be documented and reported to the Business Manager (Regulatory Services). Any deficiencies identified, together with any corrective actions required, will be recorded and monitored through to completion. Annual performance reports of Key Performance Indicators are reported to the Environment and Climate Change Committee annually. 6.2 Identification of any Variation from the Operational Plan Variances from the Operational Plan will be highlighted at the time of the review and any reasons for the variance will be noted along with any corrective action, if appropriate. 6.3 Areas for Improvement Any areas identified as requiring action will be detailed as part of the audit and review process. These will be addressed by the Business Manager (Regulatory Services) and the Assistant Business Manager (Business Regulation) as part of the review process and action taken shall range from immediate action to inclusion in the Operational Plan for future years. Review and upgrade of our MIS will require a resource capacity which is difficult to determine, and which will add to the demands placed on the Service. A new MIS solution has not yet been selected. In addition to the above there are Business Regulation Service Improvement Working Groups which are set up, as required. Page 70 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 29 SECTION 7: PERFORMANCE PLANNING 7.1 Performance Plan The Performance Plan for 2026/2027 details the targets which have been set for key areas of work. Monitoring against these key areas will be undertaken on a quarterly basis as part of the review process and reasons will be recorded for any non-conformance together with the appropriate corrective action. Inspections resumed on 1 September 2021 following the Desktop Transfer and revised Intervention Programme. However, for performance monitoring and reporting purposes, the Intervention Programme Start Date for North Lanarkshire was 1 October 2021 (with the agreement and approval of FSS) to keep all quarterly reports aligned with normal Service planning and reporting. At 1 April 2026, we were 6 months into Year 5 of a 5 Year Food Law Recovery Plan. The details are listed in the Appendix 1 Business Regulation Performance Plan below. Page 71 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 30 Appendix 1 - BUSINESS REGULATION PERFORMANCE PLAN Note: The Intervention Programme Start Date for North Lanarkshire’s food law recovery was 1 October 2021 to keep all quarterly reports aligned with normal Service Planning and Reporting. The food law recovery plan is programmed for a 5 year period from 1 October 2021. Note the Scottish Authority Food Enforcement Rebuild (SAFER) being led by Food Standards Scotland could impact on the performance targets below. Appendix 1 - BUSINESS REGULATION PERFORMANCE PLAN Note: The Intervention Programme Start Date for North Lanarkshire’s food law recovery was 1 October 2021 to keep all quarterly reports aligned with normal Service Planning and Reporting. The food law recovery plan is programmed for a 5 year period from 1 October 2021. Note the Scottish Authority Food Enforcement Rebuild (SAFER) being led by Food Standards Scotland could impact on the performance targets below. Core Activities Target Start & Stop Dates Projected Achievements/ Outcomes Lead Team Other Teams Monitoring Arrangements BR1 Food Law Code of Practice Deviation Recovery Plan 1 April 2026 to 31 March 2027 Continue the Food Law Code of Practice Deviation Recovery Plan in accordance with FSS and Scottish Food Enforcement Liaison Committee broad principles BR Service None Quarterly review BR 2 Food Law Inspections of all risk rated premises. 1 April 2026 to 31 March 2027 Undertake 85% of inspections within deadlines set from FLCoP Deviation Recovery Plan. BR Service None Monthly – Assistant BR Manager / Quarterly review. BR 3 Sampling in Food Premises. 1 April 2026 to 31 March 2027 Review sampling programme and take samples within scope of sampling agreement with GSS & FLCoP Deviation Recovery Plan. Priority given to samples from Approved or manufacturing premises located within North Lanarkshire. BR Service None Sample numbers monitored by RS Manager. Assistant BR Manager to monitor follow-up of reports of sample failures. BR 4 National Food Sampling Programme. 1 April 2026 to 31 March 2027 Seek to conduct food sampling in partnership with other agencies, in accordance with national programmes & FLCoP Deviation Recovery Plan. BR Service FSS, WOSF LG Quarterly review of programmes/ sample types by BR Managers. BR 5 Investigation of Food and Food Premises Complaints. 1 April 2026 to 31 March 2027 Commence investigation of 90% of high risk food and food premises complaints within 2 working days of receipt. BR Service None BR Managers monitor progress of investigation. BR 6 Investigation of Food and Food Premises Complaints. 1 April 2026 to 31 March 2027 Commence investigation of 90% of low risk food and food premises complaints within 5 working days of receipt. BR Service None BR Managers monitor progress of investigation. Page 72 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 31 BR 7 Sampling from Public Water supply. 1 April 2026 to 31 March 2027 Limited to domestic complaint samples after referral to SW has not resolved issue and sampling of relevant commercial premises (manufacturers and approved premises), or if issues arise. BR Service None Quarterly review by BR Managers. BR 8 Investigation of Infectious Disease Reports. 1 April 2026 to 31 March 2027 Respond to 95% of notifications in accordance with the NHSL Epidemiological Investigation Protocol. BR Service None BR Managers BR 9 Requests for assistance and advice. 1 April 2026 to 31 March 2027 Respond to 93% of high risk requests for assistance/advice within 2 working days of receipt. BR Service None BR Managers to conduct random checks. BR 10 Requests for assistance and advice. 1 April 2026 to 31 March 2027 Respond to 93% of low risk requests for assistance/advice within 5 working days of receipt. BR Service None BR Managers to conduct random checks. BR 11 Ongoing review of food safety policies and procedures in line with Food Law Code of Practice (Scotland). 1 April 2026 to 31 March 2027 Review policies and update where required. BR Service None BR Managers. BR 12 Professional Training. 1 April 2026 to 31 March 2027 Ensure all BR Officers meet professional development targets including that required by the Food Law Code of Practice (Scotland) and FCCO training, as required by APHA. BR Service Yes BR Managers ongoing review. Monitoring for non BR Standby Officers undertaken by Regulatory Services Manager. BR 13 Food Hygiene Information Scheme (FHIS). 1 April 2026 to 31 March 2027 Maintain and supply data for FHIS BR Service None BR Managers BR 14 Food Hygiene Information Scheme (FHIS). 1 April 2026 to 31 March 2027 93% of food premises achieve the FHIS ‘Pass’ award. It is anticipated there will be a greater number of Improvement Required due to pause in programmed interventions. BR Service None Assistant BR Manager Quarterly review. BR 15 Applications for approval under Regulation EC No 853/2004 1 April 2026 to 31 March 2027 Ensure that all applications for approved premises are processed within the legislative time frame BR Service None Quarterly review by Assistant BR Manager. Page 73 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 32 BR 16 Audit of Premises approved under Regulation EC No 853/2004 1 April 2026 to 31 March 2027 Continue to progress implementation of the Official Control Verification (OCV) audit process for Approved Premises in line with FSS OCV Implementation Guide. BR Service None Ongoing overview by BR Managers. BR 17 Private Water Supplies 1 April 2026 to 31 December 2026 Ensure compliance with public register of environmental information and legislative requirements in relation to Private Water Supplies. BR Service None BR Managers BR 18 Private Water Supplies 1 April 2026 to 31 March 2027 Update and maintain register of Private Water Supplies and investigate opportunity for online publication. Continue to implement a monitoring programme for each regulated supply and each private water supply zone. For regulated supplies, continue to undertake risk assessments, where applicable, in relation to water introduced into, and supplied through and from, each private water supply system to premises in its area, to establish if there is any risk that the water could pose a potential danger to human health. BR Service None BR Managers. BR 19 Process all applications for Private Water Supply Grant Assistance 1 April 2026 to 31 March 2027 Ensure that all applications for grant assistance are processed within the legislative timescale. BR Service None BR Managers. BR 20 Attestation and Export Health Certification Requirements and other certification relating to exports. 1 April 2026 to 31 March 2027 Continue to provide Attestations, Export Health Certificates, and other certification relating to exports as required. BR Service None BR Managers. BR 21 Health and Safety Enforcement. 1 April 2026 to 31 March 2027 Implement the provisions of the National Local Authority Enforcement Code. Priority with regard to implementation will be dependent on resources and will focus on those provisions which are particularly relevant to North Lanarkshire Council. BR Service HSE BR Managers/ Quarterly Review. BR 22 Planned preventative maintenance -Gas Safety, electrical safety, pressure systems in catering establishments. 1 April 2026 to 31 March 2027 Undertake surveillance in catering premises visited during food inspections for matters of evident concern relating to gas safety, electrical safety and pressure systems. BR Service None BR Managers/ Quarterly Review. Page 74 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 33 A recent trend being reported is catering premises switching from mains gas to LPG. As well as the requirements for proper installation, maintenance and inspection by a competent Gas Safe registered engineer, visits should also check the nature of any fuel supplies to gas fired appliances. Where LPG is used as a fuel supply, checks should include its safe use and storage. Useful resources: Catering Information Sheets (CAIS23) - Gas safety in catering and hospitality -(CAIS10) – Ventilation in catering kitchens BR 23 Hospitality Establishments- electrical safety 1 April 2026 to 31 March 2027 To improve standards of compliance, increase awareness of legislative requirements to ensure electrical equipment with potential to cause injury is maintained in a safe condition. Remind duty holders to ensure both the fixed installation and electrical appliances are inspected by competent persons at appropriate intervals. Pubs, restaurants and cafés are urged to ensure outdoor electrical equipment such as lights and heaters are specifically designed for outdoor use, installed by a competent person and checked regularly for damage or water ingress. Useful guidance Electrical safety at work BR Managers/ Quarterly Review. BR 24 Duty to Manage Asbestos (subject to adequate resources and which will be dependent on FLCoP Deviation Recovery Plan). Raise awareness amongst duty holders in premises likely to contain asbestos (i.e. built before 2000) and via pre- arranged targeted interventions determine compliance with their duty to manage asbestos & that arrangements are sufficiently robust to control risks associated with the foreseeable disturbance of presumed or concealed ACMs. BR Service HSE/ WSH& SLG BR Managers/ Quarterly Review. BR 25 Food/Health & Safety Project linked to Commonwealth Games 1 April 2026 to 30 June 2026 Hotel project in relation to Commonwealth Games 2026 BR Service HSE/ WSH& SLG/ BR Managers/ Quarterly Review. Page 75 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 34 WSFSL G BR 26 Health & Safety projects (subject to adequate resources and which will be dependent on FLCoP Deviation Recovery Plan). 1 April 2026 to 31 March 2027 (i) Proactive inspection of High Volume Warehousing/Distribution in respect of poorly managed workplace transport/work at height/cutting machinery/lifting equipment/manual handling. (iii) Raise awareness within retail premises, the risk of physical harm from violence and aggression towards sales staff at work can be a cause of work-related stress, and good management arrangements for avoiding serious or persistent verbal abuse or threats can significantly support better mental health of workers. (iv) incorporate into interventions of commercial catering premises using solid fuel cooking equipment, that appropriate measures are taken to prevent carbon monoxide poisoning from lack of suitable ventilation and/or unsafe appliances. (v) Incorporate into interventions of events and catering premises and into PELs/MOLs the high risk activities of unsafe gas appliance installation and conversions, use of LPG cylinders and cartridges, inadequate storage, that could give rise to safety hazard of explosion caused by leaking LPG. (v) Visitor attractions to prevent or control ill health arising from animal contact by children-awareness raising, education or proactive intervention. (vi) Inflatable Amusement Devices-awareness raising of safety measures via PEL; (vii) Inflatable Jump Parks-highlight with local duty holders improved information provision and supervision of users; BR Service HSE/ WSH& SLG BR Managers/ Quarterly Review. Page 76 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 35 (viii) Investigation of any patterns of accidents. (xi) Raising awareness of the work related stress and mental health campaign ‘Working Minds’ with businesses. (xii) Legionella-Raise awareness within LA enforced premises with cooling towers, including hotels and of the risk of spa pools and hot tubs in the holiday sector. (ix) Resume local project regarding compliance within tanning salon sector. (x) Nailbar project in conjunction with other LA within WSHSLG. (xi) Places of worship project incorporating key health and safety and food safety topics, including Duty to Manage asbestos. (xii) Occupational lung disease targeted interventions at supermarket bakeries and LA enforced independent bakeries which use dusty ingredients. COSHH and bakers - key messages - COSHH ( https://www.hse.gov.uk/coshh/industry/baking.htm) and Flour (Bakers and millers) - COSHH https://www.hse.gov.uk/coshh/essentials/direct- advice/baking.htm and Control of Substances Hazardous to Health (COSHH) - HSE https://www.hse.gov.uk/coshh/index.htm (xiii) Phase 1 of 3 Year National Plan - Noise induced hearing loss targeted interventions at entertainment venues where loud music may be played. Year 1 - Page 77 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 36 Awareness raising; Identify premises where interactions will be most impactful. (iv) Phase 1 of 3 Year National Plan-Musculoskeletal disorder/ manual handling targeted interventions at retail/wholesale businesses and high-volume warehousing and distribution businesses. Year 1 -Help identify the higher risk MSD sectors and tasks in LA enforced and develop clearer and more compelling messages on the issues. Officers to continue to deal with any MEC arising whilst carrying out other interventions, including e.g. • ‘Slips, Trips & Falls’ • handling hot liquids in catering premises Additional projects will be added to those detailed above if they become relevant having been highlighted nationally by the HSE, regionally by the WSHSLG or by local intelligence. BR 27 Licensing Applications 1 April 2026 to 31 March 2027 Ensure licensing responses to high priority consultations are made either as a full response or as a holding response within 5 working days. BR Service Licensi ng BR Managers BR 28 Licensing Applications 1 April 2026 to 31 March 2027 Ensure licensing responses to low priority consultations are made either as a full response or as a holding response within 10 working days. BR Service Licensi ng BR Managers BR 29 Process all applications for skin piercing and tattooing licences. 1 April 2026 to 31 March 2027 Ensure that all applications are processed within the legislative timescale BR Service None BR Managers/ Quarterly Review BR 30 Skin Piercing & Tattooing Licenses 1 April 2026 to 31 March 2027 Develop Licences incorporating photograph of licence holder for Skin Piercers and Tattooists BR Service None BR Managers Page 78 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 37 BR 31 Licensing of Non-surgical Procedures 1 April 2026 to 31 March 2027 Work towards implementation of The Civic Government (Scotland) Act 1982 (Licensing of Non-surgical Procedures) Order 2026 (implementation date 6 September 2027). BR Service None BR Managers BR 32 Investigation of reported accidents 1 April 2026 to 31 March 2027 Commence 88% of investigations required by HSE incident selection criteria within 3 working days. BR Service None BR Managers/ Quarterly Review BR 33 Maintain ISO 45001 : 2018 Standard Accreditation. 1 April 2026 to 31 March 2027 Implement any action plan provisions following an internal and/or external audit. BR Service EH & BI RS Manager/Assistant BR Manager BR 34 Review Business Regulation Procedures and Work Instructions relevant to internally audited ISO 45001 standards. 1 April 2026 to 31 March 2027 Where resources allow, review BR Procedure and Work Instructions relevant to ISO 45001 standards. BR Service EH & BI BR Managers BR 35 Joint Public Health Protection Plan. 1 April 2026 to 31 March 2027 Participate in training events and work in partnership with NHS Lanarkshire Health Board and South Lanarkshire Council, as appropriate. BR Service NHS LHB RS Manager/ Assistant BR Manager. BR 36 Planning and building control consultations 1 April 2026 to 31 March 2027 Ensure all planning and building control Service Requests are actioned as appropriate within the 21 day consultation period. BR Service BS & P BR Managers. BR 37 Management Information Systems 1 April 2026 to 31 March 2027 Data management in line with Retention Schedule BR Service None RS Manager/ BR Managers. BR 38 Extant Notices 1 April 2026 to 31 March 2027 Review of Extant Notices BR Service None BR Managers. BR 39 Template Notices 1 April 2026 to 31 March 2027 Review of Template Notices used by Business Regulation BR Service None BR Managers. BR 40 Digital Progress 1 April 2026 to 31 March 2027 Participate with Digital Progress for Regulatory Services as required BR Service CE Dept RS Manager/BR Managers. BR 41 Scottish Authority Food Enforcement Rebuild (SAFER) 1 April 2026 to 31 March 2027 Participate in FSS SAFER and other working groups as appropriate BR Service None Assistant BR Manager Page 79 of 296
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Food Safety/Occupational Health & Safety Service Plan 2026/2027 38 BR 42 Internal Monitoring 1 April 2026 to 31 March 2027 Undertake Internal Monitoring in line with Internal Monitoring Policy & Procedure BR Service None BR Managers BR 43 Public Entertainment Licence Events 1 April 2026 to 31 March 2027 Monitor PEL events and undertake site visits as appropriate subject to adequate resources and in response to concerns BR Service None BR Managers BR 44 NLC Enforcement policy 1 April 2026 to 31 March 2027 Participate in Service review of NLC Enforcement Policy BR Service PC & PH, TS & PSH BR Managers BR 45 Work Related Death Protocol 1 April 2026 to 31 March 2027 Progress adoption of revised National Work Related Death Protocol by NLC BR Service None RS Manager/BR Managers. APPENDIX 2- TABLES OF CALCULATIONS AND INFORMATION RELATING TO STAFF RESOURCES (Revised) Contents • Table 1 - Annual Breakdown of Food Law Recovery Plan Interventions Required to Be Carried Out • Table2 - Estimate of Timescales and Numbers for First Next Programmed Intervention After Food Law Recovery Intervention Appendix 2 2025-2026.pdf APPENDIX 3- STATEMENT OF COMMITMENT BETWEEN LOCAL AUTHORITY AND HSE REGULATORY SERVICES Appendix 3 Local Authority and HSE Reg Page 80 of 296
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North Lanarkshire Council Report Environment and Climate Change Committee Does this report require to be approved? ☒ Yes ☐ No Ref LR/VA/PC Date 12/08/26 Burial Regulations and Memorial Inspection Programme Update From Lyall Rennie, Chief Officer (Community Operations) E-mail Renniely@northlan.gov.uk Executive Summary The purpose of this report is to provide Committee with an update on the Council’s obligations under the Burial (Management) (Scotland) Regulations 2025, including the requirement to develop Burial Management Plans for all cemetery sites. The report also provides an update on the Memorial Inspection Programme. A pilot inspection at Kilsyth Cemetery has been successfully completed, with all high risk memorials made safe, and the programme has now progressed to Airbles Cemetery. Recommendations It is recommended that the Environment and Climate Change Committee: (1) Endorse the Burial Management Plan and note compliance with the Burial (Management) (Scotland) Regulations 2025 (2) Acknowledge the completion of the pilot memorial inspection at Kilsyth Cemetery and remediation of high risk memorials, and the programme moving into Airbles Cemetery (3) Endorse the continuation of the memorial inspection programme across all cemeteries (4) Acknowledge the success of the Cemeteries Modern Apprentice programme. 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 6 Page 81 of 296
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1. Background 1.1 Previous reports to Committee highlighted the requirements of the Burial (Management) (Scotland) Regulations 2025, including the statutory duty for burial authorities to prepare and maintain Burial Management Plans for all cemetery sites. 1.2 Burial Management Plans are intended to provide a clear and consistent framework for the management of burial grounds and should set out key arrangements including: • The overall management and operation of cemetery sites • Memorial safety, inspection and maintenance processes • Grounds maintenance standards and responsibilities • Burial procedures and operational controls • Record keeping and management of burial and lair data • Health and safety arrangements for staff, contractors and visitors • Long term planning for burial capacity and future provision 1.3 These requirements are designed to ensure that burial grounds are managed safely, consistently and in line with statutory obligations, while maintaining their role as respectful places of remembrance. 1.4 A key aspect of the Management Plan is to have an inspection and remediation strategy in place for Memorial Management. Previous reports to committee set out the Council’s intention to establish a structured and sustainable memorial inspection regime. The December 2024 update confirmed the requirement to align future inspections with the Burial (Management) (Scotland) Regulations 2025, which place a statutory duty on burial authorities to introduce scheduled inspection cycles from 1 March 2025. 1.5 In preparation for this regulatory change, the service reviewed its memorial safety procedures, updated inspection and remediation processes, and developed revised principles for the 2025 memorial safety programme, including enhanced staff training, improved digital recording, and a risk based approach to prioritising inspections. Priority factors included the visible condition of memorials, age and construction type, size and stability, footfall within cemetery sections, and any concerns raised by visitors or cemetery staff. 1.6 Kilsyth Cemetery was identified as the most appropriate location to pilot the revised inspection arrangements, owing to recent digital mapping and its representative mix of memorial ages, sizes and structural types. This pilot has now been completed, with full inspection and remediation activity undertaken in line with the updated methodology. In addition the programme has now moved to Airbles Cemetery where inspections are currently underway. 1.7 This report provides an update on the Memorial Inspection Programme, outlining the findings from inspections carried out to date and setting out the next steps required to implement a compliant authority wide inspection regime. 1.8 In parallel, the Council has been developing digital tools, including improved mapping, and data capture to support more robust recording, monitoring and coordination of inspection and memorial related activities. Page 82 of 296
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2. Report Current Situation 2.1 A Burial Management Plan has been completed (See Appendix 1). This represents a significant milestone for the Council, establishing for the first time a single, comprehensive framework for the management of the cemetery estate. The Plan provides an overarching structure, supported by individual cemetery management plans linked to the main document to reflect site specific requirements. 2.2 Work is also underway to develop individual cemetery management plans for all sites. An agreed standard format has been established (See Appendix 2) to ensure consistency across the estate, with each plan structured around key headings including site overview, burial operations, memorial safety, grounds maintenance, and site specific considerations. This approach ensures that local requirements are captured while maintaining alignment with the overarching Burial Management Plan. 2.3 The Kilsyth pilot has now provided the Council with the first fully complete dataset of a cemetery inspected under the inspection approach. This means we now have a much clearer picture of how many memorials fall into each risk category, what types of structural problems are most common, and which sections of the cemetery experience the greatest deterioration. In addition, inspections are underway at Airbles Cemetery, where emerging data is beginning to reinforce these trends and provide further insight into likely risk profiles, failure patterns and future resource requirements as the programme is rolled out more widely. 2.4 The inspection process used at both cemeteries was supported by improvements to the Council’s digital recording systems. The Assets & Technical Team have been working with the service to develop the new inspection process within CONFIRM, ensuring that mapping, data capture and record keeping can be completed accurately and consistently across all cemeteries. 2.5 The process used allowed staff to capture more detailed information than before, for example, whether a memorial was rocking, cracked, leaning, or had exposed foundations. This additional detail will help the team plan stabilisation work more accurately and avoid repeat inspections or unnecessary visits. 2.6 Across Kilsyth Cemetery (5,088 memorials) and inspections undertaken to date at Airbles Cemetery (2,849 memorials), a combined total of 7,937 memorials have been inspected. It should be noted that inspections at Airbles remain ongoing and the data presented is therefore partial. The results identify 418 Category 1 (high risk) memorials requiring immediate action (c.5.3%), alongside 361 Category 2 memorials requiring reinspection within one year (c.4.5%), and 5,402 Category 3 memorials programmed for reinspection within five years (c.68.1%). 2.7 In addition, 1,541 memorials have been recorded as “Memorial Already Trenched” (c.19.4%), together with a further 35 memorials identified as “Already Lying Flat” (c.0.4%), reflecting assets previously made safe. The Kilsyth pilot also identified 43 oversized memorials (c.0.5%) requiring specialist contractor or structural engineer input. A total of 137 memorials (c.1.7%) are currently recorded as not assessed, where inspections have been completed but outcome categories were not recorded due to human error and are currently being corrected. Page 83 of 296
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2.8 Taken together, the results across both sites continue to demonstrate a predominantly low‑risk profile, while confirming a consistent proportion of high‑ and medium‑risk memorials requiring targeted intervention. Table 1: Summary of memorial inspections at Kilsyth Cemetery Inspection Outcomes – Kilsyth Cemetery (Pilot 2025) Outcome Category Number of Memorials % of Total (5,088) High Risk (Category 1) 203 4.00% Medium Risk (Category 2) 151 3.00% Low Risk (Category 3) 3,841 75.50% Memorial Already Trenched 737 14.50% Oversized Stone 43 0.80% Not Assessed * 113 2.20% *Inspections completed but outcome category not recorded due to human error; currently being corrected Table 2: Summary of memorial inspections at Airbles Cemetery Inspection Outcomes – Airbles Cemetery 2026* Outcome Category Number of Memorials % of Total (2849) High Risk (Category 1) 215 7.50% Medium Risk (Category 2) 210 7.40% Low Risk (Category 3) 1,561 54.80% Memorial Already Trenched 804 28.20% Memorial Already laid Flat 35 1.20% Oversized Stone** n/a n/a Not Assessed *** 24 0.90% *Airbles inspections ongoing – c.50% complete; data shown is provisional/partial. **oversized memorial section not yet surveyed; data provisional. *** Inspections competed but outcome category not recorded due to human error; currently being corrected. 2.9 The results continue to confirm the benefit of a risk based approach. The large number of low risk memorials (5,402 across both sites) shows that the majority of stones do not require urgent intervention and can be managed through longer inspection cycles. At the same time, the presence of 779 high and medium risk memorials across Kilsyth and Airbles reinforces the need to prioritise resources towards those assets presenting the greatest risk. 2.10 The data also highlights a significant proportion of memorials that have already been made safe (1,576), reflecting historic intervention activity and reducing the current risk burden. As the inspection programme progresses, early indications suggest that a similar risk profile is likely to be present across the wider estate. Based on this combined dataset, it is estimated that across approximately 90,000 memorials the Council may be required to manage in the region of 8,800 high and medium risk memorials, alongside over 60,000 low‑risk memorials. Page 84 of 296
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2.11 Due to the sensitive nature of memorial remediation, advance notification procedures were implemented as part of the inspections. Signage was installed within Kilsyth and Airbles Cemeteries prior to works commencing, supported by information published on the Council’s dedicated memorial safety webpage and advance updates provided to Community Boards. These measures helped ensure that visitors and lair holders were informed ahead of the inspection and remediation activity. Only one formal complaint was received following the remediation of a Category 1 memorial at Kilsyth Cemetery. Where immediate action is required lair holders are contacted directly as part of the established notification process 2.12 The Kilsyth pilot is now proposed as the Council’s agreed approach for all future memorial safety activity. This standardised method will be embedded within the forthcoming Burial Grounds Management Plan to ensure consistency, statutory compliance and a clear, long term framework for inspection, remediation and ongoing monitoring across all Council burial assets. Oversized Memorials 2.13 The identification of 43 oversized memorials at Kilsyth Cemetery confirms that the Council will require contractor or structural engineer input for certain types of work that cannot safely be carried out by inhouse teams. This supports ongoing plans to develop shared equipment arrangements or tendered support. Based on the Kilsyth inspection, where 43 oversized memorials were identified out of 5,088 stones inspected (0.8% of the total), it is estimated that approximately 720 oversized memorials may exist across the Council’s wider estate of around 90,000 memorials. This provides an early indication of the likely scale of future contractor or structural engineer involvement required to support the programme. Work is underway to appoint a suitable contractor to undertake a more detailed inspections of oversize memorials, where defects have been observed from the inspection programme. As part of this costed risk remediation options will be identified. War Memorials 2.14 Restoration works at Airdrie Cenotaph have now been successfully completed. The project involved a programme of conservation-focused repairs, including stone resetting and realignment, as well as cleaning and repointing of the structure. A specialist cleaning system was used to carefully clean the stonework by applying superheated water at low pressure, effectively removing dirt, biological growth and staining without causing damage. This method is particularly suitable for historic monuments as it avoids abrasion or erosion, ensuring the integrity and detail of the original surface are preserved. A program is currently being developed to schedule any repairs and restoration of the rest of our war memorials. Modern Apprentice Program 2.15 The Cemeteries Modern Apprentice (MA) programme has proven to be a clear success. The programme was developed in partnership between the service and Training and Organisational Development (TOD), with two apprentices appointed in summer 2025. Over the course of the programme, they gained valuable hands on experience across a wide range of cemetery operations and developed a broad skill set, contributing to day-to-day service delivery while building practical knowledge and experience in the sector. Following completion of the programme, both individuals applied for permanent positions within the Cemeteries team and were successful in securing posts. Page 85 of 296
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2.16 This positive outcome demonstrates the effectiveness of the programme in developing talent and supporting workforce succession within the service. The programme plays an important role in creating a pipeline of skilled employees, helping to ensure continuity of knowledge and maintaining service standards over the longer term. 2.17 Building on this success, the scheme is being run again this year, with new Modern Apprentices currently in the process of being appointed. In addition, with TOD to develop a structured training matrix arising from the success of the MA programme. This will provide a clear career pathway from entry level roles through to more senior positions within the service, supporting staff development, strengthening succession planning, and ensuring the long term sustainability of the Cemeteries workforce. Next Steps 2.18 The next stage of the programme will involve the re-inspection of Category 2 memorials by the summer of 2026 in line with the agreed inspection intervals. Airbles Cemetery is scheduled for completion, and remediation of Category 1 inspections by the end of summer 2026. A schedule for the forthcoming inspection cycle will be developed, setting out the order and timeline in which remaining cemeteries will be inspected and the resources required to deliver the programme. This approach aligns with the Scottish Government Guidance ‘Overarching Principles - Burial Ground Memorial Safety: Local Authority Guidance’ which sets out the recommended risk based method for prioritising inspection activity across burial authorities. 2.19 At this stage, it is still early in the delivery of the memorial inspection programme to establish a fully defined long-term timeline. To date, inspections have been completed at Kilsyth Cemetery, which represents one of the smaller sites within the portfolio, and are currently progressing at Airbles Cemetery, one of the larger and more complex locations. 2.20 As the programme develops, careful consideration is being given to how memorial inspections are delivered alongside ongoing maintenance requirements and burial operations, with all areas recognised as key service priorities. 2.21 It is anticipated that, as further cemeteries are completed over the course of the next year, a clearer picture of resource requirements and delivery rates will emerge. Based on current progress, it is expected that the programme will achieve an average of approximately three cemetery inspections per year, providing a steady and sustainable approach to delivery. EAGG Lair Mapping Project 2.22 The Cemeteries Team, working in partnership with the Assets & Technical Team, have secured £132k through the Enterprise Architecture Governance Group (EAGG) to begin a programme of digital mapping across all Council cemeteries. This funding will enable key cemetery staff to record lairs, graves and associated assets directly into CONFIRM, replacing the outdated Epilog system and supporting the long term transition from manual, paper based processes to a fully digital service. This represents the first phase of a wider programme of cemetery digitisation. The mapping work will support the development of mobile workflows, allow cemetery staff to receive job requests via mobile devices using Confirm Connect, and create a single, accurate and up to date dataset to support service delivery, future planning, and potential public access to burial records. All lairs within cemeteries are expected to be digitally mapped by the end of 2026. Page 86 of 296
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3. Measures of success 3.1 Development and implementation of a comprehensive Burial Management Plan, including a long-term memorial safety programme and associated processes, to meet new duties under the Burial Regulations and guide future service delivery. 4. Supporting documentation Appendix 1 North Lanarkshire Council Burial Management Plan Appendix 2 Individual Cemetery Management Plan Template Lyall Rennie Chief Officer (Community Operations) Page 87 of 296
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Development of Burial Management Plans and Memorial program review will meet council statutory obligations under new Burial Regulations 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 88 of 296
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If Yes, please provide a brief summary of the impact? Support for mapping and digitisation through CONFIRM required from Community Operations Asset management Team 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? Promotion of memorial safety programme through Website , Community Boards and MyTown channels 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? Reduce risk posed by memorials on council land 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 89 of 296
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Appendix 1 North Lanarkshire Council Burial Management Plan Page 90 of 296
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Burial Management Plan Burial Management Plan Page 91 of 296
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Burial Management Plan Document control Title Cemeteries Management Plan Owner Vicky Abernethy Contact abernethyv@northlan.gov.uk Governance Group Community Operations Author Pardeep Chand Contact chandp@northlan.gov.uk Revision History Number Originator Date Review Commenced Revision description/record of change DRAFT PC 01.06.26 DRAFT Document Approvals Number Governance Group Date approval granted Date approval to be requested (if document still draft) Consultation Record (for most recent update) Status of document consulted upon Stakeholders consulted/date Strategic Alignment 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 Next review date Review Date Page 92 of 296
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Burial Management Plan 2 Foreword This is North Lanarkshire Council’s first Burial Management Plan, developed in response to the Burial (Management) (Scotland) Regulations 2025, which require burial authorities to set out a clear framework for the management of burial grounds. It establishes how the Council will manage its cemetery estate, ensuring services are delivered safely, consistently and with dignity. The Council is responsible for 33 cemeteries and churchyards, balancing the ongoing care of historic sites with the operation of those still open for burial. The plan sets clear standards for burial operations, memorial safety, grounds maintenance and record management, ensuring compliance with legislation and best practice. A key focus is the management of future burial capacity, with several cemeteries approaching full capacity. A strategic approach is in place to maximise existing space, introduce alternative interment options and plan for future provision. This is also an important and exciting period for the service, with the development of the new Pather Farm Cemetery, scheduled to open in 2027, providing significant additional capacity to support future demand. Overall, the plan ensures that burial services remain sustainable, resilient and responsive, supporting communities now and in the future. Page 93 of 296
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Burial Management Plan 3 Contents 1.0 Introduction .................................................................................................................................... 4 2.0 Legal Context ................................................................................................................................. 5 3.0 Service Scope ................................................................................................................................. 6 4.0 Management Policies ................................................................................................................... 7 5.0 Workforce Structure ...................................................................................................................10 6.0 Burials ............................................................................................................................................11 7.0 Grounds Maintenance ...............................................................................................................13 8.0 Biodiversity ...................................................................................................................................14 9.0 Quality Standards ........................................................................................................................15 10.0 Records Management ................................................................................................................15 11.0 Risk .................................................................................................................................................16 12.0 Burial Capacity & Forward Planning .......................................................................................16 13.0 Burial Rights .................................................................................................................................18 14.0 Fees and Charges ........................................................................................................................18 15.0 Equality ..........................................................................................................................................18 16.0 How to get in touch ....................................................................................................................19 Appendix A ....................................................................................................................................................20 Burial Administration Process Flow & Booking Forms ..............................................................................20 Appendix B ....................................................................................................................................................21 Burial Procedures Process ........................................................................................................................21 Appendix C ....................................................................................................................................................22 Projected Lair Run Out Dates ....................................................................................................................22 Appendix D ....................................................................................................................................................23 Schedule of Burial Fees & Charges (2026/27)...........................................................................................23 Page 94 of 296
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Burial Management Plan 4 1.0 Introduction North Lanarkshire Council is one of the largest burial authorities in Scotland, managing an extensive cemetery estate and serving one of the country’s largest local authority populations. As a result, the Council manages a high volume of burial activity across multiple operational and historic burial grounds. North Lanarkshire Council manages a total of 33 cemeteries and churchyard burial grounds across the authority area. This includes 7 operational cemeteries that remain open for new burials, 11 cemeteries that are closed to new burials due to the exhaustion of available lair space, and 15 closed churchyard burial grounds. While some sites are no longer accepting new burials, all remain the responsibility of the Council for ongoing management, maintenance, safety and preservation as places of remembrance. Table 1: Cemetery & Churchyards managed by North Lanarkshire Council Page 95 of 296
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Burial Management Plan 5 *Pather Farm Cemetery to open in 2027 North Lanarkshire Council has adopted a strategic, authority wide approach to the management of its burial grounds. This Burial Management Plan sets out the Council’s standards, procedures and responsibilities and provides a clear framework for how cemeteries are managed across the area. To support this, individual cemetery management plans are provided as separate linked documents. These apply the overarching standards set out in this document to each specific site, ensuring a consistent approach while allowing for local circumstances and site specific requirements. This approach ensures compliance with statutory duties while enabling cemetery information to be reviewed and updated as needed 2.0 Legal Context This Burial Management Plan has been prepared and is maintained in accordance with the following key legislation and statutory guidance: Burial (Management) (Scotland) Regulations 2025 Introduced detailed statutory requirements for the management and maintenance of burial grounds. These Regulations require burial authorities to prepare, maintain, and implement a burial management plan, and set out duties relating to maintenance standards, memorial and headstone safety, staff training, equipment maintenance, and the designation of areas for faith, religious or belief use. Burial and Cremation (Inspection) (Scotland) Regulations 2025 Community Board Area Operational Cemetery Closed Cemetery Closed Churchyard Airdrie New Monkland Cemetery St Joseph's Cemetery Clarkston Parish Churchyard New Monkland Cemetery Churchyard Wellwynd Churchyard Bellshill Bothwellpark Cemetery Holytown Churchyard Holytown Cemetery St Andrew's (Bellshill) Churchyard Coatbridge Coltswood Cemetery Old Monkland Cemetery Old Monkland Cemetery Churchyard St Andrew's (Coatbridge) Churchyard Cumbernauld Eastfield Cemetery Cumbernauld Village Cemetery Cumbernauld Village Cemetery Kilsyth and Villages Kilsyth Cemetery Motherwell Bothwellhaugh Cemetery Airbles Cemetery St Patrick's Churchyard Globe Cemetery South Dalzell Churchyard St Patrick's Cemetery Kirknethan Churchyard Wrangholm Churchyard Northern Corridor Bedlay Cemetery Chryston Churchyard Shotts Benhar Cemetery Shottskirk Cemetery Calderhead Churchyard Stane Cemetery Wishaw Cambusnethan Cemetery Cambusnethan Churchyard Pather Farm Cemetery* Page 96 of 296
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Burial Management Plan 6 Provide powers for inspection of burial authorities, including compliance monitoring, inspection reports, and enforcement action where necessary. Burial (Applications and Register) (Scotland) Regulations 2024 Establish statutory requirements for burial applications and burial registers, including records to be kept by burial authorities. These Regulations support transparency, consistency, and proper record keeping across burial services. Burial and Cremation (Scotland) Act 2016 Provides the overarching statutory framework for burial and cremation in Scotland. The Act sets out the legal responsibilities of burial authorities, including duties relating to burial grounds, rights of burial, registers, memorials, and associated governance arrangements. In addition to the primary burial legislation outlined above, a range of wider statutory duties also apply to the operation and management of burial grounds. Key legislation such as the Health and Safety at Work etc. Act 1974 and the Occupiers’ Liability (Scotland) Act 1960 place clear responsibilities on the Council to ensure that burial environments are safe for employees, contractors and visitors. 3.0 Service Scope North Lanarkshire Council’s Bereavement Services are responsible for the management and operation of cemeteries, including arranging and carrying out burials and interments. The Council does not operate crematorium services. Cremations within North Lanarkshire are provided separately by an external provider and are not covered by this Plan. This Burial Management Plan therefore focuses on the Council’s responsibilities for burial grounds, including burial activity and the ongoing management of cemetery sites. Bereavement Services form part of the Council’s Community Operations service. Clear management and governance arrangements are in place to ensure services are delivered safely, efficiently and in line with legal requirements. Overall responsibility for the service sits with the Chief Officer of Community Operations. Day to day management of cemeteries includes: • Management of burial grounds and burial operations • Implementation of Council policies and procedures • Grounds maintenance and care of cemetery infrastructure • Inspection and maintenance of memorials and headstones • Safe use and maintenance of equipment Page 97 of 296
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Burial Management Plan 7 • Maintenance of burial records and documentation Detailed arrangements for individual sites are provided within the cemetery-specific appendices to this Plan. 4.0 Management Policies North Lanarkshire Council has a range of policies in place to guide how Bereavement Services are delivered. These ensure that services are provided consistently, lawfully and with dignity, while meeting health and safety, environmental and quality standards. 4.1 Management Rules for Cemeteries and Burial Grounds The Council manages its cemeteries in line with a set of Management Rules which explain how burial grounds are used, maintained and protected. These rules form part of this Burial Management Plan and reflect the requirements of the Burial and Cremation (Scotland) Act 2016 and national guidance. The rules help ensure that cemeteries remain safe, respectful and well maintained places. They also provide clear guidance for lair holders on their rights and responsibilities. They are applied by Council staff as part of day to day management, inspections and engagement with families, funeral directors and memorial masons. The Council applies these rules in a sensitive and proportionate way, recognising the personal significance of burial spaces. They are reviewed regularly to ensure they remain up to date and reflect best practice. The Council reserves the right to remove items that are considered inappropriate, offensive or that present a safety risk to visitors or staff. This may include, but is not limited to, items such as alcohol, cigarettes, objects of a violent nature or items displaying inappropriate language. Any items that are broken, damaged or pose a risk to safety may be removed at any time. Responsibility for the upkeep and removal of permitted tributes rests with the grave owner. Items for disposal may be placed beside the bins provided within cemeteries. Kerbing, edging, fencing or other forms of grave enclosure are not permitted within Council managed cemeteries. Where such items are installed without permission, the Council may remove them to allow for safe access and routine maintenance. Page 98 of 296
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Burial Management Plan 8 Where a grave requires to be reopened for burial, any unauthorised items that restrict access must be removed in advance. Assistance may be provided where appropriate; however, removed items will not be reinstated by cemetery staff. Items that encroach onto neighbouring graves or obstruct paths and maintenance activities may also be removed. The planting of trees, shrubs or other rooted plants is not permitted. The Council reserves the right to remove unauthorised planting where it interferes with maintenance, safety or neighbouring graves. 4.2 Memorial Safety Program North Lanarkshire Council maintains its cemeteries as safe and respectful environments through a structured Memorial Safety Programme which manages the inspection and ongoing condition of memorials across the estate. The programme is based on a risk based approach, with activity prioritised according to factors such as age, condition, size, location and levels of visitor activity. Memorials identified as presenting a risk are made safe in accordance with recognised industry practice, including guidance from the National Association of Memorial Masons (NAMM). Inspections are carried out by trained operatives using established assessment methods. Where required, larger or more complex memorials are subject to enhanced assessment, including the use of specialist equipment or external structural advice. Memorials found to be unsafe are made temporarily secure through trenching, recorded and scheduled for further action. Trenching is a temporary safety measure used to stabilise an unsafe headstone. It involves carefully lowering the memorial and partially sinking its base into the ground so that it is firmly supported and cannot fall or topple, reducing any immediate risk to visitors. The Council provides advance notice of inspection activity through its social media channels and on site signage within cemeteries. Where a memorial has been trenched, a notice will be placed at the headstone to inform visitors. The Council will also write to the lair holder to advise of the action taken and provide guidance on arranging permanent repairs through a memorial mason. While the Council seeks to inform families in advance, it recognises that some visitors may be unaware of the process and apologises for any distress caused; however, public safety remains the primary consideration. All inspection and safety activity is managed through the Council’s digital asset management system, with memorials recorded as individual assets to support accurate record-keeping, inspection planning and audit. Work is ongoing to complete the mapping of all memorials across the estate. Page 99 of 296
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Burial Management Plan 9 The table below outlines the memorial inspection risk categories and associated actions. Table 2: Memorial Inspection risk categories Risk Category Inspection Outcome Description Typical Management Response Red – High Risk (Category 1) Immediate action required Memorial assessed as unstable and presenting an immediate risk to public safety Memorial prioritised for urgent action to make safe - trenching Amber – Medium Risk (Category 2) Increased monitoring required Memorial shows signs of deterioration or movement that could affect stability if left unaddressed Memorial recorded and scheduled for re-inspection within 1 year. Remedial works planned where required Green – Low Risk (Category 3) No immediate concerns identified Memorial assessed as stable with no significant defects Memorial retained within the routine inspection programme and re-inspected on a 5-year cycle 4.3 Memorial Mason Registration Scheme The Council operates a Memorial Mason Registration Scheme to ensure that all memorial work carried out within its cemeteries is safe, appropriate and of a high standard. Only memorial masons who are registered and approved by the Council are permitted to carry out work within Council managed sites. This helps ensure that all work is undertaken by competent contractors who meet recognised standards of workmanship, safety and professionalism. The scheme currently has 68 registered memorial masons, reflecting the significant level of memorial activity undertaken across North Lanarkshire's cemeteries. All memorial works, including the installation of new headstones, repairs, additional inscriptions and foundation works, must be authorised in advance through a permit process. This ensures that proposed works comply with the Council’s Management Rules, relevant industry standards (including BS 8415), and current health and safety requirements. The volume of memorial applications processed each year demonstrates the importance of the scheme in supporting bereaved families while maintaining appropriate standards and oversight. Based on current application volumes, the service processes an average of around 122 memorial applications each month, equating to approximately 1,500 applications per year. This represents a substantial administrative and regulatory function, ensuring that all memorial works are properly assessed, recorded and authorised before work commences. Page 100 of 296
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Burial Management Plan 10 For higher risk activities, such as the installation, removal or stabilisation of larger memorials, additional oversight may be required to ensure that work is carried out safely and to the correct standard. The Council maintains records of registered masons, permits issued and works undertaken. This supports monitoring, audit and enforcement, and helps ensure that memorials remain safe and appropriately maintained over time. The scheme is kept under regular review and has been developed in response to operational experience and best practice. Its overall aim is to protect the safety of visitors and staff, while ensuring that cemeteries remain respectful and well- managed places of remembrance. 4.4 Pandemic Influenza Preparedness Plan The Council has a Pandemic Influenza Preparedness Plan in place to ensure that burial services can continue to operate during periods of increased demand, such as a pandemic or other public health emergency. The plan recognises that burial services are time-sensitive and essential. It sets out how the Council will maintain service delivery in challenging circumstances, including where there may be increased demand and reduced staff availability. Clear procedures are in place to support decision-making, prioritise critical activities and adapt how services are delivered where necessary. Protecting staff, service users and partners is a key priority. Measures include infection prevention and control procedures, the use of appropriate protective equipment, and adjustments to working practices in line with national public health guidance. The Council also works closely with partners, including neighbouring local authorities, to provide additional resilience where required. This includes contingency arrangements such as access to additional body storage facilities if needed. Communication is an important part of the plan, ensuring that staff, funeral directors and other stakeholders are kept informed of any changes to service delivery. Overall, the plan provides assurance that burial services will continue to be delivered safely, respectfully and in a managed way during periods of disruption. 5.0 Workforce Structure Our cemeteries rely on a skilled and flexible workforce that deliver a wide range of services across the Council’s cemetery estate. Page 101 of 296
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Burial Management Plan 11 Staff support all aspects of Bereavement Services, including burial operations, grounds maintenance, memorial safety, administration and customer support. The service is structured to ensure there is an appropriate balance between frontline delivery, supervision and compliance, allowing it to respond to day to day needs as well as seasonal pressures. Overall responsibility for the service sits with the Bereavement Services Manager, supported by a management team that provides clear oversight of operations, standards and asset management. Day to day activities are organised on a geographic basis, with Supervisors overseeing cemetery operations across different areas and leading frontline teams. Specialist work, such as memorial safety and asset related activities, is coordinated to ensure that it is carried out safely and in line with relevant standards. Administrative staff provide essential support, helping to maintain accurate records and ensure that services are delivered consistently. The Council is also committed to developing its workforce, including the use of Modern Apprenticeships to support future skills and succession planning. This structure ensures that the service can maintain high standards, respond effectively to demand and continue to meet its responsibilities across all cemetery sites. 6.0 Burials 6.1 Burial Services Bereavement Services staff are responsible for delivering burial operations across the Council’s cemetery estate in a professional, respectful and consistent manner. This includes the preparation of graves, coordination with funeral directors, and the management of burial services on site. Staff ensure that the interment is carried out safely and with dignity, supporting families throughout the process and maintaining appropriate standards at all times. Burials are managed by trained teams who oversee all practical aspects of the service, including the positioning and lowering of the coffin or casket. The level of staffing required will vary depending on the type of burial, site layout and operational circumstances. Resources are deployed to ensure that services are delivered safely and without disruption. 6.2 Health, Safety and Operational Control The Council has a duty to ensure that all burial activity is carried out safely for staff, contractors and visitors. Page 102 of 296
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Burial Management Plan 12 Before each burial, site checks are undertaken to confirm that the grave, surrounding area and access arrangements are suitable. Burial operations are managed in accordance with established procedures and risk assessments, taking account of ground conditions, equipment use and the presence of members of the public. Council staff are responsible for directing activity on site and may implement control measures where required. Where circumstances present a risk to safety or do not meet required standards, burial activity may be delayed or amended until appropriate conditions are achieved. 6.3 Coffin, Casket and Identification Requirements Accurate information is essential to ensure that burials are undertaken correctly and without risk. Details provided as part of the burial application, including the size and type of coffin or casket, are used to prepare the grave and plan the burial safely. Where necessary, checks may be undertaken at the cemetery to confirm that the information is consistent with what has been submitted. All interments must be clearly identifiable. Appropriate identification must accompany coffins, caskets or cremated remains and must correspond with the approved application. This ensures accurate record keeping and protects the integrity of burial records over the long term. Where discrepancies arise, or where information is incomplete, the burial may be delayed until the issue has been resolved. 6.4 Arranging a Burial Burials are typically arranged through a funeral director, who will liaise with Bereavement Services to coordinate arrangements and confirm all required details. It is also possible for individuals or families to deal directly with the Council. In these cases, guidance is available to support applicants in understanding the process and meeting statutory requirements. Arrangements for burial will normally include: • Agreement of burial location and lair • Submission of the required application and documentation • Confirmation of burial date and time • Specification of the type of interment The service aims to accommodate requests in a timely and flexible manner, recognising the importance of providing a responsive service to bereaved families. Page 103 of 296
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Burial Management Plan 13 6.5 Burial Applications and Approval All burials must be supported by a valid application in line with statutory requirements. Applications are reviewed in advance to ensure that all necessary information has been provided and that the burial can proceed in accordance with legal and operational standards. Where issues are identified, they will be raised with the applicant or funeral director to allow for correction prior to the scheduled burial. The Council may refuse or postpone a burial where legal requirements have not been met or where concerns remain unresolved. This process ensures compliance with legislation and supports the accuracy and reliability of burial records. The burial administration process is managed through a structured procedure to ensure that all statutory, operational and record-keeping requirements are met. This includes receipt and verification of burial applications, validation of supporting documentation, confirmation of lair availability, authorisation of the interment, and communication of burial instructions to cemetery staff. Following the burial, records are updated, documentation is archived, and associated administrative actions are completed. A detailed process flow is provided in Appendix A. 6.6 Burial Procedures Detailed operational procedures and associated risk assessments are in place to support the safe and consistent delivery of burial services. These procedures cover all stages of burial activity, including grave preparation, excavation, interment and reinstatement of ground conditions. Burial operations are undertaken by trained and competent staff in accordance with approved safe systems of work. Procedures include arrangements for grave location verification, grave excavation and preparation, management of excavation safety, conduct of the interment, reinstatement of the burial area and completion of associated records A summary of the operational burial process is provided in Appendix B, with detailed procedures, work instructions and risk assessments maintained separately for operational use. This approach allows operational documents to be reviewed and updated as required while ensuring burial services continue to meet legislative requirements, health and safety obligations and expected service standards 7.0 Grounds Maintenance Grounds maintenance is managed as a core element of cemetery operations, supporting safe access, site presentation and the long term condition of the estate. Page 104 of 296
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Burial Management Plan 14 The service is delivered through a planned maintenance regime, with activity prioritised according to site usage, layout and condition. This ensures that key areas, including access routes and frequently visited sections, are maintained to an appropriate standard while allowing resources to be applied proportionately across a varied estate. Seasonal variation and weather conditions are managed through flexible deployment of resources, enabling the service to maintain standards and respond effectively to emerging issues. To provide greater clarity on the types of routine activity undertaken across the cemetery estate, a summary of typical maintenance tasks and frequencies is set out below. This table provides an indicative guide and may be adjusted to reflect site conditions, seasonal factors and operational priorities. Table 3: Maintenance activities Activity Typical Frequency / Approach Grass cutting Undertaken on a regular cycle during the growing season, typically from April to September, with frequency adjusted to site use and weather conditions Grass edging Managed on a rolling programme to maintain access routes, grave edges and presentation standards Weed control (paths and road edges) Targeted treatment carried out primarily during spring and autumn, with a focus on safety and access Removal of floral tributes Floral tributes are normally removed after a 14 day period following burial. Protective cages may be placed on new graves to prevent deer from disturbing floral tributes. These will normally remain for 14 days but may be removed or relocated earlier where required. Removal of festive floral tributes Tributes placed in December are normally removed at the end of February Tree maintenance Inspections and works carried out as required, based on condition, safety considerations and specialist advice Litter picking Routine litter picking undertaken, with frequency increased at busier sites Foundations and memorial bases Installed or repaired as required to support memorial works and maintain site safety Emptying of bins Serviced daily at high-use cemeteries and on a reduced frequency at quieter sites Shrub beds and planted areas Maintained periodically throughout the year, typically on a twice-yearly cycle Levelling of sunken lairs Undertaken as part of ongoing maintenance, with repeat visits where settlement continues following burial 8.0 Biodiversity We recognise that cemeteries are important green spaces that support local biodiversity, providing valuable habitats for a range of plant and animal species. Page 105 of 296
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Burial Management Plan 15 Our approach supports the North Lanarkshire Local Biodiversity Action Plan (LBAP), which includes specific action plan for Graveyards and Cemeteries as biodiversity assets. We aim to balance their primary function as places of remembrance with opportunities to enhance wildlife. Biodiversity improvements have already been introduced at some sites, including the creation of wildflower meadow areas to support pollinators. We will continue to explore further opportunities, such as reduced mowing, native planting, and habitat features, where appropriate. All measures will be implemented sensitively to maintain the dignity and accessibility of our cemeteries. Future burial developments will take account of emerging biodiversity requirements, including biodiversity net gain principles, and are likely to incorporate enhanced biodiversity measures as standard within site design and management. 9.0 Quality Standards The Cemeteries Service operates within nationally recognised management standards and holds ISO 9001 (Quality Management) and ISO 14001 (Environmental Management) accreditation. These standards provide assurance that services are delivered in a consistent, structured and environmentally responsible way. The Council’s performance is regularly reviewed through internal and external audits. Where any issues are identified, actions are put in place to address them and improve how the service operates. This approach supports ongoing improvement across key areas such as customer service, health and safety, environmental management and the care of cemetery grounds. It helps ensure that cemeteries are managed to a high standard and continue to meet the needs of communities. 10.0 Records Management Accurate record keeping is essential to the management and long term care of cemeteries. North Lanarkshire Council maintains burial records, lair ownership details and memorial information in secure digital systems. This ensures that information is preserved and is easy to access and available when required. These records support day to day services and allow the Council to respond efficiently to enquiries from families, funeral directors and other stakeholders. Digital systems also help ensure consistency and support informed decision making. Page 106 of 296
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Burial Management Plan 16 Information relating to inspections and memorial safety is also recorded digitally. This provides a clear record of inspections and any actions taken, helping the Council to meet its health and safety responsibilities and manage risks across cemetery sites. The Council continues to improve how information is managed, including the development of digital mapping systems which link records to physical locations within cemeteries. This supports more accurate record-keeping, efficient inspections and better planning of maintenance work. 11.0 Risk The long term provision of burial space involves a number of challenges. These include changes in future demand, the availability of suitable land and the time required to develop new cemetery space. Several cemeteries are expected to reach capacity within the next 3 to 10 years if no further action is taken (see Appendix C for a full list of cemeteries and projected lair run out dates). There is also a risk that burial provision in some areas may not meet local demand. The Council addresses these risks through ongoing monitoring, forecasting and forward planning, supported by the Burial Space Strategy. This allows potential pressures to be identified early and managed in a planned and proportionate way. 12.0 Burial Capacity & Forward Planning 12.1 Capacity Pressures North Lanarkshire Council is experiencing ongoing pressure on burial space due to population trends, historic patterns of provision and increasing demand for land. The Council manages 33 cemeteries and churchyards, with only a limited number currently open for new lair sales. Several of these sites are expected to reach capacity within the next 3 to 10 years. Around 1,900 interments take place each year. This figure includes both coffin and casket burials. Several cemeteries are approaching their remaining capacity limits. Developing new burial space can take between five and ten years, due to the need to identify suitable land, assess ground conditions, and complete planning and development processes. These factors highlight the importance of forward planning to ensure that burial services can continue to be provided locally without disruption. Page 107 of 296
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Burial Management Plan 17 12.2 Strategic Approach to Burial Capacity The Council has adopted a structured approach to managing burial space, as set out in the Burial Space Strategy and is currently in development. This focuses on making the best use of existing sites before progressing to more complex and resource intensive solutions. Priority is given to using available land within existing cemeteries, followed by extensions where possible. New cemeteries or additional sites are developed where there are no suitable alternatives. Capacity is monitored through regular assessments of lair availability, helping to identify areas where future pressure may arise. As part of this approach, a new cemetery at Pather has been developed and will open for new interments in 2027. The site provides approximately 1,000 lairs, representing around 12 years of burial capacity to support future demand in the area, with further phases of development possible in future. 12.3 Alternative Interment Options The Council recognises that relying solely on traditional burial plots is not sustainable in the long term. To help manage capacity, a range of alternative interment options are being developed. These include the increased use of cremated remains within existing lairs, smaller plots that use space more efficiently, and casket-only burials which require less ground depth. Above-ground options, such as columbaria, are also being provided where appropriate, along with designated areas for the scattering of ashes. These options help make better use of available space while continuing to offer appropriate choices for families. The introduction of time-limited lair tenure from 2026 will also support the sustainable use of burial land. 12.4 Forward Planning and Monitoring Burial capacity is actively managed through regular monitoring and forecasting. Information on lair availability is combined with population data to help predict future demand. This approach has been strengthened through the use of a forecasting model that draws on both national and local data. This allows the Council to respond more effectively to changing trends and plan ahead with greater confidence. Page 108 of 296
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Burial Management Plan 18 The model helps identify where capacity pressures may arise and informs decisions on land requirements, cemetery extensions and future investment. This ensures that burial services can continue to be provided in a planned and sustainable way. 13.0 Burial Rights From 1 March 2026, new burial rights will be granted on a time limited basis rather than in perpetuity. For any lair purchased on or after this date: • Burial rights will be granted for an initial period of 25 years from the date of purchase • At the end of this period, the lair holder may apply to extend the right for a further 10 years • Additional 10-year extensions can be requested thereafter, with no limit on the number of extensions These changes support the long-term sustainable management of burial land while continuing to provide flexibility for families. Existing lair rights are not affected and will remain in place under their original terms 14.0 Fees and Charges Burial fees and charges are set by North Lanarkshire Council and are subject to periodic review. The Council aims to ensure that charges are fair, transparent, and reflect the cost of providing burial services, while remaining sensitive to the needs of bereaved families. A full schedule of current fees and charges is provided in Appendix D. Further information and the most up to date charges are available on the Council’s website 15.0 Equality North Lanarkshire Council is committed to delivering bereavement services that are accessible and inclusive. Cemeteries are maintained with regard to accessibility where practicable, recognising the constraints of older sites. Provision is made to meet cultural and faith requirements, including designated Muslim burial areas at Cambusnethan and Eastfield Cemeteries. The service works with families and funeral directors to accommodate different practices within operational and legislative frameworks. Page 109 of 296
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Burial Management Plan 19 16.0 How to get in touch The Council is committed to providing a responsive and sensitive burial service. If you require further information about any aspect of cemetery services, or wish to make an enquiry, please contact us using the details below. Cemeteries Service North Lanarkshire Council • Website: www.northlanarkshire.gov.uk • Telephone: 01698 403110 • Email: cemeteries@northlan.gov.uk Enquiries may relate to: • Burial arrangements and availability • Lair ownership and transfers • Memorial permits and regulations • Grounds maintenance and inspections • Bereavement support and guidance Further information, including current fees and application forms, is available on the Council website Page 110 of 296
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Burial Management Plan 20 Appendix A Burial Administration Process Flow & Booking Forms Page 111 of 296
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Burial Management Plan 21 Appendix B Burial Procedures Process Page 112 of 296
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Burial Management Plan 22 Appendix C Projected Lair Run Out Dates Cemetery Runout Date of Developed Lairs (April 2026) Cambusnethan Cemetery 01/04/2029 Coltswood Road Cemetery 01/04/2029 Eastfield Cemetery 01/09/2029 Kilsyth Cemetery 01/06/2030 New Monkland Cemetery 01/02/2031 Bothwellhaugh Cemetery 01/02/2034 Benhar Cemetery 01/09/2034 Cambusnethan Cemetery Muslim Burial Space 01/06/2039 Eastfield Cemetery Muslim Burial Space 01/06/2111 Page 113 of 296
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Burial Management Plan 23 Appendix D Schedule of Burial Fees & Charges (2026/27) Service Resident (£) Non-Resident (£) Purchase of lair 1,253.54 1,665.88 Purchase of lair (Kilsyth) 926.1 1,157.63 Interment (adult) 1,225.98 1,240.31 Interment (adult – Saturday / public holiday) 1,532.48 1,532.48 Interment (cremation casket) 336.26 364.93 Interment (cremation – weekend / public holiday) 420.05 420.05 Transfer / duplicate lair certificate 49.61 49.61 Memorial permit (incl. foundation fee) 284.45 284.45 Records search (per hour) 23.15 23.15 Note: All fees for a Juvenile 17 and under and stillborn infant (24 weeks of pregnancy or more) are free of charge. This includes the new lair fee, interment fee and memorial permit fee. This is not applicable to Non Viable Foetus babies (under 24 weeks) Non-resident new lair and interment fees are benchmarked against Glasgow City Council. Non- resident fees are only applicable when an interment is taking place in a new lair. Page 114 of 296
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Burial Management Plan 24 Appendix 2: Individual Cemetery Management Plan Template Item Number Description 1.1 Purpose of the plan 1.2 Legislative context (Burial (Scotland) Regulations 2025) 1.3 Role of North Lanarkshire Council 1.4 Scope 2.1 General 2.2 Location 2.3 Land Ownership 2.4 Site Operation Details 2.5 Site Facilities 3.1 Current burial capacity (coffin & ashes) 3.2 Remaining lifespan (if known) 3.3 Areas designated 3.4 Lair policy 4.1 Booking and authorisation process 4.2 Grave preparation 4.3 Interment procedures 4.4 Ashes interments 4.5 Record keeping 5.1 Grass cutting and landscaping 5.2 Memorial management 5.3 Roads 5.4 Reference to maintenance schedules 6.1 Types of Inspection 6.2 Frequency 6.3 Recording systems 6.4 Reporting and follow-up actions 7.1 Equipment used 7.2 Maintenance arrangements 7.3 Inspection and servicing regimes 7.4 Contingency for breakdowns 8.1 Compliance with H&S legislation 8.2 Risk assessments 8.3 PPE 8.4 Site safety controls 8.5 First aid provision 9.1 Roles and responsibilities 9.2 Competency requirements Page 115 of 296
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Burial Management Plan 25 9.3 Training arrangements 10.1 Opening hours 10.2 Access arrangements 10.3 Signage 10.4 Behaviour expectations 10.5 Contractor controls 11.1 Trigger Events 11.2 Operational Response Measures 11.3 Co-Ordination & Communication 12.1 Litter control 12.2 Pest control 12.3 Drainage 12.4 Visual amenity 13.1 Plan review frequency 13.2 Responsibility (Bereavement Services Manager) 14.1 Site layout drawing 14.2 Maintenance schedule 14.3 Inspection templates 14.4 Risk assessments Page 116 of 296
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1 North Lanarkshire Council Report Environment and Climate Change Committee Does this report require to be approved? ☒ Yes ☐ No Ref RT-23-036 Date 12/08/26 Local Transport Strategy From Pamela Humphries, Chief Officer (Place) E-mail Gary Wood, woodg@northlan.gov.uk Executive Summary The Local Transport Strategy (LTS) sets out North Lanarkshire Council’s vision for transport over the period 2026–2036, to deliver a well-connected, sustainable, accessible and resilient transport system that supports economic growth, health and wellbeing, and the safe movement of people and goods. The strategy has been informed by data analysis, policy review and extensive engagement, identifying key challenges including high car dependency, declining public transport satisfaction, localised congestion, safety concerns and inequalities in access to transport. In response, the LTS establishes clear priorities and objectives focused on improving accessibility, supporting sustainable travel, enhancing safety, strengthening economic connectivity and addressing climate change. A programme of actions has been developed across key themes such as active travel, public transport, road safety, maintenance and decarbonisation, with delivery led by the Council, as well as in partnership with regional and national organisations. Implementation will require continued collaboration and external funding, with progress monitored through a structured framework to ensure the strategy remains effective and responsive over its lifetime. Recommendations It is recommended that Committee: 1 Approve the Local Transport Strategy (Appendix 1) 2 Acknowledge that progress of the LTS will be reviewed primarily using the Monitoring and Evaluation Plan and reported to Committee on a biennial basis. Item 7 Page 117 of 296
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2 1. Background 1.1. North Lanarkshire’s transport network is essential for connecting communities, supporting economic growth and enabling daily travel. Changing travel patterns and environmental pressures now require an updated Local Transport Strategy (LTS). The previous strategy was published in 2010, and the new LTS reflects updated national, regional and local policy while setting the direction for transport infrastructure and services from 2026 to 2036. 1.2. The new strategy establishes a vision, priorities, objectives and a programme of policies and actions informed by evidence on local transport challenges and opportunities. Its development has been guided by Transport Scotland (Local Transport Strategy: Guidance, (2024)) and Scottish Transport Appraisal Guidance (STAG) principles, supported by a review of current conditions and extensive stakeholder and public engagement. 1.3. Feedback from the first consultation, combined with data analysis and policy review, shaped the identification of key issues and potential solutions, leading to the preparation of the draft LTS. A second consultation has since been completed, and the findings informed minor updates to the strategy. 1.4. Ongoing monitoring and evaluation will track delivery over the ten-year period, with a mid-term review to ensure the strategy remains fit for purpose. Progress will be reported to Committee on a biennial basis 2. Report Context for the Local Transport Strategy (LTS) 2.1 North Lanarkshire Council, as the Roads Authority, is responsible for maintaining and improving the local road network to ensure it is safe, resilient and fit for purpose. The Council works in partnership with Transport Scotland and Strathclyde Partnership for Transport (SPT) to support the delivery of transport infrastructure and services across the area. 2.2 North Lanarkshire is a largely urban authority with 86% of residents living in urban areas, although rural communities experience higher transport costs, reflecting inequalities in accessibility. The area has an ageing population and relatively high levels of deprivation, with 34% of neighbourhoods amongst the most deprived in Scotland. Despite this, The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (21) Continue to identify and access opportunities to leverage additional resources to support our ambitions Programme of Work Statutory / corporate / service requirement Page 118 of 296
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3 economic performance is improving, with growth in Gross Value Added (GVA) outpacing the national average. 2.3 Travel patterns are dominated by private car use, with over half of residents driving to work, while public transport usage and satisfaction have declined in recent years. Although walking remains common for short journeys, cycling levels remain low. 75% of travel to work journeys originating in North Lanarkshire are to a destination within the North Lanarkshire area. 2.4 The transport network includes an extensive road system, 25 rail stations and over 1,700 bus stops. However, bus service frequency and evening provision are limited in many areas. Rail patronage is recovering but remains below pre-pandemic levels. Congestion is an issue in several towns, and the existing road network is more orientated east–west, with weaker north–south connectivity. 2.5 Progress has been made in developing active travel infrastructure, with 18km delivered between 2022 and 2025, with further expansion planned to create a comprehensive and accessible network. Park and Ride provision is largely established, while demand responsive transport provides essential services for vulnerable groups. 2.6 Improving road safety is a key responsibility of the Council, focusing on reducing both the number and severity of accidents, in partnership with organisations such as Police Scotland and Transport Scotland. Traffic levels and vehicle kilometres have continued to rise, contributing to congestion, environmental impacts and safety challenges. 2.7 The Council is working to help address climate change and air quality issues, including promoting modal shift to active travel and sustainable transport such as public transport and rail use, supporting the uptake of electric vehicles, and improving charging infrastructure. While digital connectivity is generally strong, gaps remain in rural areas. 2.8 The Local Transport Strategy was developed within a strong policy framework that prioritises sustainable travel, reduces reliance on private car use, and supports the transition to net zero. The strategy aligns with national and regional policies, focusing on improving accessibility, reducing inequalities, enhancing safety, and creating a more sustainable and integrated transport system. Engagement on LTS 2.9 Between November 2024 and February 2025, a comprehensive programme of engagement was undertaken to support development of the Local Transport Strategy. This included a 13-week public consultation, stakeholder workshops and community drop-in sessions. Over 1,100 responses were received, ensuring a broad range of views were captured. 2.10 Feedback consistently highlighted public transport as a key area for improvement, particularly in relation to service frequency, reliability and connectivity, including links between towns and key services. Respondents also identified a need for enhanced walking, wheeling and cycling infrastructure to support greater uptake of active travel. Page 119 of 296
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4 2.11 Key concerns raised included limited rural transport provision, accessibility issues at bus stops and on vehicles, parking pressures, and the condition and maintenance of roads and footways. Safety was also a recurring theme, particularly relating to personal security when walking or using public transport, and road safety around schools. 2.12 There was strong support for measures to encourage behaviour change, investment in low-carbon transport, and improved community engagement. Respondents emphasised the importance of inclusive and accessible consultation methods to ensure all groups are effectively represented. It was highlighted that digital-only engagement often limits accessibility and awareness. Overall Challenges and Opportunities from Consultation Feedback 2.13 A range of overall challenges and opportunities were identified through engagement and public consultation, data analysis and a review of existing policies and strategies. Some of the main themes from the public consultation feedback are outlined in paragraphs 2.14 – 2.18: 2.14 Active travel is constrained by a lack of safe and accessible infrastructure, contributing to continued car use for short journeys, but there is clear potential to expand networks and encourage a shift to walking, wheeling and cycling. We will continue to work with Transport Scotland to secure external funding, ring-fenced to support delivery of this work. Currently, this funding is allocated on an annual basis. 2.15 The road network experiences congestion issues in several locations and road safety concerns persist, particularly around schools and speeding. Targeted improvements and partnership working as identified in the Council’s Road Safety Plan will provide opportunities to address these issues. 2.16 Decarbonisation remains a significant challenge due to transport emissions and limited electric vehicle infrastructure, with opportunities to expand public charging provision including through the Glasgow City Region EV project, and support for fleet transition to electric, and rail freight. 2.17 Public transport faces ongoing issues with reliability, frequency, connectivity and accessibility, particularly in rural areas, although there are potential opportunities to improve services and infrastructure in the future through regional partnerships and major projects. 2.18 Additional priorities identified include improving road and footway maintenance, promoting behaviour change, enhancing engagement with communities, improving digital connectivity and addressing parking pressures through improved enforcement. LTS Vision Statement, Priorities and Objectives 2.19 A vision for the Local Transport Strategy was then developed, setting out the ambition for North Lanarkshire to be a well-connected area with a sustainable, accessible and Page 120 of 296
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5 resilient transport system that supports economic growth, health and wellbeing, and the safe movement of people and goods. 2.20 This vision is supported by five key priorities: • Improve accessibility and reduce inequalities • Protect the environment and take climate action • Enable a safe, resilient and equitable transport system that is sustainable • Support inclusive economic growth • Improve the health and wellbeing of our communities 2.21 To deliver these priorities, a set of five Transport Planning Objectives (TPOs) has been established. The TPOs are aligned with the objectives captured within The Plan for North Lanarkshire and are: • TPO1 Provide a sustainable and accessible transport network which strengthens connectivity across North Lanarkshire and supports environmental targets • TPO2 Increase the mode share of trips undertaken by shared, active and public transport modes for work, study and leisure trips • TPO3 Support the efficient and sustainable movement of people and goods to support the local, regional and national economy • TPO4 Support safety improvements across the transport network and promote the personal safety and security of users • TPO5 Promote a well maintained and resilient transport network that adapts to the effects of climate change LTS Policies and Actions 2.22 A long list of potential transport interventions was developed based on consultation feedback, policy review, data analysis and identified challenges and opportunities. This was refined through a sifting process to remove duplication and non-transport related items, resulting in a shorter list of options. 2.23 These options were then appraised against the Transport Planning Objectives, STAG criteria and deliverability considerations. This process resulted in 33 potential interventions being retained, which form the basis of the policies and actions to be delivered through the Local Transport Strategy. 2.24 The retained interventions have been grouped into 12 thematic action areas, covering active travel, behaviour change, public and shared transport, decarbonisation, safety, freight, maintenance, road safety and network management, parking, and digital and technology, alongside overarching actions. 2.25 Eleven supporting policies have been developed to provide the framework for delivery, with each policy linked to a range of actions. These collectively set out how the Council and its partners will deliver improvements to the transport network over the lifetime of the strategy. Implementation and Monitoring Page 121 of 296
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6 2.26 The Local Transport Strategy sets out a clear vision for the period 2026–2036, that North Lanarkshire will be a well-connected place, with an efficient transport system that is sustainable, accessible and resilient, supporting inclusive economic growth, health and wellbeing of all and facilitating the safe movement of people and goods. 2.27 Delivery will be achieved through a combination of Council-led actions and partnership working with organisations such as SPT, recognising that some actions will be delivered over longer timescales, particularly major infrastructure projects and will be subject to available resources. 2.28 The strategy requires significant investment, and the Council will continue to seek external funding and work collaboratively to maximise available resources and support delivery. 2.29 Progress of the LTS will be reviewed primarily using the Monitoring and Evaluation Plan and reported to Committee on a biennial basis. A mid-term review will also be undertaken to ensure the strategy remains relevant and effective. Next Steps 2.30 This Local Transport Strategy (LTS) establishes the vision and direction for transport in North Lanarkshire over the next 10 years, 2026 to 2036. It will be delivered through a series of policies and actions, which have been developed through comprehensive policy review, data analysis and stakeholder consultation. Governance of the strategy will continue through the Local Transport Strategy Steering Group to ensure alignment with other strategies and projects. 3. Measures of success 3.1 Regular monitoring of the Key Performance Indicators (KPIs) that make up the Monitoring and Evaluation Plan to ensure they are progressing as per the relevant identified trend direction or target by 2036. Examples of which include: • KPI 1: Amount (kms) of active travel routes created which will improve the ability of all people to walk, wheel and cycle throughout North Lanarkshire increasing from 18kms in 2024 • KPI 9: Number of bus stops in North Lanarkshire with improved accessibility, including boarding and crossing points reaching the target of all bus stops having improved accessibility by 2036. • KPI 10: Number of public facing EV charging points across North Lanarkshire owned by Council increasing from 110 in 2025. Page 122 of 296
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7 4, Supporting documentation Appendix 1 – Local Transport Strategy Other supporting documentation listed below can be found here Local Transport Strategy | North Lanarkshire Council • Executive Summary • Case for Change • Local Transport Strategy: Consultation Dec 2025 – February 2026 • Draft Strategic Environmental Assessment (SEA) • Habitats Regulations Assessment (HRA) • Integrated Impact Assessment (IIA) Pamela Humphries Chief Officer (Place) Page 123 of 296
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8 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? An Integrated IImpact Assessment was undertaken and concluded that the actions contained within the LTS are expected to have largely positive impacts on protected characteristic groups, children and young people, socio-economically disadvantaged groups and on health inequalities. 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? Implementation costs to be met from a combination of relevant Council capital funding budgets and external funding streams such as Transport Scotland’s Active Travel Infrastructure Fund and SPT’s People and Place Programme. 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 124 of 296
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9 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? Reduction in carbon emissions due to modal shift from private cars to active and sustainable modes of transport 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? Comms will be required when engaging with the communities re active and behaviour change projects 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? Page 125 of 296
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10 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 ☐ Click here to enter a date. Page 126 of 296
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Prepared for: North Lanarkshire Council Local Transport Strategy Draft 2026-2036 Page 127 of 296
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ii Table of Contents 1. Introduction .................................................................................................................. 1 Local Transport Strategy (LTS) Process ....................................................................... 1 Roles and Responsibilities ........................................................................................... 2 2. Context for the Local Transport Strategy (LTS) ............................................................ 4 Socio-Economic Context .............................................................................................. 5 Transport Context ........................................................................................................ 7 Policy Context ............................................................................................................ 18 3. How we engaged on the LTS ..................................................................................... 20 Engagement Activities ................................................................................................ 20 Key Findings .............................................................................................................. 20 4. Overall Challenges and Opportunities ........................................................................ 23 5. LTS Vision Statement, Priorities and Objectives. ........................................................ 25 Priorities ..................................................................................................................... 25 Objectives .................................................................................................................. 25 6. LTS Policies and Actions ............................................................................................ 27 Option Generation and Appraisal Process ................................................................. 27 Policies and Actions ................................................................................................... 27 7. Implementation and Monitoring .................................................................................. 41 Delivery ...................................................................................................................... 41 Funding ...................................................................................................................... 41 Monitoring and Evaluation .......................................................................................... 41 8. Next Steps ................................................................................................................. 42 Appendix 1 - Policies and Actions ....................................................................................... 43 Appendix 2 - Monitoring and Evaluation Plan ...................................................................... 48 Page 128 of 296
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iii Figures Figure 1: LTS Process ........................................................................................................... 1 Figure 2: North Lanarkshire Council Road Assets (as of Nov 2025) ...................................... 2 Figure 3: Selected Transport Roles and Responsibilities ....................................................... 3 Figure 4: Local Transport Strategy Context Highlights ........................................................... 4 Figure 5: 6-fold Urban Rural Classification in North Lanarkshire ........................................... 5 Figure 6: SIMD Deciles 2020 in North Lanarkshire ................................................................ 6 Figure 7: Proposed Active Travel Network ............................................................................. 7 Figure 8: Rail Network in North Lanarkshire .......................................................................... 9 Figure 9: Bus Routes in North Lanarkshire (Source DataCutter, 2023) ............................... 10 Figure 10: North Lanarkshire Bus Stop Average Frequency (Source: SPT) ......................... 11 Figure 11: Road Network in North Lanarkshire .................................................................... 14 Figure 12: North Lanarkshire and Scotland Travel to Work or Study Mode Share (Census 2022) .................................................................................................................................. 16 Figure 13: Travel to School Mode Share 2014 - 2024 ......................................................... 17 Figure 14: NTS2 Sustainable Travel Hierarchy and Sustainable Investment Hierarchy ....... 18 Figure 15: Key National, Regional and Local Strategies and Policies .................................. 19 Figure 16: Engagement Methods during the First Round of Consultation ............................ 20 Figure 17: Challenge and Opportunity Groups from First Round of Consultation ................ 21 Figure 18: Overall Challenges and Opportunities ................................................................ 24 Figure 19: Vision ................................................................................................................. 25 Figure 20: Priorities ............................................................................................................. 25 Figure 21: Transport Planning Objectives ............................................................................ 26 Figure 22: Option Generation and Appraisal Process .......................................................... 27 Page 129 of 296
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iv List of Acronyms AQAP Air Quality Action Plan AQMA Air Quality Management Area AQS Air Quality Scotland ATIF Active Travel Infrastructure Fund ATS Active Travel Strategy BIF Bus Infrastructure Fund CfC Case for Change DBFO Design, Build, Finance and Operate DPE Decriminalised Parking Enforcement DRT Demand Responsive Transport EALR East Airdrie Link Road EqIA Equality Impact Assessment EV Electric Vehicle GIS Geographic Information System GVA Gross Value Added GCRBP Glasgow City Region Bus Partnership HDV Heavy Duty Vehicle HGV Heavy Goods Vehicle HRA Habitats Regulations Appraisal IIA Integrated Impact Assessment KSI Killed or Seriously Injured KPI Key Performance Indicator LDP Local Development Plan LNR Local Neighbourhood Route LTS Local Transport Strategy MaaS Mobility as a Service MIRP Mossend International Rail-Freight Park NCN National Cycle Network Page 130 of 296
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v NLC North Lanarkshire Council NO2 Nitrogen Dioxide NPF4 National Planning Framework 4 NTS2 National Transport Strategy 2 ORR Office of Rail and Road PCN Penalty Charge Notice PM2.5 / PM10 Particulate Matter 2.5 / 10 P&R Park and Ride RAMP Road Asset Management Plan RTP Regional Transport Partnership RTPI Real Time Passenger Information RTS Regional Transport Strategy SEA Strategic Environmental Assessment SHS Scottish Household Survey SIMD Scottish Index of Multiple Deprivation SNR Strategic Network Route SPT Strathclyde Partnership for Transport SRBS Strathclyde Regional Bus Strategy STAG Scottish Transport Appraisal Guidance STPR2 Strategic Transport Projects Review 2 TPO Transport Planning Objective TRO Traffic Regulation Order ULEV Ultra Low Emission Vehicles Page 131 of 296
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vi Glossary of Terms Active Travel: Modes of transport that involve physical activity and do not rely on motorised vehicles. This includes walking, wheeling, and cycling. Active Travel Infrastructure: Dedicated infrastructure for those walking, wheeling, and cycling meeting the Active Travel Standards (widths, lighting, surfacing, and so on) as outlined within the Active Travel Strategy (ATS). Bus Priority Infrastructure: Physical and operational measures implemented in urban areas to give buses priority treatment over other vehicles on the road to help improve bus journey times and encourage use. Case for Change (CfC): This is a document that captures the reasons why transformation is necessary, demonstrates the problem or opportunity, and highlights to stakeholders the need for and importance of taking action. Community Transport (CT): These local, often non-profit transportation services are designed and tailored to assist individuals or groups who may struggle to use mainstream public transport due to physical, social, or economic challenges. Community transport is typically run by charities, local councils, or volunteer organisations. Data Zone: A geographical area used to produce statistics at a more granular level. Demand Responsive Transport (DRT): A type of flexible public transportation that operates based on passenger demand, rather than fixed routes or schedules. This on-demand system provides vehicles (such as minibuses) that are dispatched to pick up and drop off passengers at locations and times that are determined dynamically. Electric Vehicle (EV): A type of vehicle that is powered by electricity rather than fossil fuels like petrol or diesel. They are designed to be more energy-efficient, environmentally friendly, and cost-effective compared to conventional vehicles. Equality Impact Assessment (EqIA): A structured and systematic process undertaken to assess the effects or impacts of a council policy or function on removing barriers to equality. Footpath: An area designated for walking or wheeling, providing a safe passage for pedestrians away from vehicular traffic. Footway: A part of a road that is adjacent to the carriageway, sometimes referred to as a pavement. Habitats Regulations Appraisal (HRA): A legally required assessment process undertaken to determine whether a proposed plan or project is likely to have significant adverse effects on protected wildlife sites. Heavy Duty Vehicle (HDV): Vehicle with a gross vehicle weight of more than 3.5 tonnes or passenger transport vehicle of more than 8 seat buses and coaches Heavy Goods Vehicle (HGV): Large, motorised vehicles designed for transporting goods and materials, that often exceed 3.5 tonnes. These vehicles are typically used in freight and logistics industries and are essential for supply chain operations. Integrated Impact Assessment (IIA): A systematic planning tool used to holistically evaluate the consequences of proposed policies, projects, or budget decisions. It brings together an Equality Impact Assessment (EqIA), Fairer Scotland Duty Assessment (FSDA), Children’s Rights and Wellbeing Impact Assessment (CRWIA), and Health Inequality Impact Assessment (HIIA). Local Development Plan (LDP): A statutory document prepared by local authorities or planning bodies to outline the long-term future vision, policies, and proposals for land use and development within a specific area. Local Living: A concept that emphasises creating self-sufficient, sustainable, and accessible communities where residents can access essential services and amenities within their local neighbourhood, often within a short walk, bike ride, or public transport trip. Page 132 of 296
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vii Local Neighbourhood Routes (LNRs): Links to local destinations such as Town Centres, Town and Community Hubs, local transport links, local amenities, education, and employment. Mobility as a Service (MaaS): A digital platform or system that integrates different transport options, such as public transport, ride-sharing, bike-sharing, car rentals, and taxi services, into a single service. MaaS allows users to plan, book, and pay for their journeys across different modes of transport through one app or platform, offering a seamless travel experience. Mobility Hub: Often a strategically located site that brings together shared transport with public transport and active travel to provide people with a seamless switch between different modes of travel. National Cycle Network (NCN): A UK-wide, network of signed paths and mapped routes for walking, wheeling, and cycling. The NCN is managed by the Walk Wheel Cycle Trust (formerly known as Sustrans) and includes both traffic-free paths and on-road routes across urban and rural areas. Park and Ride (P&R): An integrated transport system where people drive to a designated car park, leave their car, and continue their journey by public transport such as bus or train. PM 2.5: Refers to fine particulate matter that has a diameter of 2.5 micrometres or less. This is a category of air pollution that consists of extremely small particles and droplets. PM 10: Refers to particulate matter with a diameter of 10 micrometres or less. This is a category of air pollution that consists of extremely small particles and droplets. Peak Period: Refers to specific times during the day when the demand for travel is at its highest. These periods are typically associated with commuting patterns, such as people traveling to and from work, school, or other regular activities. Public Transport: Shared transportation services such as buses, trains, subways, trams, and ferries. These services operate on fixed routes and schedules and provide alternative to private car use. Public transport is typically managed by government agencies, private operators, or a combination of both. Real-Time Passenger Information: Systems and technologies that provide passengers with up-to-date, live information about public transportation services. This includes details such as the arrival and departure times, as well as service disruptions, delays, and route changes. Scottish Transport Appraisal Guidance (STAG): An objective led framework used to develop and evaluate transport policies, plans, and projects in Scotland. Shared Transport: Transportation services and systems where users share access to options, rather than owning or using private vehicles exclusively. It includes a variety of modes, such as car-sharing, ridesharing, bike-sharing, and even shared electric scooters. Strategic Environmental Assessment (SEA): A systematic process used to integrate environmental and sustainability considerations into high-level decision-making, such as policies, plans, and programs. Strategic Network Routes (SNRs): active travel routes which are along main arterial routes and will link key destinations. Strathclyde Partnership for Transport (SPT): The Regional Transport Partnership (RTP) for the Strathclyde area and the largest of Scotland’s seven RTPs. It is responsible for planning, coordinating, and delivering transport services across the region. Sustainable Transport: Transportation systems and practices that minimise environmental impact, promote social equity, and maximise economic efficiency. Sustainable transport prioritises modes of travel that are environmentally friendly, such as public transport, cycling, walking, and low-emission vehicles. Trunk Road: Major highway that connects major cities, towns, airports, and ports, facilitating the movement of people and goods. Transport Scotland maintains the trunk road network. Page 133 of 296
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viii Traffic Regulation Order (TRO): A legal order (either permanent or temporary) made by a local authority in the UK to regulate or restrict the movement of traffic (vehicles, cyclists, and pedestrians) on public roads. TROs are used to implement traffic management measures, such as speed limits, parking restrictions, road closures, or pedestrian zones. Transport Scotland: The national transport agency for Scotland, part of the Scottish Government. It is responsible for developing and delivering transport policies, strategies, and infrastructure projects to improve mobility, connectivity, and sustainability across the country. Ticket integration: The coordination of ticketing systems across different transportation modes (e.g. buses, trains, trams, and subways) or operators, allowing passengers to travel using a single ticket, card, or payment method. Ultra Low Emission Vehicle (ULEV): A vehicle that produces minimal levels of harmful emissions compared to traditional petrol or diesel vehicles. In the UK, a ULEV is defined as a vehicle that emits 75 grams or less of CO₂ per kilometre driven, as measured under official test conditions. ULEVs typically include electric vehicles (EVs), plug-in hybrid vehicles (PHEVs), and hydrogen fuel cell vehicles (FCEVs). Walking, Wheeling, and Cycling: These are inclusive forms of active travel. Walking refers to any movement as a pedestrian, either unaided or using mobility aids. Wheeling involves any movement using wheeled mobility aids such as wheelchairs, and mobility scooters. Cycling involves riding a bicycle, which can be powered by hands and feet and includes any electric assistance such as E-Bikes. Page 134 of 296
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1 1. Introduction North Lanarkshire’s transport network plays a vital role in connecting communities, supporting economic growth, and facilitating everyday travel. However, with changing travel patterns, environmental challenges and evolving local needs, there is a clear need for an up- to-date Local Transport Strategy (LTS) which considers the current needs of people that live and work in and visit North Lanarkshire. Our previous LTS was published in 2010. Since then, policy context has evolved and this new LTS reflects the latest policies at a national, regional, and local level. It also outlines the future direction for the Council’s approach to the development and upkeep of transport infrastructure within the area, for the next ten years (2026 – 2036). It sets out a vision statement, transport priorities and objectives (Section 5) and a series of policies and actions (Section 6) which have been developed to address the transport needs of North Lanarkshire, alongside the evidence base of transport challenges and opportunities. The policy framework within which actions have been developed is also clearly set out within Section 2 and provides wider context for the LTS. The content of this strategy has been informed by a review of the current situation (Section 2) as well as the outcomes of an extensive round of stakeholder engagement and public consultation (Section 3). The strategy also sets out the process of how actions will be monitored and evaluated (Appendix 2) over the ten-year period it covers. Local Transport Strategy (LTS) Process The development of this LTS has followed Transport Scotland’s latest guidance (Local Transport Strategy: Guidance, (2024)) and has also been informed by Scottish Transport Appraisal Guidance (STAG). This is to ensure that the strategy is evidence-led based on local challenges and opportunities. The key stages of the development of the LTS are shown in Figure 1. Figure 1: LTS Process Complete • Policy Review • Data Analysis • Two rounds of Consultation • Challenges and Opportunities • Vision, Priorities and Objectives • Case for Change • Option Generation, Sifting and Appraisal • Delivery Plan • Local Transport Strategy (LTS) • Strategic Environmental Assessment (SEA) • Integrated Impact Assessment (IIA) • Habitats Regulations Appraisal (HRA) • Equality Impact Assement (EqIA) Future • Monitoring and Evaluation • Mid-term review Page 135 of 296
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2 The feedback from the first round of consultation combined with data analysis and a review of relevant policies, was instrumental in identifying key transport-related challenges, opportunities, and potential solutions. This led to the development of a draft LTS with proposed actions. A second round of consultation then took place, with the results being used to inform updates to the draft LTS and its supporting documents. Going forward, regular monitoring and evaluation of the LTS will then be undertaken to establish whether we are on track to deliver the objectives. Similarly, halfway through its lifetime the strategy will be reviewed to confirm that it is still fit for purpose. Roles and Responsibilities North Lanarkshire Council (NLC) As the Roads Authority, we have a duty to ensure the upkeep of our road assets, as shown in Figure 2. We also have a duty to provide a safe local road and footway network through maintenance of these assets and have the powers to improve this infrastructure, as necessary. Our responsibilities also include winter gritting, implementation of Traffic Regulation Orders (TROs) and flood risk management. Figure 2: North Lanarkshire Council Road Assets (as of Nov 2025) Partnership working with key organisations We collaborate closely with other organisations who are responsible for delivering transport infrastructure and services, in particular Transport Scotland and Strathclyde Partnership for Transport (SPT). An overview of the roles and responsibilities of the main organisations involved in delivering transport infrastructure and services in North Lanarkshire is provided in Figure 3. 1,575 km of carriageways 2,282 km of footways 620 km of footpaths 542 structures and bridges 61,241 street lighting columns Traffic management systems at 62 junctions and 177 pedestrian crossings Page 136 of 296
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3 Figure 3: Selected Transport Roles and Responsibilities Page 137 of 296
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4 2. Context for the Local Transport Strategy (LTS) This section sets out the Socio-Economic, Transport and Policy context for the Local Transport Strategy. The key points are highlighted in Figure 4. 86% of North Lanarkshire’s population live in urban areas while 14% live in small towns or rural areas. There is a split between urban and rural areas in terms of percentage of income spent on transport. Many urban areas show this as 12% or less, however, more rural areas show this to be 19-20%. North Lanarkshire Council is the fourth largest local authority in Scotland, with an aging population. 34% of North Lanarkshire is in the top 20% of most deprived areas in Scotland. In 2025, 76.1% of North Lanarkshire’s working age population is economically active (employed / unemployed but actively seeking work) versus the national average of 76.9%. 75% of travel to work journeys originating in North Lanarkshire are to a destination within the North Lanarkshire area. The proportion of households in North Lanarkshire with access to a car or van is broadly in line with the Scottish average at 74%, in 2022. 2022 Census data shows that the car is the predominant mode used for travelling to work or study for North Lanarkshire residents, with 51% driving. In 2023, 40% of journeys under 2 miles were made by walking and 3% under 5 miles were made by cycling. 18km of active travel infrastructure has been implemented in North Lanarkshire, between 2022 and 2025. There are 25 rail stations in North Lanarkshire; in 2023/24, the top three busiest stations in number of entries and exits were Croy (1,306,282), Motherwell (917,772) and Airdrie (774,562). The rail network consists of several primarily east-west rail corridors which are radial from Glasgow and serve destinations in neighbouring regions including Stirling, Falkirk, Edinburgh, and Lanark. There are over 1,700 bus stops in North Lanarkshire. In North Lanarkshire public transport satisfaction across bus and rail has been in decline in recent years, with 84% of respondents reporting they are very or fairly satisfied in 2014 compared to 61% in 2023. This compares to 64% nationally in 2023. Total vehicle kilometres across North Lanarkshire Council area are higher than pre- pandemic levels, with a 2% increase recorded between 2019 and 2023. There are 71 Council operated car parks which provide a total of almost 4,700 parking spaces combined; in 2023, 56 out of 88 car parks were more than 50% full, while 13 car parks were operating at maximum capacity. Road collision casualties across a 5-year average between 2019-2023 show that the average number of people per year killed or seriously injured (KSI) was 92. This is inclusive of the trunk road network in North Lanarkshire, over which North Lanarkshire Council has no remit. Between 2023 and 2024, Gross Value Added (GVA) per head in the area had increased by 12.5% compared to the national average of 9%. Figure 4: Local Transport Strategy Context Highlights Page 138 of 296
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5 Section 3 of the Case for Change (CfC) presents the full context for the LTS. Socio-Economic Context Population and Geography We are the fourth most populated local authority in Scotland, with over 340,000 people at the time of the 2022 Census, growing by 1% since 2011. Our population is ageing, with the proportion of people aged 66 and over increasing since 2011, whilst the proportion of people aged 65 and under reducing. North Lanarkshire consists of a diverse mix of urban and rural areas. Figure 5 shows the urban and rural areas based on the 6-fold Scottish Government Urban Rural Classification 2020. According to this classification, 39% of our population reside in large urban areas (settlements of >125,000 people) such as Motherwell, Wishaw, Bellshill, and Stepps, and 47% reside in other urban areas (settlements of >10,000 but <125,000 people), including Kilsyth, Cumbernauld, Moodiesburn, Airdrie and Coatbridge. Accessible small towns and rural areas make up the areas where the remaining 14% of the population reside. Figure 5: 6-fold Urban Rural Classification in North Lanarkshire Page 139 of 296
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6 Deprivation, Employment and Economy The levels of deprivation, as per the Scottish Index of Multiple Deprivation (SIMD), for each data zone in North Lanarkshire is shown in Figure 6 below. There is proportionally a higher level of deprivation in North Lanarkshire compared to Scotland with 34% of data zones in the lowest two deciles. Between 2016 and 2020, our area recorded a 6% increase in the number of 20% most deprived areas. Figure 6: SIMD Deciles 2020 in North Lanarkshire The Office for National Statistics shows the proportion of our working age population who are economically active is 76.1% as of 2025, which is very slightly lower than the national average of 76.9%. The Gross Value Added (GVA) per head is a measure of the value of goods and services provided in the area per resident. North Lanarkshire Council’s Programme of Work 2024 shows that GVA per head in the area has increased by 12.5% from 2023, compared to the national average of 9%. This provides an opportunity to maximise investment in infrastructure to support an efficient transport network and encourage economic activity. The Office for National Statistics shows disparity in transport expenditure across North Lanarkshire; this looks at the percentage of income spent on transport. Many urban areas show this as 12% or less, such as Motherwell, Wishaw, Coatbridge, Airdrie, and South Cumbernauld, however, more rural areas including Plains, Caldercruix, Shotts and Kilsyth show this to be 19-20%. Page 140 of 296
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7 Transport Context Active Travel Our Active Travel Strategy (ATS) was published in 2021 and sets out a vision for a “high quality, accessible active travel network which supports the well-being of our residents and visitors, enhances social inclusion and improves the ability of people to walk, wheel or cycle for any journey purpose in our area”. As can be seen in Figure 7, this active travel network will include the following: • The Strategic Active Travel Network, which will connect our key towns, providing direct, high-quality active travel links along main arterial routes that provide an attractive and sustainable travel option between our key towns. • The Local Neighbourhood Active Travel Network, which will provide vital local connections within our towns and direct links to our wider connecting routes. • The Connecting Active Travel Networks, which will also be developed in locations where there are opportunities to develop key active travel routes that are outwith the proposed Strategic or Local Neighbourhood Active Travel Network proposals. Figure 7: Proposed Active Travel Network In total, 10 Strategic Network Routes (SNRs) and 12 Local Neighbourhood Routes (LNRs) are proposed in the strategy. We have prioritised these SNRs and LNRs using a multi- criteria appraisal, with the higher priority routes being developed and implemented before other priority routes. These high priority routes have the potential to open up wider links with other existing or proposed active travel routes. Lower priority routes might not provide the same network connections but could be considered important for leisure trips. All of the SNRs and LNRs must meet specific design and construction standards to be classed as ‘active travel routes’, including: • Routes being accessible and safe for all (widths/surfaces/buffers) • Street lighting to adoptable standards being installed throughout all routes Page 141 of 296
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8 • Interactions at bus stops being designed to reduce conflict between pedestrians and cyclists • Construction depths for new active travel infrastructure following Cycling by Design Standards Between 2022 and 2025 we installed 18kms of active travel infrastructure throughout the North Lanarkshire area. In addition to the development of a strategic active travel network and local neighbourhood routes, we have a statutory duty to prepare a Core Paths Plan. This identifies a network of paths, including rights of way, footways, cycle tracks, and paths established through public path agreements with other landowners. The core path network has good coverage in the urban areas of Cumbernauld, Motherwell and Airdrie, though coverage is sparser in more rural areas. The National Cycle Network (NCN) is a UK-wide network of signed paths and routes which is maintained by the Walk Wheel Cycle Trust (formerly Sustrans) and includes routes which are traffic-free or quiet-way and adhere to a number of design principles to maximise quality. Two NCN routes serve North Lanarkshire with NCN75 providing a mostly off-road route from Caldercruix to Airdrie, Coatbridge and Uddingston in South Lanarkshire, and NCN754 running parallel to the Forth and Clyde Canal to the north of Cumbernauld. According to the Scottish Household Survey (SHS), in 2023 the number of journeys under 2 miles made by walking was 40% and under 5 miles by cycling was 3%. The proportion of adults (16+) travelling to work on foot and by bicycle was 9% and by bus and rail was 17% in 2023. Public Transport Public transport services in North Lanarkshire consist of rail and bus services. Overall, public transport satisfaction levels in North Lanarkshire have been in decline in recent years from 84% in 2014 to 61% in 2023, as per findings from the SHS. However, there are ambitions for improvements to public transport through: • Implementation of the approved Strathclyde Regional Bus Strategy (SRBS) • The Clyde Metro project, enabling a multi-modal integrated transport system for the Glasgow City Region. Rail Figure 8 shows the rail network in North Lanarkshire, and the locations of the 25 rail stations throughout the area. The network consists of a number of primarily east-west rail corridors which are radial from Glasgow and serve destinations in neighbouring regions including Stirling, Falkirk, West Lothian, Edinburgh and Lanark. Page 142 of 296
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9 Figure 8: Rail Network in North Lanarkshire Between 2013 and 2019 there was a general trend of growth in rail patronage at stations within North Lanarkshire. Rail patronage decreased sharply in 2020 owing to the effects of the COVID-19 pandemic and has been steadily recovering since. In 2023-24, rail patronage was 79% of the total patronage recorded in 2018-19, indicating that although there has been a recovery, rail travel in North Lanarkshire remains significantly lower than the pre-pandemic levels. Based on Office of Rail and Road (ORR) data the top three busiest stations in 2023/24 were Croy (1,306,282 trips), Motherwell (917,772 trips) and Airdrie (774,562 trips). The majority (17 out of 25) of rail stations in North Lanarkshire have at least 15 car parking spaces. Parking is free at most of these stations; the only exception being at Airdrie station, where charges apply for non-rail users. The stations with the greatest number of parking spaces are Croy (940 spaces), Drumgelloch (338 spaces) and Greenfaulds (320 spaces). Transport Scotland holds the majority of powers with regards to the rail network, which includes administering the ScotRail franchise, overseeing the funding of rail projects, and specifying and funding the outputs to be delivered by Network Rail. Since 2022, the ScotRail franchise has been operated by a publicly owned company called Scottish Railway Holdings Limited. The ScotRail franchise holder has responsibility for the provision of most rail services in Scotland (excluding cross-border intercity routes) and is responsible for the management of most rail stations in Scotland, including all within North Lanarkshire. Network Rail are responsible for the safe operation, maintenance and renewal of rail infrastructure. Powers around rail safety regulation sit with the ORR, the UK-wide regulator of the British rail network. Bus The bus network of North Lanarkshire is shown in Figure 9. There are a range of routes which originate, terminate or run through North Lanarkshire, serving areas including Glasgow, Edinburgh, South Lanarkshire, West Lothian, East Dunbartonshire and Falkirk, with some services using the M8 and M73. Page 143 of 296
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10 Figure 9: Bus Routes in North Lanarkshire (Source DataCutter, 2023) The frequency of services at each bus stop in North Lanarkshire is shown in Figure 10. This demonstrates that most bus stops have on average between one and two services operating per hour. At the same time, over half of bus stops in North Lanarkshire have no bus service beyond 20:00; the settlement of Shotts has no bus service after 21:00. Bus stops with an average of five or more services per hour are typically located along strategic corridors, such as: • A721 between Motherwell, Wishaw and Bellshill • A89 between Coatbridge and Airdrie • A722 between Wishaw and Newmains • North and South Carbrain Road in Cumbernauld Page 144 of 296
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11 Figure 10: North Lanarkshire Bus Stop Average Frequency (Source: SPT) The majority of buses in North Lanarkshire are operated on a commercial basis within a deregulated market environment, which we do not have direct control over. Bus services which are not commercially viable but deemed socially necessary can be subsidised and this is managed on our behalf by SPT. The maintenance and upkeep of bus-waiting facilities including stops, shelters and information provision is also undertaken by SPT. As part of our Public Transport Infrastructure Improvement programme, an accessibility audit of every bus stop in the area will be undertaken and appropriate improvements, such as crossing points, high access kerbs, bus shelters that can be accessed by all will be undertaken throughout the life span of this LTS. The Strathclyde Regional Bus Strategy (SRBS) was approved by the SPT board in September 2025 and sets out what we need from buses in the future - buses that are more frequent, more reliable, more affordable and easier to use. A better co-ordinated and more recognisable network that provides turn up and go services on key routes and enables a consistent level of service for towns and villages. The strategy proposes to take forward a ‘Franchising Route Map’. Key steps on the Franchising Route Map include developing a programme for bus franchising within 3 months of approval of the SRBS, developing and agreeing a governance plan with local authorities, and engaging with Transport Scotland and the Competition and Markets Authority regarding the application, and the need for changes to relevant Scottish Legislation. The introduction of a ‘franchised’ operating model as opposed to a commercially driven market will facilitate betterment with increased bus coverage across the network. A bus network that is more accessible and safer to use, with the benefits of a zero-emission fleet felt across the region. We are supportive of the strategy, however cognisant that there are still some challenges to be overcome prior to implementation including how this significant reform will be funded. Page 145 of 296
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12 Park and Ride (P&R) A key action in the Council’s previous Local Transport Strategy (LTS) was to introduce or expand Park and Ride (P&R) facilities across the area. As a result, most rail stations in North Lanarkshire now provide P&R. Monitoring of P&R delivered through the previous LTS indicates that while rail-based P&R can help reduce congestion on the wider network, it tends to redistribute traffic within the local network. Therefore, this LTS does not prioritise further P&R development. However, we will continue to work with partners to explore opportunities where P&R aligns with national priorities or offers the most appropriate solution to a specific issue. Clyde Metro SPT is the lead partner for development of the Case for Investment for Clyde Metro. This is a collaborative project, which includes Glasgow City Council and Transport Scotland as partners, which we are supporting and inputting into where appropriate. It aims to provide a step change in the region’s transport system in order to transform life opportunities for communities impacted by unaffordable, unreliable and poorly connected transport. The vision for the Clyde Metro is a fully integrated mass transit system which could include a variety of modes and services and is envisioned to be a long-term programme of delivery. It emerged as a key recommendation from the Strategic Transport Projects Review 2 (STPR2) and is included as one of 18 nationally important developments within National Planning Framework 4 (NPF4). Clyde Metro is significant to North Lanarkshire as proposed routes are likely to serve the council area. We are therefore engaging with SPT to help develop this work. The Case for Investment is progressing and will set out the business case for the project and arrangements for the initial delivery phases, including route selection, phasing and funding. It is anticipated this Case for Investment will be completed in early 2027, with the further stages including detailed appraisal, engineering design, making the financial case for funding and ultimately the delivery of future lines or routes. Shared Transport Shared Transport is where transport services and resources are shared by multiple users, either at the same time or one user after another. It can take a variety of forms including Community Transport, Demand Responsive Transport (DRT) and car clubs. Community Transport and Demand Responsive Transport Community Transport and DRT play a vital role in serving communities and passengers who are either unable to travel on, or live in communities not served by, regular timetabled services. Both services provide door to door service and are particularly useful for those with additional mobility needs who otherwise would be isolated. In North Lanarkshire, SPT operate five MyBus DRT services. MyBus provides a bookable, door-to-door transport service using low-floor and wheelchair friendly vehicles. Approximately 20,000 MyBus journeys were undertaken in North Lanarkshire between April 2024 and March 2025. Community Transport is typically provided by locally owned organisations, charities or volunteers and can be a vital lifeline service for many disabled or vulnerable people. The main Community Transport providers in North Lanarkshire are Getting Better Together, Cumbernauld Action for the Care of the Elderly and Glenboig Development Trust. Whilst these organisations provide bespoke and fully accessible services for people who would otherwise be unable to travel, the organisations status as charities means the funding for the services can be uncertain, being dependent on donations and accessing other specific funding, and delivery is reliant on volunteers. Car Clubs Car clubs allow users the flexibility of using a car, without being tied to car ownership. Typically, users will sign up to be part of the car club, usually run by a commercial Page 146 of 296
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13 organisation, book a car through an app and then pay for the mileage and/or duration of their hire. Parking We operate a Decriminalised Parking Enforcement (DPE) regime, which was introduced in 2018. The introduction of DPE transferred the responsibility of on-street parking enforcement from Police Scotland to the Council. It enables us to enforce our own parking restrictions, and issue Penalty Charge Notices (PCNs) to vehicles parked in restricted areas such as bus stops, double yellow lines and within controlled parking zones. To improve safety and access for pedestrians and other footpath users such as people using wheelchairs, enforcement of pavement parking restrictions began in March 2025, in line with the Transport (Scotland) Act 2019. There are 71 Council operated car parks in North Lanarkshire, including those at Blairhill, Drumgelloch, Greenfaulds, Motherwell, Whifflet, and Wishaw rail stations. Combined these provide a total of almost 4,700 parking spaces. Data shows that in 2023, 56 out of 88 car parks were more than 50% full, while 13 car parks were found to be operating at maximum capacity. There are currently no parking charges in place in Council operated car parks or any on-street locations. Road Network The major road network (motorways and A roads) within North Lanarkshire is shown in Figure 11. The trunk road network consists of the M8, which is the main route connecting Glasgow to Edinburgh and the busiest motorway in Scotland, as well as the M80, M73, M74 and A725. The maintenance of these routes, including bridges and other structures on the network, is the responsibility of Transport Scotland, with day-to-day maintenance undertaken through contracts in place with operating companies and Design, Build, Finance and Operate (DBFO) Concessionaires. In North Lanarkshire there are a total of three trunk road operating contracts in place: • South East Unit – Operated by BEAR Scotland. Encompasses the M8 east of Junction 6 • M8, M73, M74 DBFO – Operated by Scottish Roads Partnership. Encompassing the rest of the M8 in North Lanarkshire, M73, M74 and A725 • M80 Stepps to Haggs – Operated by BEAR Scotland on behalf of Highways Management Scotland. Encompassing the M80 in North Lanarkshire All other roads are deemed ‘local’ and hence are maintained and managed by us. We have responsibility over road and footway safety, street lighting, traffic management and enabling resilience to weather, for example through provision of drainage and flood defences. Page 147 of 296
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14 Figure 11: Road Network in North Lanarkshire The existing road infrastructure prioritises east-west movement, with major routes like the M8 and A8 focused on connecting Glasgow and Edinburgh. North-south travel relies on smaller, less efficient roads, which can lead to longer journey times and reduced accessibility between northern and southern areas within North Lanarkshire and beyond. The lack of a cohesive north-south corridor limits seamless movement between towns like Cumbernauld in the north and Motherwell or Coatbridge in the south. Traffic count data on our major roads from 2024 shows that volumes have only exceeded pre-pandemic levels on sections of the A8 and A725, with a 10% increase on the A8 in both directions compared to 2018, a 6% increase on the A725 northbound and a 11% increase on the A725 southbound compared to 2019. Sections on other routes such as the M8, and A73 observed a small decrease in traffic volume up to 4% compared to 2019, while traffic on the M80 was 13% lower than 2018. Although these road sections appeared less busy in 2024 than in 2018-2019, data indicate that overall, traffic levels on our major roads are on the rise. Data from Transport Scotland shows an increase in total vehicle kilometres across all North Lanarkshire Council roads to higher than pre-pandemic levels, with a 2% increase recorded between 2019 and 2023. Data analysis indicates that a number of junctions on the local network are currently operating beyond their capacity, resulting in localised instances of congestion. We are currently aware of congestion issues in Wishaw, Cumbernauld, Motherwell, Chryston and Muirhead and that more locations may come forward in the future. Road Safety Improving safety of our local roads is one of our critical responsibilities and reducing the risk of accidents, and the severity of any accidents which do occur is a key aim. We strive to achieve this by maintaining and improving road infrastructure, implementing traffic management measures and by analysing and preventing accidents. We also work closely with partners like Police Scotland and Transport Scotland to achieve safer roads for all users. Page 148 of 296
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15 Road traffic collision data has been analysed, based on a rolling 5-year average. Data shows that compared to a 2018-2022 baseline, in 2019-2023: • The average number of people per year seriously injured in road traffic collisions reduced from 88.2 people/year between 2018-2022, to 86.0 people/year between 2019-2023 (a decrease of 2%). • The average number of people per year killed in road traffic collisions reduced from 6.2 people/year between 2018-2022 to 6.0 people/year in 2019-2023 (a 3% decrease). • The average number of children per year (under 16 years of age) seriously injured in road traffic collisions increased from 11.6 children/year in 2018-2022, to 12.6 children/year in 2019-2023 (9% increase). • The average number of children per year (under 16 years of age) killed in road traffic collisions remained unchanged at 0.6 children/year in 2018-2022 and in 2019-2023. The accident data includes the trunk road network in North Lanarkshire, over which we have no remit. Furthermore, 18% of all fatalities in Scotland were a motorcycle rider or passenger, despite making up less than 1% of all road traffic nationally (Transport Scotland – Scottish Transport Statistics 2023). This disproportionate statistic emphasises the vulnerable nature of motorcycle usage. The main challenges we face while managing road safety are traffic congestion, weather- related hazards, funding constraints, and balancing urban and rural road safety needs. Tackling these challenges requires careful planning, collaboration, and sustained investment. Private Vehicles We recognise that private vehicles will continue to play a role in transport and facilitating a transition away from petrol and diesel vehicles towards more environmentally sustainable alternatives such as electric and low-emission vehicles may help contribute towards the decarbonisation of transport. According to the 2022 Census, the proportion of households, in North Lanarkshire with access to a car / van is broadly in line with the Scottish average at 74%. Similarly, the uptake of plug-in vehicles – as of 2024 – in North Lanarkshire is in line with the Scottish average at 776 compared to 781 per 100,000 population. This includes battery electric vehicles, plug-in hybrid electric vehicles and range extended electric vehicles. However, the uptake of Ultra Low Emission Vehicles (ULEVs) is lower in North Lanarkshire than Scotland as a whole, with 581 privately owned ULEVs per 100,000 people in North Lanarkshire, compared to 770 per 100,000 across Scotland. ULEVs are defined in the UK as vehicles that emit less than 75 grams of CO2 from the tailpipe for every kilometre travelled. The provision of Electric Vehicle (EV) chargers in North Lanarkshire is lower than Scotland, with 80 chargers per 100,000 people in North Lanarkshire, compared to 103 per 100,000 people across Scotland. However, rapid or faster chargers i.e. rated at 50 kilowatts (KW) or above, are 36 per 100,000 people in North Lanarkshire compared to 26 per 100,000 people across Scotland. Freight The efficient transportation of freight is important for the economic vitality of North Lanarkshire, and our primary role is to make sure that this is done as safely and sustainably as possible by providing local road-based infrastructure which is fit for purpose. NPF4 supports the implementation of infrastructure to improve rail capacity and connectivity, recognising that there is potential for significant emissions savings of approximately 75% when freight is transported by rail rather than road. Rail freight plays a crucial role in North Lanarkshire's logistics and manufacturing sectors, contributing to the region's economic development and sustainability goals. The two strategic rail freight sites in North Lanarkshire are Mossend International Railfreight Park Page 149 of 296
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16 (MIRP) and Coatbridge, which each have a significant share of Scotland’s domestic and maritime intermodal traffic. Rail freight infrastructure such as MIRP will facilitate a shift of freight from road to rail, helping to alleviate road congestion and improve overall traffic flow. Travel Patterns Travel patterns provide valuable insights into how people and goods move, revealing trends, behaviours, and challenges in transportation systems. They can also be used to help assess environmental impacts, economic activity, and barriers to mobility. 2022 Census data depicted in Figure 12, shows that the car is the predominant mode used for travelling to work or study for North Lanarkshire residents, with 51% driving; this is higher than the Scotland-wide figure of 46%. Other key differences include a slightly higher rail mode share compared to Scotland as a whole (3% compared to 2%), and a lower walking modal share (4% compared to 7%). Figure 12: North Lanarkshire and Scotland Travel to Work or Study Mode Share (Census 2022) 75% of travel to work journeys originating in North Lanarkshire are to a destination within the council area, with 11% the destination in Glasgow City Council area, 6% in South Lanarkshire, 2% in West Lothian and marginal proportions to other local authority areas. Travel to School data obtained through Walk Wheel Cycle Trust (previously Sustrans) Hands Up Scotland National Report from 2014 to 2024 are presented in Figure 13, showing the trend in mode share for travel to school in the last ten years. This demonstrates a decline in the proportion of pupils walking and taking the bus to school, which has corresponded with an increase in the proportion being driven, and smaller increases in the proportions cycling or scooting / skating. However, walking to school remains the highest mode share. This data is self-reported and only gathered on one single day a year, so does not take into consideration seasonal variations or any changes in travel patterns over that particular year. Õ→╗Źﻎσ ÏňτΓ♣ﻎÏ╤ﻎ→╗ﻎĚ╗→σ ﻎŃ→σ ¾ ?╗ň◘ňτěﻎÏﻎðÏ╗ﻎ→╗ﻎ◘Ïτ ¢Ï╛╛¾τě¾╗ﻎňτﻎÏﻎðÏ╗ﻎ→╗ﻎ◘Ïτ ±Ï♠ňﻎ→╗ﻎ╔╗ň◘Ï╤¾ﻎŃň╗¾ ~ →╤→╗ð♣ðΓ¾ﻠﻎ╛ð→→╤¾╗ﻎ→╗ﻎσ →╔¾× á τﻎĚ→→╤ 7ňð♣ðΓ¾ 7╩╛ﻠﻎσ ňτň¦ ╩╛ﻎ→╗ﻎð→ÏðŃ ±╗Ïňτ ∂τ×¾╗ě╗→╩τ×ﻠﻎ╛╩¦ ☺Ï♣ﻎ→╗ﻎ╤╗Ïσ á ╤Ń¾╗ ¢¾╗ð¾τ╤Ïě¾ﻎﻼ� � ~→×¾ Ä→╗╤ŃﻎxÏτÏ╗Ź╛Ńň╗¾ ©ð→╤ΓÏτ× Page 150 of 296
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17 Figure 13: Travel to School Mode Share 2014 - 2024 Air Quality We are required to produce an Air Quality Action Plan (AQAP), with the latest iteration published in 2023. Key achievements of the previous plan included revocation of the Croy Air Quality Management Area (AQMA). Since publication of the plan, further AQMAs have been revoked at Coatbridge and Chapelhall in 2024, following several years of compliance with national objectives. There remains one AQMA at Motherwell for PM10 pollution. However, while we are meeting the national objective, annual average concentrations of PM2.5 are higher in North Lanarkshire compared to the Scottish Average. To address this, some of key priorities for improving air quality will focus on: • Investigating air quality around schools in North Lanarkshire Council with focus on drop-off and pick-up times • Facilitate a modal shift from private car use to active travel and public transport • Lead by example in taking measures to reduce air pollution in North Lanarkshire, including decarbonisation of the Council’s vehicle fleet • Increase public facing Electric Vehicle (EV) charging infrastructure across North Lanarkshire We are also making continuous improvements to our vehicle fleet, with over 50% of vehicles fitted with tracking devices to monitor and provide information on idling, speeding and unnecessary journeys. Digital Connectivity In terms of broadband coverage, Ofcom Connected Nations Report from Spring 2025 noted that North Lanarkshire has good digital connectivity, with 99% of homes having access to Superfast broadband (over 30Mbps) and 54% of premises having access to full-fibre broadband. Whilst larger urban areas and key economic centres within North Lanarkshire have good coverage, those in more rural areas have lower accessibility to digital services. This can have an impact on the need to travel as a lack of digital connectivity may require more trips to be made to key services such as employment, health services and education. Page 151 of 296
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18 In terms of mobile data coverage, based on the same report, North Lanarkshire has 100% 4G coverage, above the national average (90%), and 58% coverage of 5G, compared to 25% nationally. Policy Context Since our last LTS, published in 2010, there has been greater emphasis placed on sustainable travel and measures to achieve net zero targets by 2045. In 2019, the Scottish Government declared a Climate Emergency, and since then, both national and regional policies and strategies, such as National Transport Strategy 2 (2020), SPT’s Regional Transport Strategy (RTS) in 2024, and the National Planning Framework 4 (NPF4) in 2023 note that any interventions or measures must consider their impact on tackling climate change. The significant role transport must play in supporting climate change targets has been recognised. Local strategies also place greater emphasis on objectives to tackle climate change, such as the current Local Development Plan (LDP) for North Lanarkshire, published in 2022, which notes the importance of transitioning to a low-carbon economy in mitigating against the effects of climate change. In our 2019 Climate Plan ACT2030 we set an ambitious target to achieve net-zero greenhouse gas emissions by 2030. The key policies and strategies which shape the policy context in which our new LTS has been developed are shown in Figure 15. Full details on the LTS policy context are available in Section 2 of the supporting CfC report. The aims of the Sustainable Travel Hierarchy and the Sustainable Investment Hierarchy, both of which underpin National Transport Strategy 2 (NTS2), were also used as the basis for shaping our new LTS (Figure 14). The Sustainable Travel Hierarchy aims to prioritise interventions which encourage walking, wheeling and cycling over the use of the private car. The Sustainable Investment Hierarchy, aims to prioritise investment aimed at reducing the need to travel unsustainably, maintaining existing assets and making better use of existing capacity, ahead of targeted infrastructure improvements. Figure 14: NTS2 Sustainable Travel Hierarchy and Sustainable Investment Hierarchy Page 152 of 296
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19 Figure 15: Key National, Regional and Local Strategies and Policies Page 153 of 296
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20 3. How we engaged on the LTS Engagement Activities Robust engagement has been a key element of the development of this LTS. A first round of consultation took place between November 2024 and February 2025 to help identify the challenges, opportunities and issues which then informed the development of LTS objectives and actions. Consultation activities were designed to be inclusive through both the range of methods used, and the specific groups engaged with. Full details of the first round of consultation activities and findings are presented in Appendix C of the Case for Change (CfC). Figure 16 shows the engagement activities undertaken during the first round of consultation which included a public survey that ran for 13 weeks and received 1,100 responses. Stakeholder workshops with local elected members, council officers, community boards and councils, young people and other key stakeholders were held as well as drop-in engagement sessions for direct liaison with the public. Figure 16: Engagement Methods during the First Round of Consultation Key Findings Analysis of the survey returns (written and online) show that: • Improvements to the public transport provision, reliability and frequency was the top response to what would encourage people to use their car less often. • Improved walking and wheeling provision, such as more footpaths and footways, was the top response to what would encourage people to walk or wheel more within North Lanarkshire. • Improved cycling provision, for example more off-road cycle routes, was the top response to what would encourage people to cycle more within North Lanarkshire. • Improved reliability of public transport was the top response to what would encourage people to travel by public transport more often in North Lanarkshire. • When asked what the biggest challenges to them public transport provision, reliability and frequency within North Lanarkshire was ranked highest and public transport •Online survey live for 13 weeks •Paper copies available at all 19 North Lanarkshire libraries •1,100 responses received Public Survey •Elected Members •Council Officers •Community Boards and Community Councils •Youth Council •Other Key Stakeholders (neighbouring local authorities, Strathclyde Partnership for Transport SPT, transport operators, development trusts, equality groups, and other organisations) Stakeholder Workshops •Engagement sessions in conjunction with Local Development Plan •Held at 9 North Lanarkshire libraries •Direct liaison with members of the public Public Drop-in Sessions Page 154 of 296
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21 provision, reliability and frequency connecting North Lanarkshire to other areas the second highest. The transport challenge and opportunity themes raised during all stages of the consultation were grouped together based on similarities and the percentage of times mentioned in responses are shown in Figure 18. Figure 17: Challenge and Opportunity Groups from First Round of Consultation The most common issues raised during all stages of the consultation are provided below. These are split between the challenge and opportunity groups previously identified. Public Transport: • Lack of adequate public transport provision (including frequency and reliability of bus services), particularly related to rural areas, north -south connectivity and connectivity to employment and health sites. • Difficulty physically accessing some older style of buses. • Difficulty accessing some bus stops. Parking: • Parking provision needs reviewed. • Inappropriate parking taking place in certain locations. Active Travel Infrastructure: • Lack of active travel infrastructure and facilities in some locations. Personal Safety and Security: • Feeling unsafe using public transport. • Feeling unsafe when walking, especially on an unlit path, or on a footway without many other pedestrians. Road and Path Maintenance: • Poor condition of roads and footpaths in some locations. • Not enough winter gritting getting done throughout the area. • Overgrown vegetation pushing people from footway to carriageway or increasing feelings of being unsafe when using path on own. Page 155 of 296
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22 Road Safety: • Require road safety improvements around schools. • Require more enforcement of speeding traffic around schools. Behaviour Change: • Require introduction and promotion of initiatives to encourage behaviour change. • Better provision of active travel signage in certain locations is needed. Decarbonisation: • Decarbonisation of public transport must be prioritised. • Support is required to encourage Electric Vehicle use. Engagement: • Require better engagement with key stakeholders, including local communities. • Digital-only engagement often limits accessibility and awareness. Page 156 of 296
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23 4. Overall Challenges and Opportunities We then identified overall challenges and opportunities through multiple sources, including stakeholder engagement and public consultation, analysis of transport and socio-economic data and a review of existing policies and strategies. A summary of the identified transport related challenges and opportunities grouped under themes that have emerged, is presented in Figure 19. Active Travel Infrastructure Challenges: • Lack of safe and accessible walking, wheeling, and cycling routes. • Car is the main mode of transport for journeys under 2 miles and under 5 miles. Opportunities: • Expand active travel infrastructure and supporting infrastructure. • Further modal shift to active travel for shorter trips. Behaviour Change Challenges: • Lower proportion of walking than national average. Opportunities: • Encourage the use of active travel through behaviour change initiatives. Road Safety Challenges: • Perceived road safety issues outside schools • Average speeds 20% higher than the posted speed limit at some locations on local roads. Opportunities: • Develop Road Safety Plan. • Improve road safety in relation to speeding traffic and around schools. Network Challenges: • Congestion issues as various locations across North Lanarkshire. Opportunities: • Targeted network improvements based on accident record and levels of congestion. Maintenance Challenges: • Poor condition of road and footpath network. Opportunities: • Update our Road Asset Management Plan (RAMP). • Live Labs work show potential for using sustainable materials and practices. Decarbonisation Challenges: • Transport emissions large contributor to pollutants. • Lower number of elective vehicle chargers per head than national average. • Lack of facilities to transition North Lanarkshire Council’s fleet to electric. Opportunities: • Support a transition to electric vehicles, including expanding the charging network. • Reduce the impact of transport on the environment. • Support shift of freight from road to rail. Freight Challenges: • Freight traffic on the road network contributes to congestion, air pollution and increases safety risk to other road users. Opportunities: • Modal shift to rail, facilities at Mossend and Coatbridge can help facilitate this. Engagement Challenges: • Perceived lack of engagement with communities and stakeholders particularly with respect to communication of road and footpath closures. Opportunities: • Improved engagement and promotion within communities and key stakeholders. Page 157 of 296
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24 Figure 18: Overall Challenges and Opportunities Public Transport Challenges: • Lack of frequent, reliable, and well- integrated services, particularly in rural areas. • Poor north-south connectivity within North Lanarkshire and connectivity to employment and health sites and in rural areas. • Lack of late-night services, causing accessibility issues for people relying on public transport outside standard working hours. • Poor physical accessibility to public transport. • There is disparity in percentage of income spent on transport in North Lanarkshire, with underserved and rural areas spending more. Opportunities: • Support regional partners to deliver on the Regional Bus Strategy to improve reliability, frequency, accessibility, and connectivity. • Support regional partners to deliver Clyde Metro proposals. • Deliver North Lanarkshire Council’s Public Transport Infrastructure Improvement Programme - improving the physical accessibility of bus stops and quality of waiting facilities. Personal Safety Challenges: • Personal safety and security concerns when using public transport and active travel. • Insufficient lighting in some areas. • Lack of safe routes for pedestrians and other active travel users. Opportunities: • Work with partners to address personal safety concerns. • Reduce speed limits on local roads to make fairer for all active travellers. Digital and Technology Challenges: • Lower proportion of premises with access to full-fibre broadband than the national average. • Barriers to low-income individuals, the elderly, disabled, and those in rural or marginalized communities. Opportunities: • Enable digital connectivity by supporting the roll out of high-speed broadband. • Support digital and technological innovations in transport such as Mobility as a Service. Shared Transport Challenges: • Perceived lack of Community Transport and Demand Responsive Transport in North Lanarkshire. • Reliance on charities and volunteers to deliver these services. • High fares associated with Demand Responsive Transport. Opportunities: • Support partners to build on existing initiatives, including SPT’s MyBus. Parking Challenges: • Illegal pavement parking contributing to congestion and safety issues. • Capacity issues at some car parks. Opportunities: • Review parking demand and availability. • Improve enforcement of disabled parking and EV bays. • Increase enforcement of pavement parking, restrictions outside schools and illegal parking in town centres. Page 158 of 296
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25 5. LTS Vision Statement, Priorities and Objectives. Following on from identifying the overall challenges and opportunities, we then developed the vision statement for the LTS, seen in Figure 20. This statement sets out what the LTS aims to achieve throughout the lifetime of the strategy. Figure 19: Vision Priorities The Vision Statement is supported by five Priorities as set out below in Figure 21: Figure 20: Priorities Objectives The LTS objectives have been informed by the identified challenges and opportunities. Alignment with key documents has also been taken into consideration, such as National Transport Strategy 2 (NTS2); Strathclyde Partnership for Transport’s Regional Transport Strategy (RTS) and The Plan for North Lanarkshire. The LTS objectives represent the positive outcomes being sought, provide the basis for the appraisal of options and will be central to monitoring and evaluation during the lifetime of the LTS. The Priorities are supported by five Transport Planning Objectives (TPOs) which are shown below in Figure 22. North Lanarkshire will be a well-connected place, with an efficient transport system that is sustainable, accessible and resilient, supporting inclusive economic growth, health and wellbeing of all and facilitating the safe movement of people and goods. Improve accessibility and reduce inequalities Protect the environment and take climate action Enable a safe, resilient and equitable transport system that is sustainable Support inclusive economic growth Improve the health and wellbeing of our communities Page 159 of 296
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26 Figure 21: Transport Planning Objectives Provide a sustainable and accessible transport network which strengthens connectivity across North Lanarkshire and supports environmental targets TPO1 Increase the mode share of trips undertaken by shared, active and public transport modes for work, study and leisure trips TPO2 Support the efficient and sustainable movement of people and goods to support the local, regional and national economy TPO3 Support safety improvements across the transport network and promote the personal safety and security of users TPO4 Promote a well maintained and resilient transport network that adapts to the effects of climate change TPO5 Page 160 of 296
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27 6. LTS Policies and Actions Option Generation and Appraisal Process The option generation and appraisal process is set out in Figure 23 and discussed below. Figure 22: Option Generation and Appraisal Process Informed directly by consultation feedback, a review of policies and strategies (including a review of actions captured in the previous 2010 LTS), data analysis and the identified challenges and opportunities, a long-list of options was generated. This long-list was then cleaned and sifted, with duplicate options merged, and options which were vague, ambiguous or not related to transport sifted out. This process provided a shorter list of options, which were consolidated and appraised against their alignment with the five TPOs, STAG criteria (Environment; Climate Change; Health, Safety and Wellbeing; Economy; and Equality and Accessibility) and Deliverability Risk (feasibility, affordability and public acceptability). The outcome of the appraisal was that 33 options were retained and used to help develop the policies and action plan that we will deliver through this LTS. Policies and Actions The retained options were grouped based on their nature into the 12 action groups discussed below. 1. Active Travel: Includes actions to support our Active Travel Strategy, promotion of walking, wheeling and cycling, supporting the development of strategic active travel routes and local living and delivery of new active travel infrastructure. 2. Behaviour Change: Focus on identifying the most effective ways to deliver behaviour change campaigns, including road safety campaigns and use of active travel infrastructure. 3. Public Transport: Actions in this group seek to support North Lanarkshire’s bus network and work with SPT during the lifetime of the Strategic Regional Bus Strategy (SRBS), continue delivery of our Public Transport Infrastructure Improvement Programme and work with partners to improve the connectivity of public transport. 4. Shared Transport: Contains actions to work with partners and support measures to enhance Community Transport and increase Demand Responsive Transport (DRT) provision. 5. Environmental and Decarbonisation: Includes actions to promote the use of electric vehicles, including delivery of an accessible public charging network, decarbonising the •Consultation and Engagement •Policy review •Data analysis •Challenges and Opportunities Options long list •Cleaning •Sifting Options short list •LTS objectives •STAG criteria •Deliverabilty risk Options appraisal Page 161 of 296
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28 Council’s vehicle fleet and working across teams within the Council to help reducing the impact of transport on the environment. 6. Safety in Transport: Incorporates actions that seek to support vulnerable people feeling safe to use the active travel network, as well as improving the safety of the local road network through speed limit reductions. 7. Freight: Contains actions which recognise opportunities of freight developments and contribute to a freight modal shift from road to rail, and from the local road network to the strategic road network. 8. Maintenance: Actions include to support measures of North Lanarkshire Council’s Roads Asset Management Plan (RAMP), improve communication of road and footpath closures, and support the use of sustainable practices and materials. 9. Road Safety and Network: Includes actions which work towards achieving national road safety targets through analysis of accident data, liaison with trunk road partners, feasibility studies of targeted network improvements and delivery of our Road Safety Plan. 10. Parking: Contains actions which aim to review the demand, availability and standards of parking, and provide effective enforcement of parking controls. 11. Digital and Technology: Actions in the group aim to support partners on the delivery of Mobility as a Service (MaaS) and enhancing digital connectivity through the expansion of high-speed broadband. 12. Overarching: This group includes actions to collect baseline data for monitoring and evaluating transport in North Lanarkshire, working with partners to integrate transport into development planning and delivering new transport infrastructure set out within the City Deal Programme. A set of policies was developed to provide the framework and commitment for delivering the actions, while supporting the LTS objectives. One policy was developed for each one of the action groups, except for Overarching which supports policies that apply across various action groups. Each policy is translated into one or more corresponding actions that sit under it. The following pages set out the LTS policies and actions for each one of the 12 action groups. These are also shown in Appendix 1. Page 162 of 296
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29 Active Travel The policy context provided at the national, regional and local levels emphasise the importance of supporting active travel to become the natural first choice for short journeys (where possible). The sustainable travel hierarchy will be followed to provide priority for walking, wheeling and cycling. This is anticipated to have multiple benefits, including the reduction of carbon emissions, addressing inequalities, delivering safer communities and improving health and physical activity levels. Our ATS sets out the approach to active travel policy and delivery in North Lanarkshire. Through engagement with stakeholders, this LTS proposes actions which build on the Active Travel Strategy including facilitating strategic routes, local living and cross boundary connectivity, providing cycle parking and storage, signage and wider promotion of our active travel resources, as well as delivery of active travel infrastructure as part of major City Deal projects. Our policy statement for the Active Travel actions is: This policy supports TPO1 and TPO2 and links with: • Priority 1: Improve accessibility and reduce inequalities • Priority 2: Protect the environment and take climate action • Priority 5: Improve the health and wellbeing of our communities The Active Travel actions are: Policy 1: Implement North Lanarkshire Council’s Active Travel Strategy to make walking, wheeling and cycling attractive and viable options for shorter journeys that help to promote local living. AT-1: Implement actions identified in North Lanarkshire Council’s Active Travel Strategy (ATS) to facilitate strategic routes and Local Living, including: • Community Hub Improvements. • Strategic Active Travel Network Routes. • Local Neighbourhood and Connecting Active Travel Network Routes, including cross boundary connections. AT-2: Implement complementary measures that will help to promote and encourage walking, wheeling and cycling for everyday travel across North Lanarkshire, including: • Installation of cycle parking and storage. • Supporting colleagues to manage cycle training for children (including working with third parties). • Monitoring and evaluation of active travel projects. • Review of active travel signage as part of each infrastructure project. • Promotion of North Lanarkshire Council’s active travel website. AT-3: Deliver new active travel infrastructure within the City Deal Programme, working with partners where there are added value opportunities. Page 163 of 296
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30 Behaviour Change It is recognised that changing travel behaviours is facilitated by measures which can motivate people and change attitudes to sustainable modes, including walking, wheeling, cycling and public transport. This could be achieved through behaviour change initiatives to support and promote infrastructure improvements, such as active travel and road safety enhancements proposed in this LTS. The aim would be to educate residents and visitors about sustainable travel options and encourage a shift towards environmentally friendly modes of transportation. These would supplement programmes that are currently being undertaken such as Bikeability cycle training provided to school children. Our policy statement for the Behaviour Change action is: This policy supports TPO2 and TPO3 and links with: • Priority 2: Protect the environment and take climate action • Priority 4: Support inclusive economic growth • Priority 5: Improve the health and wellbeing of our communities The Behaviour Change action is: Public Transport The provision of high-quality public transport is critical to achieving modal shift towards more environmentally friendly modes of transport and is an essential part of a sustainable transport system. This in turn will help to reduce carbon emissions, reduce inequalities and deliver inclusive economic growth. Public transport, which is available, accessible and affordable can help to contribute to each of these desired outcomes. In the SPT region, it is recognised that there are challenges with the provision of bus services, with barriers to using the bus including ticketing arrangements, fares that are deemed to be unaffordable, delays and long journey times, lack of integration with other modes or between operators, and limited-service provision outside of peak / day times. SPT have recently developed the SRBS, and we will continue to support and work with SPT and other key partners to address these issues and help deliver a public transport network which is equitable, accessible, affordable and available. We will also continue to play an active role in the Glasgow City Region Bus Partnership (GCRBP). This is a voluntary partnership made up of the eight Glasgow City Region local authorities, Strathclyde Partnership for Transport, bus operators and passenger representatives, working together to address current challenges and enhance the passenger experience across the City Region. Similarly, we will continue to work with partners to help facilitate increased passenger capacity at rail stations by exploring coordinated transport systems, strengthening active travel connections and supporting the introduction of seamless ticketing. Together, these measures will enable stations to manage higher demand efficiently while reducing localised congestion and carbon emissions. Policy 2: Support residents and visitors to North Lanarkshire to make more sustainable travel choices. BC-1: Work with partners to identify and implement the most effective way of delivering behaviour change campaigns including: • Specific road safety campaigns. • Introducing behaviour change campaigns to support the use of active travel infrastructure. Page 164 of 296
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31 Our policy statement for the Public Transport actions is: This policy supports TPO2 and TPO3 and links with: • Priority 2: Protect the environment and take climate action • Priority 4: Support inclusive economic growth • Priority 5: Improve the health and wellbeing of our communities The Public Transport actions are: Policy 3: Work with partners to provide an attractive and accessible public transport network within North Lanarkshire, including to strengthen rural and north-south connectivity and to enhance the public transport network for isolated communities. PT-1: Support North Lanarkshire's bus network by engaging and working with Strathclyde Partnership for Transport (SPT) during the lifetime of the Strathclyde Regional Bus Strategy (SRBS). Actions and measures captured in the SRBS include those related to: • Bus franchising. • Decarbonisation of buses. • Bus priority infrastructure. • Accessible bus stops. • Real Time Passenger Information (RTPI) PT-2: Continue to deliver North Lanarkshire Council’s Public Transport Infrastructure Improvement Programme: • Improving accessibility to bus stops. • Improving waiting facilities for passengers, including at transport interchanges. • Exploring opportunities to improve on and off-road provision for bus operators. PT-3: Work with partners to explore opportunities for: • Increased south-north public transport connectivity. • Improved rural public transport connectivity. • Services connecting to Monklands replacement hospital. • Connectivity opportunities for strategic employment locations, e.g. Eurocentral, Strathclyde Business Park. • Connectivity opportunities for unserved / underserved communities. • Progressing the development of Clyde Metro. • Improved accessibility to rail stations. • Upgraded bus corridors resulting in reduced journey times. Page 165 of 296
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32 Shared Transport Presently in North Lanarkshire, the role of shared transport primarily relates to the MyBus DRT service operated by SPT and a few smaller, volunteer run Community Transport Services. Although we currently have no plans to develop mobility hubs or expand car clubs in the area, we will revisit this periodically throughout the lifespan of this Strategy. We also welcome the policies in the Regional Transport Strategy (RTS) that focus on both supporting development of the national Mobility Hub Delivery Framework and exploring the development of a regional approach to shared transport provision, particularly for car clubs. Our policy statement for the Shared Transport actions is: This policy supports TPO2 and TPO3 and links with: • Priority 1: Improve accessibility and reduce inequalities • Priority 4: Support inclusive economic growth • Priority 5: Improve the health and wellbeing of our communities The Shared Transport action is: Policy 4: Support key partners in delivering Community Transport and Demand Responsive Transport across North Lanarkshire, including in rural locations. SH-1: Work with partners to support measures in North Lanarkshire to enhance Community and Demand Responsive Transport. Page 166 of 296
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33 Environmental and Decarbonisation To effectively reduce carbon emissions, a comprehensive set of measures will be implemented. These include collaborating with partners to facilitate a shift in freight transportation from road to rail, developing and promoting active travel infrastructure, improving accessibility to public transport services, and expanding the public facing electric vehicle charging network throughout North Lanarkshire. Additionally, we plan to transition our fleet to low-emission and electric vehicles. We will explore opportunities of using the ClimateView Tool to monitor and track the environmental and climate impact of projects throughout North Lanarkshire. Our policy statement for the Environmental and Decarbonisation actions is: This policy supports TPO1, TPO2 and TPO5 and links with: • Priority 2: Protect the environment and take climate action • Priority 5: Improve the health and wellbeing of our communities The Environmental and Decarbonisation actions are: Policy 5: In alignment with national, regional and local policies, support key partners in delivering measures which help to reduce emissions generated through transport. ED-1: Work with partners to deliver an accessible and affordable public charging network for Electric Vehicles across North Lanarkshire, including through the Glasgow City Region Deal, and within new developments. ED-2: Align with the Scottish Government commitments to ensure that North Lanarkshire Council (NLC) will continue to work towards decarbonising the Council’s own fleet vehicles by: • Phasing out the need for new petrol and diesel light commercial vehicles from 2025 onwards. • Phasing out the need for new petrol and diesel heavy duty vehicles (HDV) from 2030 onwards (Vehicles with a gross vehicle weight of more than 3.5t or passenger transport vehicle of more than 8 seat buses and coaches). • Replacing the 846 Council owned fleet vehicles between 2025-2040. ED-3: For the operational deployment of North Lanarkshire Council (NLC) fleet vehicles, appropriate infrastructure is required. We will support colleagues to deliver appropriate charging facilities at NLC sites across North, Central and South areas. ED-4: Work with colleagues to reduce the impact of transport on the environment, such as air pollution, by supporting delivery of actions identified within relevant Council strategy and policy documents, such as North Lanarkshire’s Path to Net Zero (2045). Page 167 of 296
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34 Safety in Transport Prioritising personal safety can increase the uptake of sustainable and active travel, with one of the challenges raised through the initial consultation being personal safety when travelling. It was also highlighted that feeling unsafe while travelling acts as a barrier for using active travel infrastructure and public transport. Similarly NTS2 recognises that many people, particularly women and people with disabilities feel vulnerable when using transport, particularly at night due to poor lighting. Concerns about roads being ‘unsafe’ can discourage people from choosing sustainable and active travel options for their daily journeys. Projects such as 20mph speed limits in appropriate locations will help to create fairer conditions for all road users. Our policy statement for the Safety in Transport actions is: This policy supports TPO4 and links with: • Priority 3: Enable a safe, resilient and equitable transport system that is sustainable • Priority 5: Improve the health and wellbeing of our communities The Safety and Security actions are: Policy 6: Work with partners to identify and deliver measures which enhance safety across the transport network to encourage use by all people, across all modes. ST-1: Support measures to enhance personal safety and security of users on North Lanarkshire's transport network, including provision of street lighting on all active travel routes. ST-2: Support measures to improve safety on North Lanarkshire's local road network, including through reviewing the signal timings across our network, expansion of 20mph limits and traffic calming measures where justified in line with current policy. Page 168 of 296
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35 Freight The freight sector is a vital contributor to North Lanarkshire’s economy; with the economic benefits the sector brings enabled and strengthened by an efficient transport network. At the same time, supporting freight decarbonisation is a crucial aspect of NTS2. We are committed to supporting the Government’s goal of increasing the proportion of freight transported by rail. Our policy statement for the Freight actions is: This policy supports TPO3 and links with: • Priority 4: Support inclusive economic growth The Freight actions are: Policy 7: Work with partners to facilitate a freight network which is sustainable, efficient and reliable, and which supports innovation and best practice. FR-1: Support partners who are engaging with freight facilitators for opportunities around development, recognising the important role of freight and its distribution in the local economy. FR-2: Facilitate a shift in Heavy Goods Vehicle (HGV) traffic from local road networks to strategic road networks through the delivery of new transport infrastructure within the City Deal Programme and wider supporting initiatives. FR-3: Support partners to achieve a modal shift of freight from road to rail. Page 169 of 296
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36 Maintenance Maintenance of our road assets is vital to enabling a reliable and resilient transport system. We have a responsibility to maintain assets, including local roads, paths, footways, lighting columns, bridges and other structures. We also have a responsibility for winter maintenance activities, including gritting and snow clearance and provide an emergency response to extreme weather. Our Road Asset Management Plan (RAMP) is contained within our Corporate Asset Management Plan and sets out the Council’s roads assets. The RAMP recognises that customer expectations around road condition, network availability, and safety continue to rise, with the public increasingly sensitive to issues such as potholes and other reactive defects. This increasing demand reinforces the need to shift from a reactive approach towards one that places greater emphasis on sustainable, planned, and preventative maintenance. This approach supports improved long-term network condition, delivers better value for money, and contributes to the Council’s carbon reduction and climate change objectives. Our policy statement for the Maintenance actions is: This policy supports TPO5 and links with: • Priority 2: Protect the environment and take climate action • Priority 3: Enable a safe, resilient and equitable transport system that is sustainable The Maintenance actions are: Policy 8: Support transport network resilience through maintaining road assets and adopting the use of sustainable and lower carbon materials. MA-1: Support measures within North Lanarkshire Council's Roads Asset Management Plan (RAMP) and maintain the local adopted road network. MA-2: Improve communication of planned road and footpath/footway closures. MA-3: Support the use of sustainable practices and materials where possible when maintaining existing or constructing new infrastructure and facilities, building on work undertaken as part of Live Labs. Page 170 of 296
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37 Road Safety and Network As the local road authority, we are responsible for making sure that our roads are fit for purpose by minimising safety risks and preventing traffic congestion from hindering economic growth. Addressing safety and congestion issues through road upgrades is a key part of this responsibility. Additionally, maintaining a safe and resilient local road network is essential for achieving our climate targets, as it supports a reliable public transport system and helps reduce local air pollution. We are also exploring new technologies that can help identify where accidents are most likely to occur, allowing us to take proactive steps to improve road safety and reduce accident risk. Our policy statement for the Road Safety and Network actions is: This policy supports TPO3 and TPO4 and links with: • Priority 3: Enable a safe, resilient and equitable transport system that is sustainable • Priority 4: Support inclusive economic growth • Priority 5: Improve the health and wellbeing of our communities The Road Safety and Network actions are: Policy 9: Maintain a road network that improves safety for all users and reduces congestion on the local network. RSN-1: Progress and deliver actions identified in North Lanarkshire Council's Road Safety Plan (2026). RSN-2: Work towards achievement of the Scottish road safety targets, as set out in the Scottish Government’s Road Safety Framework to 2030. RSN-3: Continue to analyse accident data across the area and provide priority measures to identified problem sites. RSN-4: Liaise with partners on trunk roads and the surrounding road network to improve safety, where possible. RSN-5: Work with partners to undertake feasibility studies of network improvements in North Lanarkshire, including but not limited to: • Glasgow Road, Wishaw. • Craiglinn Interchange, Cumbernauld. • Windmillhill Street, Motherwell. • Station Road / Cumbernauld Road / Lindsaybeg Road, Chryston and Muirhead. • Road network improvements associated with the impact of development traffic at Glenboig / Gartcosh Community Growth Area where identified and necessary. • Other key junctions as deemed appropriate. RSN-6: Review and update the guidelines for development roads. Page 171 of 296
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38 Parking Parking management is one of our key roles, with enforcement responsibility having been in place under a DPE regime since 2018. Parking capacity pressures have been highlighted at a number of locations, including town centres and outside schools. It is recognised that unauthorised parking can have negative impacts on safety and accessibility. Our parking management policy will ensure parking is accessible, which will support the local economy, improve congestion, ensure road safety and reduce air pollution. Parking enforcement also helps keep traffic moving smoothly, makes it easier to use public transport, and supports the area's economy. Our policy statement for the Parking actions is: This policy supports TPO3 and TPO4 and links with: • Priority 1: Improve accessibility and reduce inequalities • Priority 3: Enable a safe, resilient and equitable transport system that is sustainable • Priority 4: Support inclusive economic growth The Parking actions are: Policy 10: Continue to effectively manage parking throughout the North Lanarkshire Council area. PA-1: Undertake a review of parking across North Lanarkshire to consider: • The current parking demands within our town centres and villages. • Availability of disabled parking bays. • Parking standards. • Expansion of the off-street parking order (car parks) to facilitate the introduction and enforcement of disabled parking bays and electric vehicles charging bays. PA-2: Provide effective enforcement of parking controls in North Lanarkshire, including in relation to: • Pavement parking, double parking and dropped kerb parking. • Parking restrictions outside schools. • Restrictions to parking at bus stops. • Illegal parking within town centres and mixed-use urban locations. Page 172 of 296
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39 Digital and Technology NTS2 recognises the benefits of integrating digital innovation and technology policies and transport, as the provision of good quality digital connectivity can help to reduce the need to travel, which is the top priority in the Sustainable Investment Hierarchy. Technology can also be used to support access to public transport services and help to break down the barriers to its use. Mobility as a Service (MaaS) is an integrated transportation solution that combines various modes of travel, such as public transport, ride- sharing, car rentals, and bike-sharing, into a single, user-friendly digital platform. It enables users to plan, book, and pay for their journeys seamlessly via apps or online platforms. The primary aim of MaaS is to reduce reliance on private car ownership, enhance accessibility, and promote sustainable and efficient travel options. However, careful attention must be given to data privacy, equitable access for all users, and making certain that the system does not inadvertently favour certain demographics or regions over others. Notwithstanding the benefits, it is important to prevent digital exclusion and recognise that non-digital formats will be still required to support inclusive use of North Lanarkshire's transport system. Our policy statement for the Digital and Technology actions is: This policy supports TPO3 and links with: • Priority 1: Improve accessibility and reduce inequalities • Priority 3: Enable a safe, resilient and equitable transport system that is sustainable • Priority 4: Support inclusive economic growth The Digital and Technology actions are: Policy 11: Support digital connectivity and the use of technology to promote sustainable travel across North Lanarkshire. DT-1: Support partners in developing Mobility as a Service (MaaS) solutions to serve those using the transport network. DT-2: Support partners who are delivering the roll out of high-speed broadband across North Lanarkshire, in alignment with North Lanarkshire Council’s Digital and IT Strategy. Page 173 of 296
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40 Overarching There are a number of overarching actions in this Local Transport Strategy which cut across multiple action groups. The monitoring and evaluation of transport projects is essential for a local authority to understand what impact they have had; central to this is a need to understand the baseline situation. We will therefore continue to work with partners to collect data that is reliable and robust. An opportunity which emerged through consultation is stronger integration between planning policy / decisions and the provision of transport, with a desire for a greater joined up approach. This is aligned to NPF4, which emphasises taking an “infrastructure first” approach to development planning and placemaking, which enables essential infrastructure and services including transport, digital and communications, water management, education and health services to be considered before or alongside new development. This approach enables developments to facilitate local living and reduce the need to travel unsustainably. We are utilising digital tools such as Geographic Information Systems (GIS) to share, and coordinate works across the Council. Lastly, the Glasgow City Region deal is a £1.13 billion fund which supports 21 infrastructure projects across the region, including several in North Lanarkshire which aim to make sure our area reaches it full economic potential. This includes through providing the conditions and capacity for the efficient movements of people and goods. The nature of these overarching actions means that they relate to policies already set out across various action groups. The Overarching actions and the policies they support are: OA-1: Collect baseline data, including through working with external partners, to support the effective and robust monitoring and evaluation of transport in North Lanarkshire. Supports Policies 2, 3, 4, 5, 6, 8, 9 and 10. OA-2: Continue to work with partners to enhance and integrate the role of transport in development planning and give stronger consideration to the role of active travel and the Infrastructure First policy. Supports Policies 1 and 5. OA-3: Deliver new transport infrastructure within the City Deal Programme, working with partners where there are added value opportunities. This includes: • PAN Lanarkshire Orbital Transport Corridor, including East Airdrie Link Road (EALR) and Ravenscraig Access Infrastructure. • A8/M8 Transport Corridor Improvements. Supports Policies 1, 6, 7 and 9. Page 174 of 296
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41 7. Implementation and Monitoring This strategy sets our vision for the period 2026 – 2036 through defined policies and actions. It provides a clear roadmap for delivering: ‘North Lanarkshire will be a well-connected place, with an efficient transport system that is sustainable, accessible and resilient, supporting inclusive economic growth, health and wellbeing of all and facilitating the safe movement of people and goods.’ Delivery We will achieve our Local Transport Strategy’s vision by implementing the actions outlined in this document. These actions have varying timelines, with many expected to be completed within the lifespan of this LTS, while others, particularly those tied to larger projects, may take longer. Some actions fall directly under our responsibility, especially those involving our assets, while others will require us to collaborate or work closely with partner organisations, such as SPT and neighbouring local authorities. Funding To achieve the actions in this strategy will require significant investment and committed resources which we cannot fully provide ourselves. As the public sector continues to experience financial challenges, we will carry on making the most of what we have and work with partners and the national government to maximise external funding opportunities, the majority of which are ring-fenced for certain uses such as improvements to road safety, active travel infrastructure, behaviour change programmes, bus infrastructure or road maintenance. We will also support partners to help deliver actions where required. Therefore, this document represents a framework for partnership working to contribute towards a sustainable, efficient and high-quality transport network in North Lanarkshire. Monitoring and Evaluation Progress of the LTS will be regularly reviewed, primarily using the Monitoring and Evaluation Plan (M&E Plan) as shown in Appendix 2. The review will also include monitoring of the actions in each action group. The Key Performance Indicators (KPIs) that make up the M&E Plan have been identified by action group, as well as relevant objectives to allow progress by objective to be reviewed. These KPIs have broadly been derived from existing data sets and sources, which will enable consistency in reporting across the strategy period. Furthermore, as previously mentioned, halfway through its lifetime the strategy will be reviewed to check that it is still fit for purpose. Page 175 of 296
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42 8. Next Steps This Local Transport Strategy (LTS) establishes the vision and direction for transport in North Lanarkshire over the next 10 years, 2026 to 2036. It will be delivered through a series of policies and actions, which have been developed through comprehensive policy review, data analysis and stakeholder consultation. Governance of the strategy will continue through the Local Transport Strategy Steering Group to ensure alignment with other strategies and projects. Page 176 of 296
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43 Appendix 1 - Policies and Actions Policy Action Active Travel: Implement North Lanarkshire Council’s Active Travel Strategy to make walking, wheeling and cycling attractive and viable options for shorter journeys that help to promote local living. AT-1: Implement actions identified in North Lanarkshire Council’s Active Travel Strategy (ATS) to facilitate strategic routes and Local Living, including: • Community Hub Improvements; • Strategic Active Travel Network Routes; • Local Neighbourhood and Connecting Active Travel Network Routes, including cross boundary connections. AT-2: Implement complementary measures that will help to promote and encourage walking, wheeling and cycling for everyday travel across North Lanarkshire, including: • Installation of cycle parking and storage. • Supporting colleagues to manage cycle training for children (including working with third parties). • Monitoring and evaluation of active travel projects. • Review of active travel signage as part of each infrastructure project. • Promotion of North Lanarkshire Council’s active travel website. AT-3: Deliver new active travel infrastructure within the City Deal Programme, working with partners where there are added value opportunities. Behaviour Change: Support residents and visitors to North Lanarkshire to make more sustainable travel choices. BC-1: Work with partners to identify and implement the most effective way of delivering behaviour change campaigns including: • Specific road safety campaigns. • Introducing behaviour change campaigns to support the use of active travel infrastructure. Public Transport: Work with partners to provide an attractive and accessible public transport network within North Lanarkshire, including to strengthen rural and north-south connectivity PT-1: Support North Lanarkshire’s bus network by engaging and working with Strathclyde Partnership for Transport (SPT) during the lifetime of the Strathclyde Regional Bus Strategy (SRBS). Actions and measures captured in the SRBS include those related to: • Bus Franchising. • Decarbonisation of Buses. Page 177 of 296
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44 Policy Action and to enhance the public transport network for isolated communities. • Bus Priority Infrastructure. • Accessible Bus Stops. • Real Time Passenger Information (RTPI). PT-2: Continue to deliver North Lanarkshire Council’s Public Transport Infrastructure Improvement Programme: • Improving accessibility to bus stops. • Improving waiting facilities for passengers, including at transport interchanges. • Exploring opportunities to improve on and off-road provision for bus operators. PT-3: Work with partners to explore opportunities for: • Increased south-north public transport connectivity. • Improved rural public transport connectivity. • Services connecting to the Monklands replacement hospital. • Connectivity opportunities for unserved / underserved communities. • Connectivity opportunities for strategic employment locations e.g. Eurocentral, Strathclyde Business Park. • Progressing the development of Clyde Metro. • Improved accessibility to rail stations. • Upgraded bus corridors resulting in reduced journey times. Shared Transport: Support key partners in delivering Community Transport and Demand Responsive Transport across North Lanarkshire, including in rural locations. SH-1: Work with partners to support measures in North Lanarkshire to enhance Community and Demand Responsive Transport. Environmental and Decarbonisation: In alignment with national, regional and local policies, support key partners in delivering measures which help to reduce emissions generated through transport. ED-1: Work with partners to deliver an accessible and affordable public charging network for Electric Vehicles across North Lanarkshire, including through the Glasgow City Region Deal, and within new developments. ED-2: Align with the Scottish Government commitments to ensure that North Lanarkshire Council (NLC) will continue to work towards decarbonising the Council’s own fleet vehicles by: • Phasing out the need for new petrol and diesel light commercial vehicles from 2025 onwards. Page 178 of 296
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45 Policy Action • Phasing out the need for new petrol and diesel heavy duty vehicles (HDVs) from 2030 onwards (Vehicles with a gross vehicle weight of more than 3.5t or passenger transport vehicle of more than 8 seat buses and coaches). • Replacing the 846 council owned fleet vehicles between 2025-2040. ED-3: For the operational deployment of North Lanarkshire Council (NLC) fleet vehicles, appropriate infrastructure is required. We will support colleagues to deliver appropriate charging facilities at NLC sites across North, Central and South areas. ED-4: Work with colleagues to reduce the impact of transport on the environment, such as air pollution, by supporting delivery of actions identified within relevant Council strategy and policy documents, such as North Lanarkshire’s Path to Net Zero (2045). Safety in Transport: Work with partners to identify and deliver measures which enhance safety across the transport network to encourage use by all people, across all modes. ST-1: Support measures to enhance personal safety and security of users on North Lanarkshire's transport network, including provision of street lighting on all active travel routes. ST-2: Support measures to improve safety on North Lanarkshire's local road network, including through reviewing the signal timings across our network, expansion of 20mph limits and traffic calming measures where justified in line with current policy. Freight: Work with partners to facilitate a freight network which is sustainable, efficient and reliable, and which supports innovation and best practice. FR-1: Support partners who are engaging with freight facilitators for opportunities around development, recognising the important role of freight and its distribution in the local economy. FR-2: Facilitate a shift in Heavy Goods Vehicles (HGV) traffic from local road networks to strategic road networks through the delivery of new transport infrastructure within the City Deal Programme and wider supporting initiatives. FR-3: Support partners to achieve a modal shift of freight from road to rail. Maintenance: Support transport network resilience through maintaining road assets and adopting the use of sustainable and lower carbon materials. MA-1: Support measures within North Lanarkshire Council's Roads Asset Management Plan (RAMP) and maintain the local adopted road network. MA-2: Improve communication of planned road and footpath/footway closures. Page 179 of 296
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46 Policy Action MA-3: Support the use of sustainable practices and materials where possible when maintaining existing or constructing new infrastructure and facilities, building on work undertaken as part of Live Labs. Road Safety and Network: Maintain a road network that improves safety for all users and reduces congestion on the local network. RSN-1: Progress and deliver actions identified in North Lanarkshire Council’s Road Safety Plan (2026). RSN-2: Work towards achievement of the Scottish road safety targets, as set out in the Scottish Government’s Road Safety Framework to 2030. RSN-3: Continue to analyse accident data across the area and provide priority measures to identified problem sites. RSN-4: Liaise with partners on trunk roads and the surrounding road network to improve safety, where possible RSN-5: Work with partners to undertake feasibility studies of network improvements in North Lanarkshire, including but not limited to: • Glasgow Road, Wishaw. • Craiglinn Interchange, Cumbernauld. • Windmillhill Street, Motherwell. • Station Road / Cumbernauld Road / Lindsaybeg Road, Chryston and Muirhead. • Road network improvements associated with the impact of development traffic at Glenboig / Gartcosh Community Growth Area where identified and necessary. • Other key junctions as deemed appropriate. RSN-6: Review and update the Guidelines for development roads. Parking: Continue to effectively manage parking throughout the North Lanarkshire Council area. PA-1: Undertake a review of parking across North Lanarkshire to consider: • The current parking demands within our town centres and villages. • Availability of disabled parking bays. • Parking standards. • Expansion of the off-street parking order (car parks) to facilitate the introduction and enforcement of disabled parking bays and electric vehicle charging bays. Page 180 of 296
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47 Policy Action PA-2: Provide effective enforcement of parking controls in North Lanarkshire, including in relation to: • Pavement parking, double parking and dropped kerb parking • Parking restrictions outside schools • Restrictions to parking at bus stops • Illegal parking within town centres and mixed-use urban locations Digital and Technology: Support digital connectivity and the use of technology to promote sustainable travel across North Lanarkshire DT-1: Support partners in developing Mobility as a Service (MaaS) solutions to serve those using the transport network. DT-2: Support partners who are delivering the roll out of high-speed broadband across North Lanarkshire, in alignment with North Lanarkshire Council’s Digital and IT Strategy. Overarching actions OA-1: Collect baseline data, including through working with external partners, to support the effective and robust monitoring and evaluation of transport in North Lanarkshire. OA-2: Continue to work with partners to enhance and integrate the role of transport in development planning and give stronger consideration to the role of active travel and the Infrastructure First policy. OA-3: Deliver new transport infrastructure within the City Deal Programme, working with partners where there are added value opportunities. This includes: • PAN Lanarkshire Orbital Transport Corridor, including East Airdrie Link Road (EALR) and Ravenscraig Access Infrastructure. • A8/M8 Transport Corridor Improvements. Page 181 of 296
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48 Appendix 2 - Monitoring and Evaluation Plan Action Group No. Key Performance Indicator (KPI) Source Baseline Trend direction / target by 2036 Active Travel / Behaviour Change Linked to: • TPO 1 • TPO 2 • TPO 3 • TPO 4 KPI 1 Amount (kms) of active travel routes created which will improve the ability of all people to walk, wheel and cycle throughout North Lanarkshire North Lanarkshire Council 2024: 18kms By 2028: 50kms By 2035: 125 kms KPI 2 Number of bicycle stands installed at key locations on adopted road network by North Lanarkshire Council North Lanarkshire Council Baseline to be determined Increase KPI 3 Number of primary and secondary school pupils who have completed Bikeability cycle training levels 1 and 2. North Lanarkshire Council In school year 2024/25: • 1,591 pupils completed level 1 Bikeability training • 1,518 pupils completed level 2 Bikeability training Increase KPI 4 Number of pedestrians and cyclists using active travel infrastructure on the local network. North Lanarkshire Council Baseline to be determined Significant Increase KPI 5 % of journeys under 2 miles by walking as main mode Scottish Household Survey, Table LA 21 transport-and-travel- in-scotland2023-la- tables.xlsx 2023: 40% Increase KPI 6 % of journeys under 5 miles by bicycle as main mode Scottish Household Survey, Table LA22 2023: 3% Significant increase Page 182 of 296
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49 Action Group No. Key Performance Indicator (KPI) Source Baseline Trend direction / target by 2036 transport-and-travel- in-scotland2023-la- tables.xlsx KPI 7 Proportion of adults (16+) travelling to work on foot and by bicycle Scottish Household Survey, Table LA1 transport-and-travel- in-scotland2023-la- tables.xlsx 2023: 9% Significant increase Public Transport Linked to: • TPO 1 • TPO 2 • TPO 3 • TPO 4 KPI 8 Proportion of adults (16+) travelling to work by bus and by rail Scottish Household Survey, Table LA1 transport-and-travel- in-scotland2023-la- tables.xlsx 2023: 17% Increase KPI 9 Number of bus stops in North Lanarkshire with improved accessibility, including boarding and crossing points North Lanarkshire Council Baseline to be determined All bus stops in North Lanarkshire with improved accessibility. Environmental and Decarbonisation Linked to: • TPO1 • TPO 3 • TPO 5 KPI 10 Number of public facing EV charging points across North Lanarkshire owned by Council North Lanarkshire Council 2025: 110 public chargers (this does not include all publicly available chargers, only those within Council ownership, there are 272 publicly available chargers) Increase KPI 11 Number of Ultra Low Emission Vehicle registrations in North Lanarkshire Local area data: Electric vehicles and charging points Total registered ULEV’s in Q3 2024: 2,855 in total. Privately Owned ULEV’s in Q3 2024: 569 per 100,000 population Increase Page 183 of 296
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50 Action Group No. Key Performance Indicator (KPI) Source Baseline Trend direction / target by 2036 KPI 12 Proportion of petrol/diesel vehicles in Council Fleet North Lanarkshire Council 2025: 92% of Council’s fleet in petrol/diesel vehicles (770 petrol/diesel and 70 electric) No petrol/diesel vehicles in Council Fleet KPI 13 Proportion of petrol / diesel vehicles in Enterprise Contract - Housing and Corporate Repairs North Lanarkshire Council Baseline to be determined No petrol/diesel vehicles in Council Fleet KPI 14 Proportion of petrol / diesel vehicles in Enterprise Contract - Roads and Infrastructure North Lanarkshire Council 2025: 93.5% of Hochtief’s fleet are petrol/diesel vehicles (116 petrol/diesel and 8 electric) Decrease to 5% KPI 15 Compliance with statutory air quality objectives in NO2 levels at key monitoring sites NLC Air Quality Annual Progress Report Home page | Scottish Air Quality 2023: Levels of NO2 at all key monitoring sites are compliant when compared to Air Quality Scotland (AQS) objective (40µg/m3) Target: Maintain baseline. Trend: Continual decrease in NO2 levels KPI 16 Compliance with statutory air quality objectives in PM10 and PM2.5 levels at key monitoring sites NLC Air Quality Annual Progress Report Home page | Scottish Air Quality 2023: Levels of PM10 and PM2.5 at all key monitoring sites are compliant when compared to Air Quality Scotland (AQS) objective (18 µg/m3)) Target: Maintain baseline. Trend: Continual decrease in PM10 and PM2.5 levels Freight Linked to: • TPO 3 • TPO 4 KPI 17 Gross Value Added (GVA) (balanced) per head of population at current basic prices, £. Office for National Statistics – Regional GVA (Balanced) per head and income components – Table 2 Regional gross value added (balanced) per head and income components - Office for National Statistics 2023: £30,394 Increase Page 184 of 296
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51 Action Group No. Key Performance Indicator (KPI) Source Baseline Trend direction / target by 2036 KPI 18 Number of train entries/exits to the main rail freight terminals in North Lanarkshire (Freightliner Coatbridge terminal and Mossend EuroTerminal) on a typical month. Realtime Trains | Search November 2025: Weekly freight movements scheduled: • Mossend: 100 • Coatbridge: 75 Increase Safety in Transport Linked to: • TPO 1 • TPO 2 • TPO 4 KPI 19 Amount (kms) of active travel infrastructure with appropriate street lighting North Lanarkshire Council 2024: 18kms Significant increase KPI 20 Number of roads with 20mph speed limits North Lanarkshire Council 2025: 245 streets with 20mph speed limits Increase Road Safety and Network / Behaviour Change Linked to: • TPO 2 • TPO 3 • TPO 4 KPI 21 Average number of people per year killed or seriously injured in road traffic collisions. Road traffic collision data - Police Scotland Road collision casualties across a 5-year average between 2019- 2023: • Average number of people seriously injured: 86 people/year • Average number of people killed: 6 people / year • Average number of people killed or seriously injured (KSI): 92 people / year NB accident data includes the trunk road network in North Lanarkshire, over which North Lanarkshire Council has no remit. Decrease Page 185 of 296
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52 Action Group No. Key Performance Indicator (KPI) Source Baseline Trend direction / target by 2036 KPI 22 Average number of children (under 16 years) per year killed or seriously injured in road traffic collisions Road traffic collision data - Police Scotland The data is from Table 40 in this link: Reported Road Casualties Scotland 2024 | Transport Scotland Road collision casualties across a 5-year average between 2019- 2023: • Average number of children (under 16) seriously injured: 12.6 children/ year • Average number of children (under 16 years) killed: 0.6 children/year • Average number of children killed or seriously injured (KSI): 13.2 people / year. NB accident data includes the trunk road network in North Lanarkshire, over which North Lanarkshire Council has no remit. Decrease KPI 23 Amount of vehicle kilometres driven on North Lanarkshire Council roads Scottish Transport Statistics (2024), Table 5.4 Microsoft Word - STS - Chapter 01 - Road Transport Vehicles - Accessible chapter 2023: 3,384.24 million Decrease Maintenance Linked to: • TPO 5 KPI 24 Percentage of all public roads in North Lanarkshire that should be considered for repairs. North Lanarkshire Council 2024: 32.6% Maintain Page 186 of 296
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North Lanarkshire Council Report Environment and Climate Change Committee Does this report require to be approved? ☐ Yes ☒ No Ref LR/SW Date 12/08/26 Sustainable Future - Live Labs 2 Decarbonising Roads Final Report 2026 From Lyall Rennie, Chief Officer (Community Operations) E-mail renniely@northlan.gov.uk 1. Background 1.1 Live Labs 2 was a three-year, £30million, UK-wide programme funded by the Department for Transport, (DfT), through the Association for Directors of Environment, Planning and Transport, (ADEPT), that concluded in March 2026, with a 5-year subsequent monitoring and evaluation period. Executive Summary This report presents the final findings from the development of a Centre of Excellence for Decarbonising Roads through Live Labs 2. The project has focused on identifying and promoting best practice in the deployment of low-carbon materials across the local road network in North Lanarkshire Council and more widely across the UK. The report also sets out a series of recommendations aimed at maximising carbon reduction, strengthening collaboration, and enhancing communication outcomes arising from the NLC-led project. Recommendations It is recommended that the Environment and Climate Change Committee: (1) Acknowledge the content of the final report and the carbon, collaboration and communications work undertaken during the Live Labs 2 project; and (2) Consider that officers will continue to promote the use of appropriate low-carbon materials trialled through the Live Labs 2 programme into business-as-usual activities for road maintenance, where appropriate. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (17) Ensure we keep our environment clean, safe, and attractive Programme of Work Sustainable Futures Item 8 Page 187 of 296
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1.2 The ADEPT programme consisted of seven projects, grouped by four interconnected themes, all being led by local authorities working alongside commercial and academic partners, focused on decarbonising local road infrastructure and assets. 1.3 North Lanarkshire Council were awarded £4.56m to be joint lead authority, with Transport for West Midlands, to develop a Centre of Excellence for Decarbonising Local Roads (CEDR). 1.4 This report follows on from Sustainable Future - Live Labs 2 Decarbonising Local Roads, submitted and approved at the Environment & Climate Change Committee on 30 October 2024 and Sustainable Future – Live Labs 2 Decarbonising Roads 2025, approved at Environment & Climate Change Committee on 29 October 2025. The process followed to identify and access the most promising low carbon materials and develop the tools required to share innovation and build knowledge is outlined within these previous reports. 2. Report 2.1 The construction, maintenance and renewal of the UK’s local road assets have long represented a major source of greenhouse gas emissions. With materials alone accounting for around 40% of total embodied carbon in roads, and additional emissions arising from Scope 2 and 3 activities, the sector has historically faced a fragmented landscape of innovation. Individual local authorities have been left to independently trial new technologies, shoulder disproportionate risk, and balance rising costs against uncertain returns in resilience and decarbonisation. 2.2 The completion of this Live Labs 2 project marks a significant milestone for North Lanarkshire Council (NLC), Scotland and the wider UK local roads sector. Over the course of the project, the Centre of Excellence for Decarbonising Roads has moved from concept to reality, demonstrating how local authorities (LAs) can lead national progress toward lower-carbon and resilient road maintenance and construction. 2.3 Through the establishment of the UK’s first Centre of Excellence for Decarbonising Roads, NLC, in partnership with Transport for West Midlands (TfWM), has created a trusted national platform that brings together standards development, knowledge management, a cloud-based evidence repository, and sector-wide measurement and evaluation. What began as a local initiative has now grown into a resource supporting LAs across the UK, reducing duplication, accelerating adoption of proven materials, and improving public value. 2.4 Alongside this, the programme’s comprehensive materials testing initiative has introduced, assessed, and deployed leading global innovations directly onto North Lanarkshire’s roads. By demonstrating their performance in real-world conditions, the project has given NLC and other local authorities the confidence and evidence required to move from experimentation to implementation. 2.5 Enabled by Live Labs 2, North Lanarkshire has positioned itself at the forefront of local road innovation and decarbonisation across the UK and beyond, showcasing how local authorities can drive meaningful reductions in embodied and whole-life carbon, enhance resilience to climate change, and embed innovation into everyday operations. The project’s legacy is already influencing procurement decisions, material specifications, and strategic planning across the UK local roads sector. Page 188 of 296
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Achievements 2.6 The full Final Report detailing the work undertaken throughout the project is provided in Appendix 1. Key achievements include:- • The development of the CEDR website www.decarbonisingroads.co.uk, promoting collaboration and decarbonisation across the roads sector. • The creation of a Knowledge Bank to support knowledge sharing across UK local authorities, including examples of best practice. The platform represents a lasting national legacy of the project and will continue to support the adoption of low-carbon materials beyond the funding period. • The production of a comprehensive suite of guidance documents covering a range of topics, including carbon baselining, industry playbooks and innovation trial protocols. • Delivery of behavioural research and industry guidance to better understand and overcome barriers to the adoption of low-carbon materials across local authorities. • The delivery of 12 live trials across more than 20 sites within North Lanarkshire. These trials tested a range of innovative low-carbon materials and techniques, including road markings, surface rejuvenators, pothole repair solutions and surfacing materials. Key outputs include- o 25,700 sqm of rejuvenation treatments o 24,000 sqm of carriageway resurfacing, including the ‘Supersite’ at Hirst Road and works associated with the Strathclyde Watersports Centre redevelopment o 2,100 sqm of footway resurfacing incorporating anti-icing additives • The project received national industry recognition, including the Highways UK Net Zero Award and Scottish Transport Awards recognition for innovation. 2.7 During the course of the project, Community Operations, in partnership with the term maintenance contractor (Hochtief), has successfully transitioned a number of materials Page 189 of 296
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into business-as-usual operations where reductions in whole-life carbon have been demonstrated. These include:- • Biogenic thermoplastic road marking materials • Biogenic binders within resurfacing materials • Waste rubber-modified mastic pothole treatment for permanent repairs. 2.8 This Service is currently developing a medium-term strategy to increase the adoption of low-carbon materials within its annual capital improvement programme. It is recognised that such materials presently attract a cost premium; therefore, careful consideration of financial implications is required. In response, Team Leaders have been tasked with incorporating a defined proportion of innovative, low-carbon schemes within existing annual budgets. This approach will be subject to ongoing review, with the intention of increasing adoption as cost differentials reduce over time through market maturity and economies of scale. The work supports delivery of the Council's Climate Plan and Net Zero ambitions. Next Steps 2.9 ADEPT will continue to lead a programme of monitoring and evaluation over the next five years to assess progress against project outputs, with a particular focus on the performance and uptake of innovative low-carbon materials. 2.10 To realise the outcomes set out in the original business case, the project team will maintain a focus on encouraging wider adoption of low-carbon materials across local authorities. However, following the conclusion of the funding stream, activities will be typically limited to knowledge sharing through established forums, including SCOTS groups and national conferences. 2.11 The Service is collaborating with Hochtief to develop a digital twin of North Lanarkshire Council’s road network using the EDGITAL platform. This innovative approach enables officers to monitor the performance of materials used in the Live Labs trials and to benchmark their effectiveness against resurfacing works delivered using conventional materials through the Council’s 2025 capital programme. Monitoring and evaluation are undertaken on a quarterly basis. 2.12 Funding for the Knowledge Bank is due to conclude in April 2027. The Service, in conjunction with its project partners, is therefore actively engaging with ADEPT, Transport Scotland and National Highways to explore the long-term future of CEDR, including the potential establishment of a four-nations governance model. 2.13 The Service will incorporate the learning outcomes from the Live Labs project into future capital programme bids and will embed the use of whole-life, sustainable materials and processes within its Road Asset Management Plans going forward. 2.14 The Service established a carbon emissions baseline for North Lanarkshire Council’s roads service for the 2022/23 financial year, adopting the Future Highways Research Group’s standardised methodology for inventory-based carbon baselining. A further assessment will be undertaken during 2026/27 to measure progress and provide an updated indication of performance on the Council’s decarbonisation journey. Page 190 of 296
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3. Measures of success 3.1 The successful transition of innovative low-carbon materials from trial to business-as- usual operations, delivering measurable carbon reductions and supporting the council's Climate Plan and Net Zero ambitions. Ongoing monitoring and evaluation will ensure that long-term performance data continues to inform future investment decisions. 3.2 The creation of a sustainable legacy through the Centre of Excellence for Decarbonising Roads and the Knowledge Bank, positioning North Lanarkshire Council at the forefront of roads decarbonisation and providing a lasting national resource to support innovation, collaboration and evidence-based decision-making across the UK roads sector. 4. Supporting documentation 4.1 The following documents support this report:- • Appendix 1 – Final Report Centre of Excellence for Decarbonising Roads (North Campus) • ADEPT Live Labs 2 project website • Carbon baseline reports published on the CEDR website: Carbon Baseline Report • Trial supersite video: https://youtu.be/BEXmBS1Egcg Lyall Rennie Chief Officer (Community Operations) Page 191 of 296
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☒ There are no additional financial implications arising from this report. The use of low- carbon materials during 2026/27 will be managed within existing capital improvement budgets. Future capital investment bids will include consideration of sustainability objectives and opportunities to adopt proven low-carbon solutions. 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 192 of 296
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The Knowledge Bank is hosted and operated by a third party and does not fall under the remit of NLC. 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 project supports the council's net zero ambitions through the identification, evaluation and deployment of lower-carbon materials and processes within roads maintenance activities and wider sector adoption of decarbonisation practices. 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 project generated significant communications activity throughout its duration, including a dedicated website, Knowledge Bank, newsletters, social media engagement, publication of technical guidance and presentations at national and international conferences. Ongoing communications activity will continue to support wider adoption of project outputs across the UK roads sector. 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 193 of 296
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1 Contents 1. Project Overview ................................................................................................................................. 5 1.1 Introduction ........................................................................................................................................ 5 1.2 Purpose of the Final Report .......................................................................................................... 5 1.3 Project Drivers and Objectives ..................................................................................................... 6 1.4 Workstreams ..................................................................................................................................... 7 1.5 Logic Model and Theory of Change ............................................................................................. 8 1.6 Project Structure and Governance .............................................................................................. 9 1.7 Project Partners and Roles ......................................................................................................... 12 1.8 A Retrospective View: Key Achievements ............................................................................. 14 1.9 Programme Legacy ....................................................................................................................... 16 2. Key Activities ..................................................................................................................................... 17 2.1 Project Workstream Overview .................................................................................................. 17 2.2 Innovation Funnel .......................................................................................................................... 18 3. Evaluation ........................................................................................................................................... 28 4. Scaling ................................................................................................................................................. 30 4.2 Scaling Locally ................................................................................................................................ 30 4.3 Scaling with Partners ................................................................................................................... 31 4.4 Innovation Support Programmes ............................................................................................. 32 5. Opportunities for Future Change ................................................................................................ 45 6. What Didn’t Stick .............................................................................................................................. 48 7. Spreading a Tailored Message ..................................................................................................... 49 8. Conclusions ........................................................................................................................................ 50 9. Appendices ......................................................................................................................................... 51 A. Relevant Links .......................................................................................................................... 51 B. Publications .............................................................................................................................. 51 C. Context Documents ................................................................................................................ 53 D. Awards ....................................................................................................................................... 53 Page 196 of 296
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2 Table of Figures Figure 1: Workstream Overview from Outline Business Case ....................................................... 7 Figure 2: Golden Thread ............................................................................................................................. 8 Figure 3: Logic Map ...................................................................................................................................... 8 Figure 4: Programme Structure ............................................................................................................... 9 Figure 5: Cross-campus Kick-off Meeting, June 2023 ................................................................... 11 Figure 6: Cross-campus Exhibition at PIARC World Road Congress, October 2023 ............ 11 Figure 7: North Campus Project Pothole, February 2024 ............................................................. 11 Figure 8: LCRIG Innovation Festival, July 2025 ................................................................................. 11 Figure 9: Cross-campus Exhibition at PIARC Winter Road Congress, March 2026 .............. 11 Figure 10: Project Innovation Ecosystem .......................................................................................... 12 Figure 11: Workstream Overview for the North Campus ............................................................. 17 Figure 12: Detailed Innovation Funnel ................................................................................................ 18 Figure 13: Carbon Baseline Report, available on the ADEPT website ...................................... 19 Figure 14: Innovation Log Snapshot .................................................................................................... 21 Figure 15: Example State-of-Play Report ......................................................................................... 21 Figure 16: Example Innovation Overview Report ............................................................................ 22 Figure 17: Example Innovation Scorecard ......................................................................................... 22 Figure 18: Summary of Key Trials ......................................................................................................... 24 Figure 19: Evaluation Process ............................................................................................................... 28 Figure 20: Example Carbon Evaluation Report, available on the Knowledge Bank and ADEPT website ........................................................................................................................................... 29 Figure 21: Innovation Support Programme Map ............................................................................. 32 Figure 22: Behaviour Change 2 research report .............................................................................. 34 Figure 23: CPC International Scan Report ......................................................................................... 38 Figure 24: CPC Future Foresight Report ............................................................................................. 38 Figure 25: CPC Playbook for Low-Carbon Materials ...................................................................... 38 Figure 26: Images of the Knowledge Bank ........................................................................................ 41 Figure 27: Social Value at St John’s Primary ..................................................................................... 43 STATUS/AMENDMENT PREPARED REVIEWED APPROVED 1.0 Name: Lauren SeBlonka & Alexandra Morgan Signature: Date: 20/03/2026 Name: Scott Walker & Elaine Nicol Signature: Date: Name: Signature: Date: Page 197 of 296
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3 Executive Summary The completion of this Live Labs 2 project marks a significant milestone for North Lanarkshire Council (NLC), Scotland and the wider UK local roads sector. Over the course of the project, the Centre of Excellence for Decarbonising Roads has moved from concept to reality, demonstrating how local authorities (LAs) can lead national progress toward lower‑carbon and resilient road maintenance and construction. The construction, renewal, adaptation, and maintenance of the UK’s local road assets have long represented a major source of greenhouse gas emissions. With materials alone accounting for around 40% of total embodied carbon in roads, and additional emissions arising from Scope 2 and 3 activities, the sector has historically faced a fragmented landscape of innovation. Individual local authorities have been left to independently trial new technologies, shoulder disproportionate risk, and balance rising costs against uncertain returns in resilience and decarbonisation . This project fundamentally shifted that dynamic. Through the establishment of the UK’s first Centre of Excellence for Decarbonising Roads, NLC, in partnership with Transport for West Midlands (TfWM), has created a trusted national platform that brings together standards development, knowledge management, a cloud‑based evidence repository, and sector‑wide measurement and evaluation. What began as a local initiative has now grown into a resource supporting LAs across the UK, reducing duplication, accelerating adoption of proven materials, and improving public value. Alongside this, the programme’s comprehensive materials testing initiative has introduced, assessed, and deployed leading global innovations directly onto UK roads. By demonstrating their performance in real‑world conditions, the project has given NLC and other local authorities the confidence and evidence required to move from experimentation to implementation. Academic and technical partners, including the University of Nottingham, Aston University, Future Highways Research Group, Safetytech Accelerator, Connected Places Catapult, Transparity, Transport Scotland, and Thinks Insight, have played a crucial role in exploring challenges, validating data, and accelerating knowledge transfer. Their involvement has positioned the programme as not only a testing ground for new materials, but a catalyst for long‑term change in how the sector evaluates, approves, and scales innovation. Enabled by Live Labs 2, North Lanarkshire has positioned itself at the forefront of local road innovation in Scotland and beyond, showcasing how local authorities can drive meaningful reductions in embodied and whole-life carbon, enhance resilience to climate change, and embed innovation into everyday operations. The project’s legacy is already influencing procurement decisions, material specifications, and strategic planning across the UK local roads sector. Page 198 of 296
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4 Senior Responsible Officer: Scott Walker | Roads & Lands Maintenance Manager “Reducing the carbon footprint of our road network activities is central to achieving our vision within The Plan for North Lanarkshire and our Climate Plan, Action on Climate Together 2030. This programme has allowed us to collaborate with partners to advance innovative measures that directly address this critical challenge.” Page 199 of 296
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5 | P a g e 1. Project Overview 1.1 Introduction ADEPT Live Labs 2: Decarbonising Local Roads is a three-year, UK-wide £30 million programme, funded by the Department for Transport, aimed at decarbonising the local highway network. It includes seven projects, grouped by four interconnected themes, led by local authorities working alongside commercial and academic partners. A critical cornerstone of the ADEPT Live Labs 2 programme, North Lanarkshire Council (NLC), in partnership with Transport for West Midlands (TfWM), Amey, Colas, and an extensive network of UK and international collaborators, has successfully delivered one of the four themes: the Centre of Excellence for Decarbonising Roads. Building upon the original £4,563,550 allocation to NLC and separate funding for the South Campus, the consortium has evolved from a proposal to a nationally recognised engine for innovation, sector alignment, and carbon-focused transformation across the UK local roads network. From its inception, the Centre set out to address one of the sector’s most persistent challenges: a fragmented, inconsistent and siloed approach to materials innovation. Historically, local authorities were left to run isolated trials with limited evidence, variable data quality, and significant cost and risk burdens. Through Live Labs 2, the Centre has fundamentally changed this landscape by creating the UK's first dedicated, trusted, evidence-driven environment for evaluating and scaling low-carbon materials. 1.2 Purpose of the Final Report The purpose of the Final Report is to critically examine the end-to-end journey of this revolutionary programme was developed and delivered, highlighting key achievements, evidence generated, and its contribution to accelerating decarbonisation across the UK roads sector. Learnings are based on programme documentation, comparative trials, carbon assessments, engagement with partners, and behavioural research, using a consistent and evidence-led evaluation approach. Page 200 of 296
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6 1.3 Project Drivers and Objectives The Centre was formulated in response to the macro-, meso- and micro-level challenges facing the industry’s ability to meet its net zero targets, now validated by the Centre through extensive behavioural research and cross-sector engagement since 2023. The items that were not present in the Outline Business Case but subsequently surfaced through outreach are highlighted below: Challenges and Drivers for the Centre Link to Desired Outcomes Lack of systems thinking Establish a Centre of Excellence model led by industry to tackle siloed working and lack of interconnectivity across local authorities. Carbon measurement and tracking Establish a consistent approach to carbon evaluation of road materials. Piecemeal application of new innovation Enable coordinated materials trials and widespread adoption of emerging technology in decarbonisation. Scope 3 and fugitive emissions Transformation of LA approach to whole-life carbon reduction of local roads. Effective decision-making that balances decarbonisation against other needs Intelligent commissioning of local road maintenance and construction that balances decarbonisation with operational, financial, technical and wider impacts. Legislative restrictions Where relevant, embedding of research outputs into standards and specifications within the UK. Materials under pressure Accelerate innovation in highways materials to optimise road infrastructure, thermally and functionally, against climate change. Behavioural barriers Address long-standing behavioural barriers preventing adoption of low-carbon materials. Table 1: Challenges, Drivers and Outcomes Page 201 of 296
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7 1.4 Workstreams At its core, the project set out to identify, develop, evaluate, and scale low‑carbon material innovations to reduce whole‑life carbon emissions across the UK’s road networks through two main workstreams: a Knowledge Bank and Smart Materials Testing Programme. The Knowledge Bank workstream involved the creation of a national database to provide LAs with tested, standardised information on innovative materials, associated carbon impacts, and case studies of both successful and unsuccessful trials. This intended to reduce duplication, improve transparency, and support LAs in making informed, cost‑effective and carbon‑efficient decisions. The second workstream was a Smart Materials Testing Programme, developing a structured innovation funnel to source, assess, test, and validate cutting‑edge materials from the UK and around the world. This includes laboratory testing, live demonstrators in test‑bed sites across North Lanarkshire and the West Midlands, and robust carbon measurement using FHRG standards. The aim was to ensure that only credible, evidence‑based materials progress toward wider adoption, thereby preventing “greenwash” and increasing sector confidence. Figure 1: Workstream Overview from Outline Business Case Page 202 of 296
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8 1.5 Logic Model and Theory of Change The long‑term vision was for the Centre to become a permanent, trusted body that accelerates decarbonisation, reduces costs through standardisation and shared learning, improves material resilience, and strengthens UK leadership in climate‑focused road asset management. Below are the original Theory of Change and Golden Thread for the CEDR North Campus, visualising the relationship between the project background, challenges, inputs, outputs and outcomes. Figure 3: Logic Map Figure 2: Golden Thread Page 203 of 296
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9 1.6 Project Structure and Governance As part of the bidding process, NLC and TfWM were tasked with forming a coherent, collaborative Centre of Excellence across two ‘campuses.’ Although united as one Centre of Excellence, the North Campus, comprising North Lanarkshire Council and delivery partner Amey, differs from the South Campus in delivery of specific workstreams, as outlined below: Figure 4: Programme Structure Page 204 of 296
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10 Further to this, the geographic differences and local priorities between both campuses resulted in key methodological variance for the following reasons: Difference Justification North Campus emphasised ‘clean’ and comparative trials in initial pothole repair trial to ensure accurate carbon and technical performance data. South Campus emphasised operational trials to understand the real-world implications for initial pothole trials, following a ‘clean’ environment for their Pothole Phase 2. North Campus emphasised ‘fence-to-fence’ scope for material market scanning and trials, whilst the South Campus focused predominantly on asphaltic materials. NLC aimed to provide a breadth and depth of insight into all materials relevant to local road maintenance. TfWM focused more on asphalt as it comprises the majority of carbon emissions from materials. North Campus led the delivery of the Knowledge Bank, Sandbox and behavioural change research. In line with Outline Business Case commitments from NLC. Both Campuses differed in project management roles and structures (e.g. North Campus resourced a Technical Lead, Technical Team, Comms Lead and 0.5 FTE Programme Manager). This is due to differing roles and responsibilities between LA and project delivery partner, as well as budget. Most, if not all, North Campus trials were conducted on Hot-Rolled Asphalt (HRA). This is due to the prevalence of HRA in the Scottish local roads sector, thereby requiring any materials to be proven as effective with HRA to enable full adoption into business-as-usual. North Campus noted slightly less engagement from the same large supply chain organisations than in comparison with the South Campus. Exact reasons are unknown, however this may have been influenced by the perceived value and size of the Scottish market. North Campus received more transparency in carbon emissions data from suppliers in comparison to the South Campus. This may have been influenced by the Carbon Lead from the North Campus working for an organisation with no pre-existing ties to material manufacturing. Table 2: Differences between North and South Campuses United as one theme, both campuses maintained strategic and operational alignment through weekly Project Management meetings, regular communications meetings, informal bi-weekly consortium calls, and a Steering Board that convened once per month. Page 205 of 296
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11 Figure 5: Cross-campus Kick-off Meeting, June 2023 Figure 6: Cross-campus Exhibition at PIARC World Road Congress, October 2023 Figure 7: North Campus Project Pothole, February 2024 Figure 8: LCRIG Innovation Festival, July 2025 Figure 9: Cross-campus Exhibition at PIARC Winter Road Congress, March 2026 Page 206 of 296
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12 Represented by a Senior Responsible Officer from each of the four partner organisations (NLC, TfWM, Amey and Colas), the Steering Board acted as a North Star for the Centre. Underpinned by a joint governance document and protocols agreed from the start, decisions were reached based on a quorum, with public sector SROs having ultimate decision-making capacity. Change requests, joint workstream finance and other areas of overlap were consistently managed through this forum. Providing further strategic alignment, the Centre created an Expert Advisory Panel within the mobilisation period. The group, consisting of leaders in the local roads industry, met on a monthly basis until the last year of the programme, when frequency reduced to quarterly. Representatives included Transport Scotland, National Highways, FHRG, Midlands Highways Alliance, Mineral Products Association Scotland, University of Nottingham and HAUC UK through the Road to Net Zero project. Their regular insight and amplification of the Centre’s initiatives played a vital role to reducing duplication, maintaining technical excellence and stimulating collaboration across local roads, strategic roads and sister sectors like utilities and street works. 1.7 Project Partners and Roles Figure 10: Project Innovation Ecosystem Page 207 of 296
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13 • Amey – Main project delivery partner for the North Campus – provided overall project management, knowledge bank delivery, carbon evaluation, technical evaluation, operational oversight, market scanning, communications and engagement, and subcontract management. NLC’s term maintenance contractor for the first 1.5 years of the programme, delivering the initial trials from an operational perspective. • South Campus (Transport for West Midlands, with delivery partner Colas) – Partner project, consulted and provided insight into key workstreams across both campuses. • Connected Places Catapult – Completed a series of three work packages in partnership with the North and South Campuses, including international market scanning, a future foresights report, and an Industry Playbook for LAs to accelerate local road innovation. • University of Nottingham and Aston University – Academic partners, sat on the Expert Advisory Panel and representing the Expert Research Group, provided accelerated life testing for asphaltic materials. • Future Highways Research Group – Advised and supported delivery of the carbon baseline and carbon evaluation of trials. FHRG also sits on the Expert Advisory Panel. Carbon evaluations were completed in line with the FHRG Carbon Calculation and Accounting Standards (CCAS) and with the Carbon Leadership Programme (CLP) toolkit. • Safetytech Accelerator – Delivered the Barriers to Decarbonising Roads Sandbox (BDRS), supporting SMEs to identify and develop solutions for the barriers faced in navigating the UK materials market. • Thinks Insight – Delivered two behavioural change work packages, including initial LA engagement and end-user requirements gathering for the Knowledge Bank, as well as on-the-ground behavioural barrier research. • Transparity – Leveraging Microsoft tools, Transparity developed the Knowledge Bank. • Contractors – Provided both operational support in delivery of trials (Amey and Hochtief), as well as industry insight into key workstreams such as mentorship in the Sandbox. • Supply Chain – Enabled material supply for trials, as well as industry insight into key workstreams such as mentorship in the Sandbox and sense-checking Knowledge Bank content. • Small-to-Medium Enterprises (SMEs) – Participated in trials and in the Sandbox, providing valuable insight into their experiences and cutting-edge innovations. • Industry Bodies (National Highways, Transport Scotland, SCOTS, MPA and others) – Represented on the Expert Advisory Panel and participated in key workstreams such as mentorship in the Sandbox. Page 208 of 296
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14 1.8 A Retrospective View: Key Achievements 1.8.1 A Nationally Recognised Hub for Decarbonisation The Centre has successfully coordinated across borders, through the North Campus (North Lanarkshire) and South Campus (West Midlands), enabling consistent learning, testing, and decision-making across regions. Despite the geographic differences and inherent complexity, the collaboration between campuses has strengthened a cross-nations relationship that will endure beyond the end of this programme. 1.8.2 A Structured, Global Approach to Identifying Innovation In its first year, the team scanned both the UK and global markets to identify leading low-carbon materials and technologies, leveraging relationships across LAs, universities, suppliers, SMEs, and standards bodies. This included collaboration with: • Amey’s Technical and Design team: Conducting comprehensive market-scanning sprints of low- carbon material innovation in the UK, aligned to the DMRB/MCHW series (200+ innovations). • Connected Places Catapult: Leveraging their international academic, research and SME ecosystem, identifying global innovations not originally surfaced by the domestic market scanning (200 innovations). • Safetytech Accelerator: Identifying a further 300 innovations, focused on earlier-stage Technology Readiness Levels to be included within the Barriers to Decarbonising Roads Sandbox (BDRS). • The University of Nottingham, Aston University and other university partners: Sense-checking and providing material research themes to further explore. • Entries on the website from suppliers: Through an automated form to the Centre’s Innovation Log (65 innovations). Page 209 of 296
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15 1.8.3 Live Trials Transforming the UK Roads Sector Multiple trial programmes were delivered across the breadth of local road maintenance and construction activity, such as surface treatments, surfacing, pothole repair, in-situ recycling processes, signage, and line marking. These were underpinned by an award-winning trial methodology developed by the team, where possible comparing multiple materials side-by-side with the business-as-usual material (Highways UK Net Zero Award; Scottish Transport Awards finalist for Excellence in Technology and Innovation). A few notable examples include: • SuperSite resurfacing trials, transforming a two-kilometre B-road into a live testbed for cutting-edge asphalt innovations. • Project Pothole, evaluating six pothole-repair materials side-by-side across six controlled sites. • Rejuvenator trials, comparing performance across SMA and HRA surfaces, produced in collaboration with the University of Nottingham and the M8 DBFO. • UK-first trials, of a waste-plastic polymer-modified bitumen (Ecopals Ecoflakes) and a microcapsule anti-icing asphalt additive (Iterchemica WinterPave). These trials provided unprecedented like-for-like, real-world data under live traffic conditions, addressing the historical gap in reliable evidence for local authorities. 1.8.4 Creation of the UK’s First Knowledge Bank for Low-Carbon Road Materials One of the most celebrated achievements has been the launch of the Knowledge Bank, an open-access digital platform giving local authorities nationwide the ability to: • Explore a verified menu of low-carbon materials, sourced from the Centre’s market scanning • Compare lifecycle emissions, centrally storing carbon data such as Environmental Product Declarations (EPDs) • Access case studies, trial protocols, supplier data and technical insights • Share operational experiences and peer reviews The platform rapidly gained adoption, reaching over 2,200 unique users since its launch in October 2025. Its launch webinar and subsequent engagement events have attracted strong sector engagement and positioned NLC as a UK leader in digital transformation for material innovation and decarbonisation. Page 210 of 296
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16 1.8.5 Sector Leadership, Influence and Recognition The programme consistently elevated NLC’s national profile, earning awards and delivering thought leadership across the UK and internationally. Highlights include: • Creation of an industry-recognised Centre of Excellence for Decarbonising Roads brand, comprising of a logo, brand guidelines, website, LinkedIn page with over 1,250 followers, YouTube channel, digital resource library, and structured and consistent marketing campaigns. • Winning the Highways UK Net Zero Award (2024) for comparative trial methodology of pothole repair materials. • Presenting research at events across the UK, Europe, and the US, including the World Road Congress (2023), NAPA International Summit in Chicago (2025), and the Winter Road Congress (2026). • Shortlisting for national awards recognising carbon reduction and innovation excellence, including the Scottish Transport Awards. • Programme manager, Lauren SeBlonka, winning the Highways UK Associate Laureate (Rising Star) Award, recognising her contributions to decarbonisation as enabled through Live Labs 2. 1.8.6 Collaborative Governance and Sector-Wide Partnership The Centre's strength is drawn from an extensive partnership network involving industry bodies, academics, supply chain experts, and innovators. This ecosystem has enabled: • A trusted industry review process (carbon, technical and scalability criteria). • The creation of a unified testing and evaluation methodology, enabling apples-to-apples comparisons across materials. • Behavioural insights research to address operational, cultural and procurement barriers to innovation adoption (in partnership with Thinks Insight). • A national advisory ecosystem spanning National Highways, Transport Scotland, Connected Places Catapult, and academic research groups. 1.9 Programme Legacy Ultimately, the story of the Centre of Excellence is one of transformation; of local authorities gaining the knowledge and tools needed to lead on material decarbonisation, of innovators finding a trusted environment to scale their ideas, and of a sector moving beyond isolated trials toward coordinated, evidence‑driven change. What has been built through Live Labs 2 is not only a body of research or a suite of tools, but a lasting foundation for how the UK can continue to reduce the carbon impact of its road networks in the years ahead through better-performing assets. Page 211 of 296
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17 | P a g e 2. Key Activities 2.1 Project Workstream Overview The North Campus delivered its mission through two primary workstreams, underpinned by four integrated sub-workstreams. Innovation management through an agile Innovation Funnel provided a structured pipeline for identifying, assessing, and trialling low‑carbon materials using consistent technical, operational, and carbon criteria. Communications and engagement built sector awareness through events, digital channels, and partner collaboration, positioning the Centre as a national hub for decarbonisation. Innovation support programmes, including the Sandbox, behavioural research, and foresight studies, helped remove barriers and strengthen the pathway for emerging technologies. Finally, the Knowledge Bank created the UK’s first centralised, open‑access repository of validated material data, enabling local authorities to make informed, evidence‑based decisions and reduce duplication across the sector. Figure 11: Workstream Overview for the North Campus Page 212 of 296
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18 2.2 Innovation Funnel Following a hybrid agile-waterfall approach, the beating heart of this project was the Innovation Funnel. Evolved from previous experience on the Live Labs 1 Staffordshire project, the Funnel comprised five central steps: discovery, identification, qualification, trial, and scale and share. This ensured a streamlined methodology for navigating the complex, innovation-rich materials market both in the UK and globally, with multiple ‘sift’ points to prevent trial expenditure on any unfeasible or nonviable low-carbon materials. Benefitting from digital tools and automation, the Funnel convened operational, technical, carbon and innovation experts at each step for a truly holistic identification, assessment and trial of materials. Figure 12: Detailed Innovation Funnel Events Industry Press Operations Procurement Partners CPC Scouting Desktop Study 1 2 3 4 Identification Engaging in both structured and unstructured activities to identify low - carbon materials and processes. Discovery Exploration and identification of challenges facing low - carbon innovation adoption. Qualification & Trial Sifting, scoring and selection of innovations based on carbon, technical and scalability factors. Sector Engagement Behavioural Science Expert Groups Sift Score Select Trial Study Scale Scale & Share Reviewing opportunities to scale-up innovations and share with wider industry. Innovations sifted based on initial criteria Innovations scored by core team and Expert Groups Innovations selected based on weighted scoring Innovations trialled on live road network Innovation performance tested and evaluated Overview Reports & Carbon Analysis Logged Innovations & Carbon Go/No -Go Scores Compiled & Compared Planning & Lab Testing Data Collection & Analysis Embedding in LHA operations as BAU Submission Form Knowledge Bank Press Releases White Papers Event Exhibition Operational Planning Industry Playbooks Innovation Process Page 213 of 296
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19 2.2.1 Challenge Identification Local Authority Engagement At the outset, the Centre recognised that innovation in local road materials was often fragmented and siloed, so the team prioritised direct engagement with local authorities across the UK. This outreach included workshops, interviews, and collaborative sessions, all designed to surface practical challenges and barriers that were not fully captured in the original business case. A comprehensive local authority survey was developed and deployed to map decision-making journeys, identify behavioural, cultural, organisational, and technical barriers to adopting low-carbon materials, and gather data on current practices and pain points. The survey results provided a foundation for the Centre’s evidence-led approach, ensuring that subsequent workstreams and interventions were tailored to the actual needs and constraints faced by local authorities. Throughout the programme, the Centre maintained ongoing dialogue with local authorities, using survey findings to refine the innovation funnel, trial protocols, and knowledge bank features. This iterative process ensured that the Centre’s outputs remained relevant and actionable, supporting both strategic and operational change. Carbon baselining NLC began the programme by establishing a full carbon baseline of its highways services to address one of the sector’s most persistent gaps: the absence of consistent, reliable and comparable carbon data. Early engagement with local authorities and industry partners highlighted that decisions on low-carbon materials were often hampered by fragmented information, inconsistent measurement approaches, and limited visibility of Scope 2 and 3 emissions across road maintenance activities. Establishing a baseline therefore became essential to quantify the current position, identify high-impact carbon sources, and create a robust foundation for evaluating new materials and operational practices. This also aligned with the Centre’s broader ambition to enable intelligent commissioning and support whole-life carbon reduction. Figure 13: Carbon Baseline Report, available on the ADEPT website Page 214 of 296
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20 The baseline was developed using the Future Highways Research Group (FHRG) Carbon Calculation and Accounting Standards (CCAS) and supported by a structured evidence-gathering process. This included: • Mapping all major activities within NLC’s road maintenance and construction operations. • Collecting and validating data from suppliers, contractors and internal operations teams. • Assessing embodied carbon in materials, particularly asphalt, which had been shown to represent around 40% of total embodied emissions. • Incorporating Scope 2 and 3 emissions and operational impacts to ensure a complete whole-life picture. This process built on early behavioural research, operational engagement, and supplier transparency, an area where the North Campus benefitted from strong cooperation from material producers. The result of this work was more than just a quantitative baseline: it became a strategic tool. The baseline enabled NLC and Amey to identify priority decarbonisation opportunities, design comparative trials, and embed consistent carbon evaluation into every stage of the Innovation Funnel, from identification and qualification through to live testing and scaling. It provided the reference point for evaluating new materials (such as biogenic binders, rejuvenators, in-situ recycling, and novel asphalt additives) and ensured that subsequent carbon assessments for each trial were credible, apples-to-apples and transferable across the sector. What NLC took forward from this work included: • A consistent and repeatable carbon evaluation methodology adopted across all trials. • A deeper understanding of the carbon profile of local highways operations and where innovation could deliver the greatest impact. This included a large proportion of emissions in energy consumption, highlighting the need for complementary live labs such as the future street lighting innovation in East Riding. • Evidence and insights that fed directly into the Knowledge Bank, enabling other LAs to access carbon data, Environmental Product Declarations, and evaluated case studies. • A foundation for long-term whole-life carbon reduction, procurement reform, and future strategic planning. In short, the carbon baseline became the first step of the Centre’s evidence-led approach to evaluating material innovation. Page 215 of 296
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21 2.2.2 Inspiration Building on these foundations, the North Campus team adopted a fence-to-fence approach, recognising the widespread decarbonisation issues across all material categories and service activities within local roads. To tackle this, the team developed a market scanning sprint process aligned to the Design Manual for Roads and Bridges (DMRB) series. From signage to lining to surfacing, the technical team at Amey worked through a structured approach of desktop research, supply chain outreach and operational engagement, collecting over 150 material innovations across ten material series. All material innovations were stored in a digital Innovation Log, with an automated form for suppliers to add their own innovation on the website (www.decarbonisingroads.co.uk), gathering a further 50 ideas over the duration of the programme. This tool remained instrumental to both the Centre’s innovation selection and other Live Labs, as a repository shared early in the programme. Complementing this initial research, both campuses also commissioned international market scanning from Connected Places Catapult. This aimed for parity, identifying a further 200 innovations from every corner of the global road industry. Compiled in an international market scanning report, CPC summarised the key themes in material innovation, as well as systemic constraints (see Appendix B). Figure 15: Example State-of-Play Report Figure 14: Innovation Log Snapshot Page 216 of 296
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22 2.2.3 Prioritisation Once initial market scanning was completed for a material category, an initial sift session was hosted. Convening operational, technical and carbon experts, the team would narrow down up to fifteen options based on an initial state-of-play document and innovation snapshots, as seen here. After the sift session, the technical team completed Innovation Overview Reports, or brief business case overviews refined through supplier verification. With limited available time, both campuses collaborated on an Innovation Scorecard – a digital tool that weighted carbon savings against other factors such as operational effectiveness, efficiency, wider environmental impacts, cost and health and safety – to ensure materials that progressed to trial offered the greatest opportunity to be a viable alternative to the business-as-usual. Figure 17: Example Innovation Scorecard Each area of scoring had an assigned subject matter expert to complete scoring, with added robustness through detailed explanations of each Likert scale (1-5) in an Innovation Scoring Guidance document. This minimised any inconsistency in understanding the tool, with scorers using the aforementioned Innovation Overview Reports to inform their decisions. Figure 16: Example Innovation Overview Report Page 217 of 296
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23 Automatically graphed by ease and impact, materials scoring high in both areas of a certain threshold (typically 3.0 out of 5.0) were progressed to live trial planning. Over the first twelve months, this translated to: • 200 materials identified • 7 state-of-play reports created • 7 sift sessions hosted • 7 scorecards completed for material categories • 58 overview reports for material innovations 2.2.4 Trial design and planning This project was not another case of ad hoc trials. The Centre established a comparative, considered and lab-like environment to elevate local authority decision-making to the highest level of live trial evidence. Developed into a set of published trial protocols, both campuses set out to approach trials in as clean of an environment as possible, minimising variables that impact technical performance differentiation whilst bolstering comparability in operational carbon data collection. Each trial had an associated Trial Design document, outlining key research questions, objectives, baseline information and a data collection plan. Not only did this support planning but it provided a vital reference point for post-trial evaluation. Page 218 of 296
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24 2.2.5 Trials One of the pinnacles of the programme, the North Campus commenced its first trials in early February 2024, with its trial methodology receiving the Highways UK Net Zero Award in 2024. From pothole repair to preventative maintenance to in-situ recycling, NLC has completed over 12 trial programmes on numerous sites: Page 219 of 296
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25 Figure 18: Summary of Key Trials Page 220 of 296
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26 2.2.6 Location Map of Trials # Trial Name Site Location(s) 1 Project Pothole A723, Carfin A73, Cumbernauld B7066, Shotts B8054, Cumbernauld C36, Cumbernauld Robberhall Road, Wishaw 2 Reclamite Mitchell Street, Coatbridge Chapelhall Roundabout, A8, Motherwell Page 221 of 296
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27 3 Line-marking Glasgow Road, A8011, Cumbernauld Holytown Link Road, A73, Carfin A723, Carfin A8011, Cumbernauld, Old Inns Roundabout Robberhall Road, Wishaw B816, Old Inns to Ward Park Roundabout 4 Fliegl A806, Chyrston 5 Jerol A73, Stirling Road 6 Pentack Caldercruix Road, North Lanarkshire, Scotland 7 Surfacing SuperSite B7066 by House O’Muir road 8 WinterPave Abbotsford Road Marmion Road 9 EcoFlakes Chapelknowe Road, B7029, Carfin 10 ACLA King Street Carpark, Kilsyth St John St Carpark, Coatbridge 11 Biochar Crofthead Crescent, Bellshill 12 EcoPals & Sima Strathclyde Country Park Page 222 of 296
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28 | P a g e 3. Evaluation Following the completion of each live trial, the Centre undertook a structured, multi-layered post-trial evaluation to ensure that every material was assessed consistently, transparently, and in direct comparison with the business-as-usual equivalent. This process covered three core dimensions: carbon, technical performance, and operational feasibility, each aligned with the standardised trial protocols developed earlier in the programme. Carbon performance was evaluated using the FHRG Carbon Calculation and Accounting Standards (CCAS), ISO 14001 and PAS2080 standards, ensuring that embodied, operational, and whole-life impacts are captured using a consistent methodology. In practical terms, the dedicated Carbon Lead leveraged a combination of OneClick LCA, Aspect, FHRG and emissions databases. This also involved the publication of a categorisation guideline for carbon emissions factors, to both support suppliers in understanding industry expectations for carbon reporting and for local authorities to quickly identify the robustness of suppliers’ carbon emissions claims (see Appendix B). In total, 25 material carbon evaluations have been published by the North Campus. Figure 19: Evaluation Process Page 223 of 296
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29 Technical evaluations examined the material’s durability, performance under live traffic, resilience, and behaviour in local climatic conditions, often supported by input from academic partners such as the University of Nottingham and Aston University through accelerated life testing. In total, 7 technical notes and evaluations have been completed. Operational evaluation captured how the material performed during installation, including ease of use, curing times, safety considerations, supply chain readiness, and compatibility with current equipment and practices. This was gathered through a combination of operative feedback and site diaries. Together, these assessments allowed the Centre to determine whether a material was viable for scaling locally within NLC and more broadly across UK local roads. Insights, data, and case studies from each post-trial evaluation have then been standardised and uploaded into the Knowledge Bank, enabling other local authorities to access high-quality evidence and reducing duplication of trials across the country. Figure 20: Example Carbon Evaluation Report, available on the Knowledge Bank and ADEPT website Page 224 of 296
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30 | P a g e 4. Scaling Significant effort across North Lanarkshire and its partners has been taken to ensure that successful material trials translate into business-as-usual change, as evidenced by the strategic and tactical decisions taken since project mobilisation. 4.2 Scaling Locally Locally, the ability to scale was bolstered in September 2025 by the NLC Environment and Climate Change Committee, which ratified the Council’s commitment to promote the use of appropriate low-carbon materials trialled through the Live Labs 2 programme into business-as-usual activities for road maintenance, in line with The Plan for North Lanarkshire’s Ambition Statement 17 (Ensure we keep our environment clean, safe, and attractive). Since initial trial evaluations and outcomes, North Lanarkshire has transitioned the following materials to business-as-usual: • Biogenic thermoplastic for all line-marking, with increased usage of MMA line-marking where appropriate. • Biogenic binders for resurfacing, with Team Leaders and Engineers expected to specify low-carbon materials in a minimum percentage of schemes, set to increase year-on-year. • End-of-life waste tyre mastic asphalt, for use for screed and crack repair. This has been embedded into the works management system alongside other outcomes of Project Pothole through a carbon and performance-based defect treatment matrix. • Preventative maintenance, Prior to Live Labs 2, preventative maintenance primarily focused on established treatments such as surface dressing, with limited adoption of other preventative maintenance interventions. • Passively-safe signposts as an alternative to Vehicle Restraint Systems, where design and specifications allow. • Incremental scaling of microcapsule anti-icing additives to other footways, with a view to carriageway trials depending on performance monitoring. Page 225 of 296
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31 4.3 Scaling with Partners As primary delivery partner, Amey has also taken significant steps to embed the findings of Live Labs 2 into everyday operations. From a strategic standpoint, Amey have signed the ADEPT Decarbonisation Pledge, demonstrating ongoing commitment to realising the benefits of Live Labs 2 beyond programme closure. On a tactical level, the Live Labs 2 delivery team at Amey have undertaken numerous initiatives to accelerate material decarbonisation, such as: • Presentations to key partners and stakeholders at Transport Scotland, National Highways, supply chain partners and local authorities. • Supported additional trial delivery to provide technical comparison of rejuvenators on HRA versus TS-2010 via the M8 DBFO with Scottish Roads Partnership. • Dedicated material decarbonisation working groups for each of its Highways portfolios, sharing Live Labs 2 insights and process mapping service delivery to weave decarbonisation into every stage of highways maintenance and construction. • Share and elevate key resources published through Live Labs 2, such as the Innovation Log, Trial Protocols and Innovation Scorecard. • Progressed certain materials to trial and/or business-as-usual based on Live Labs 2 results in North Lanarkshire, including biogenic thermoplastic, binder alternatives, preventative maintenance and sustainable cold-mix repair materials. • Leveraged Live Labs 2 findings to inform procurement decarbonisation roadmaps. • Hosted Lunch&Learns across Transport Infrastructure and Consulting on Live Labs 2, including whole-life carbon evaluation and material innovation. • Funnelled other Live Labs innovation into initiatives across Amey Highways, including a feasibility assessment of the Greenprint methodology for the M8 DBFO in partnership with Scottish Roads Partnership. Page 226 of 296
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32 4.4 Innovation Support Programmes Recognising that material decarbonisation is not achieved solely through material trials, the North Campus also mapped a cohesive series of innovation support programmes, designed to tangibly and holistically address barriers to business-as-usual. As experienced from the perspective of LAs, SMEs and wider industry, the support programmes pulled on cross-disciplinary expertise from partnerships such as: • Connected Places Catapult (in partnership with the South Campus) – for market scanning and playbook expertise. • Thinks Insight – for behavioural science. • Safetytech Accelerator – for SME and sandbox experience. The interrelation between these programmes can be viewed below: Figure 21: Innovation Support Programme Map 4.4.1 Behavioural Change – 1 & 2 This workstream was established to understand why low‑carbon materials are not being adopted at scale by LAs, and to identify behavioural, cultural, organisational, and decision‑making barriers preventing change. Initial phases focused on behavioural research, mapping decision‑making journeys, and identifying opportunities for intervention. To ensure behavioural science was the cornerstone of this workstream, NLC partnered with Thinks Insight, a behavioural science consultancy previously commissioned to deliver similar research for various central government departments. Page 227 of 296
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33 Behaviour Change 1 – A behavioural approach to defining End User Requirements for the Live Labs Knowledge Bank In early 2024, NLC and Amey approached Thinks to support with initial challenge identification, aiming to understand how local authority practitioners make decisions about materials and innovation, and to identify the conditions required for a digital platform to support the adoption of low‑carbon solutions in practice. The objectives of the first part of the behaviour change report were: 1. To understand End User needs for a Knowledge Bank through qualitative research; 2. To specify Knowledge Bank End User Requirements (EURs), based on research insights and behavioural science best practice; and, 3. To collaborate with platform suppliers to determine the format of EURs. The report identified a long list of End User Requirements, grouped into four categories: • Informational requirements – including clear, specific evidence on performance, cost, carbon savings, suitability and longevity, supported by both quantitative data and qualitative context. • Feature requirements – such as decision-support tools, filtering and comparison functionality, mapping, carbon and cost calculators, and mechanisms for peer learning and validation. • Operational requirements – including standardised submission processes, quality assurance, consistency of content, and simple, intuitive user journeys. • Organisational requirements – recognising that successful adoption requires cultural change, leadership buy-in, collaboration between authorities, and a platform that does not add additional burden to already constrained teams. Outputs and Impact Overall, the research concluded that for the Knowledge Bank to be effective, it must help shift users from a “playing not to lose” mindset towards a more confident, opportunity-driven approach to innovation. By establishing a clear understanding of why innovation stalls in practice, Behaviour Change 1 provided a critical behavioural evidence base that directly informed the Knowledge Bank’s design principles, functionality and minimum viable product (MVP), while also shaping wider development, testing and engagement activities. Collectively, this work underpinned the programme’s broader strategy for embedding low-carbon materials into BAU decision-making across local authorities. Page 228 of 296
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34 Behaviour Change 2 – On the ground behaviour change Behaviour Change 2 built directly on the insights from Behaviour Change 1, shifting focus from understanding barriers to developing and testing practical interventions that support the adoption of low-carbon materials in day-to-day local authority operations. The team examined how low-carbon material innovation is adopted in practice across local authorities, with a focus on both strategic decision-makers and teams delivering works on the ground. Drawing on ethnographic fieldwork, interviews and site observations across North Lanarkshire, Coventry and Lincolnshire, the research showed that while enthusiasm for low-carbon trials is high, long-term adoption remains constrained by concerns around risk, accountability, cost and durability, particularly once external trial funding ends. The findings highlighted that innovation is enabled by three key drivers: 1. Motivation to innovate 2. Collaboration with contractors and suppliers 3. Availability of appropriate infrastructure, tools and skills However, these drivers are counterbalanced by the following challenges: 1. Risk aversion 2. Status-quo bias 3. A lack of clear ownership and responsibility for innovation Ultimately, the research showed that while operatives play an important role in delivery, decisions made earlier in the process, around specification, budgeting and approvals, are more influential in determining whether low-carbon materials are ultimately adopted. Using behavioural science frameworks in a co-creation workshop, Thinks Insight identified a suite of behaviour change interventions designed to overcome these barriers and embed innovation into business-as-usual. These include one system-level intervention focused on shared risk and liability, alongside prioritised, practical interventions such as Joint Innovation Hubs, Innovation Champions, Decision Prompts and Shared Success Stories. Overall, the research provides an evidence-based roadmap for translating successful low-carbon trials into sustained adoption. It strengthens the programme’s legacy by identifying practical mechanisms to reduce risk, build confidence, and support consistent decision-making, ensuring that innovation moves beyond isolated trials and becomes embedded across local authorities. Figure 22: Behaviour Change 2 research report Page 229 of 296
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35 4.4.2 Barriers to Decarbonising Roads Sandbox The Barriers to Decarbonising Roads Sandbox (BDRS) was created to accelerate the adoption of innovative, low‑carbon materials for UK roads by identifying blockers, testing mitigation approaches, and generating clear guidance for suppliers, local authorities and industry stakeholders. The North Campus partnered with SafetyTech Accelerator, as an experienced consultancy in sandboxes for organisations such as the Health & Safety Executive, with the aim of delivering a toolkit to provide startups and innovators in the roads industry with a practical guide for successful market entry. The team began mobilising the sandbox in March 2024, setting out objectives with all industry partners and stakeholders. With a lens to tackling barriers from a supply chain and SME perspective, the BDRS objectives were to: 1. Understand what the key blockers are to new materials being adopted in local roads 2. Explore why barriers exist and what the key components of them are 3. Understand why certain innovations that ‘seem’ like they should be an improvement on existing methods do not make it through to full commercial uptake 4. Produce recommendations for how these blockers can be mitigated Initial market scanning conducted by Safetytech identified over 300 SMEs, providing a strong foundation for innovation sourcing. From this pool, a structured SME selection process prioritised candidates based on strategic alignment, readiness, innovativeness, and the breadth of barriers their solutions could address. The following 6 SMEs were selected; PRG Scotland - focuses on transforming waste tyres into valuable low carbon materials for road construction Sima - developed PolyPave, a bitumen extender produced from recycled ultra-low-density polyethylene (ULDPE) Ecopals - developed EcoFlakes®, an innovative polymer modifier designed for use in asphalt Uberbinder – A bio-polymerised sulphur binder, eco-friendly road binder that reduces emissions Biozeroc - offering a low-carbon cement alternative product BioCemTM DMAT - a technology company pioneering next-generation concrete and mortars Page 230 of 296
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36 Figure 23: Highlighting all the SME’s and their technology readiness levels We then completed a mentor matchmaking activity, connecting the 6 SMEs with experienced sector mentors, including LAs and National Highways, enabling knowledge transfer and early-stage challenge identification. The programme then advanced into barrier exploration, where SMEs engaged in detailed discussions to identify technical, regulatory, commercial, and operational barriers impacting adoption of their materials and technologies. Finally, the mitigation exploration phase enabled SMEs and mentors to work together to develop feasible pathways forward, including trial planning, regulatory navigation, feasibility assessments, and early mitigation strategies. This structured approach ensures that each innovator is supported not only in understanding barriers, but in building clear and real-life routes to overcoming them. In November 2025, all 6 SMEs presented their barriers through an industry-wide webinar, and a final report was produced. The key barrier themes identified were; Regulatory & Specification Constraints: Strict standards, limited flexibility, fragmented specifications and long approval pathways make introducing new materials slow and risk‑laden for councils and SMEs. Procurement Challenges: Local authority frameworks often prevent small suppliers from bidding directly, create uncertainty on volume commitments, and favour established suppliers. Economic & Market Barriers: High upfront costs, low demand for innovation, uneven willingness to pay, and scaling challenges limit market traction. Cultural & Behavioural Barriers: Risk‑aversion, low awareness of new materials, and differing levels of technical literacy hinder adoption. Supply Chain & Infrastructure: Variability in asphalt plants, binder availability, logistics, and lack of infrastructure to test new materials slow progress. Page 231 of 296
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37 Leveraging the SMEs’ lived experiences and mentoring relationships, the team produced the following mitigation strategies to accelerate low-carbon innovation in local roads: 1. Evidence-Building via Trials: Developing clear trial protocols to generate robust, comparable evidence. 2. Improved Technical Documentation: Strengthening datasheets, performance claims and validation aligned to UK highway standards. 3. Procurement pathway guidance: Supporting SMEs to understand council processes, frameworks and entry points. 4. Behaviour-Change Integration: Providing training and guidance to shift perceptions within councils and contractors. 5. Cross-Sector Collaboration: Using mentors, advisory panels, and events to widen support networks and reduce adoption risk. In January 2026, Safetytech coalesced all outputs and insights generated through the BDRS to develop a Toolkit for Innovators entering the roads industry. The toolkit distils this learning into a practical blueprint for accelerating innovation adoption across the UK roads sector, highlighting the importance of understanding a complex, regionally varied decision‑making landscape, engaging the right stakeholders within local authorities, generating robust and trusted evidence, and co‑designing pilots that align with real operational needs and constraints. By setting out clear guidance on standards, validation routes, pilot design and common barriers, the toolkit reduces risk for both innovators and local authorities, supports more effective trials, and helps bridge the gap between innovation and business‑as‑usual adoption, reinforcing CEDR’s role in enabling the uptake of low‑carbon materials and practices across the UK roads network. Building on the outcomes of the BDRS, NLC has progressed several innovations into live network testing. To date, NLC has completed two trials of Ecopals’ EcoFlakes product and one trial of Sima’s PolyPave, demonstrating the transition from early engagement to on‑network evaluation. Further trials are planned with PRG and DMAT, supporting a continued pipeline of low‑carbon material innovation. Lastly, NLC is funding Uberbinder’s slab testing to assess the feasibility of scaling its low‑carbon asphalt, including increased levels of RAP, ahead of progressing to load‑bearing trials on the North Lanarkshire network. Page 232 of 296
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38 4.4.3 Connected Places Catapult The Connected Places Catapult (CPC) was commissioned to support the identification, adoption and scaling of low-carbon materials across the local roads sector. CPC’s role focused on strengthening the evidence base, understanding systemic barriers to adoption, and translating learning into practical, transferable guidance for local authorities through three main work packages. Domestic and International Scan CPC undertook a domestic and international market scan to identify emerging low-carbon materials, technologies and practices relevant to local road infrastructure. This activity broadened the programme’s visibility of innovation beyond the UK, highlighting transferable solutions and common barriers faced across different markets. The outputs informed prioritisation of materials for further evaluation, sandbox support and live trials, ensuring the programme focused on innovations with the greatest potential for impact and scalability. Strategy and Foresight Sessions CPC delivered a series of strategy and future foresight sessions to explore the long-term factors influencing decarbonisation of local roads. These sessions examined emerging PESTLE drivers, future regulatory and specification changes, and shifts in market readiness. The foresight work supported local authorities in thinking beyond individual trials, helping to position low-carbon material adoption within a wider systems and long-term planning. Playbook A key output of the CPC workstream was the development of the Local Authority Playbook for Low-Carbon Materials. The Playbook provides a practical, end-to-end framework to support local authorities in identifying, assessing, trialling, evaluating and adopting low-carbon materials. It consolidates learning from Live Labs trials, behavioural research, sandbox activity and market engagement into clear stages, checklists and decision-support tools, designed to help embed innovation into business-as-usual processes beyond the life of the programme. Figure 24: CPC International Scan Report Figure 25: CPC Future Foresights Report Figure 26: CPC Playbook for Low-Carbon Materials Page 233 of 296
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39 4.5 Knowledge Bank 4.5.1 Process of Development The Knowledge Bank began as a response to a core challenge identified during early engagement with LAs during 2023. LAs highlighted fragmentation in information, inconsistent carbon evaluations, and limited mechanisms for sharing lessons from trials. To address this, the Centre created a national evidence base that brings together technical, carbon, cost and performance data to support local authorities in making informed, lower-carbon material choices. Key Features - Homepage and Navigation: An interface designed for quick access to materials, trials, and case studies. - Case Study Library: LA-submitted examples showcasing trials and operational learnings. - Showcase of Materials: Standardised profiles covering carbon performance, technical evaluation, whole‑life considerations, and supplier details. - Material Reviews: LA-written reviews of their experience with materials. Upcoming Features - User Dashboard: Allows users to track saved materials, compare innovations, and access personalised recommendations. - AI Chatbot: Supports more intuitive search and discovery based on user questions or themes. - Specification Tool: An intuitive tool aligned with the latest version of the Manual of Contract Documents for Highway Works (MCHW), designed to help engineers update project specifications and providing clear guidance on specifying low‑carbon materials. Purpose and Value The Knowledge Bank addresses long-standing barriers to innovation adoption, including siloed working, inconsistent data, and limited access to trusted evidence. It was designed to: • Act as a single source of truth for low-carbon materials and trials • Enable peer-to-peer learning and collaboration between local authorities • Support the transition from innovation and trials into BAU decision-making • Embed carbon, cost and performance considerations consistently into material selection. Page 234 of 296
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40 4.5.2 The Journey Discovery and Design The journey began with behavioural research carried out with local authorities to understand the practical, cultural and organisational challenges to adopting low-carbon materials. This research directly informed the early design of the Knowledge Bank, ensuring it responded to real user. Early-stage wireframes and end-user requirements were tested with both local authorities and suppliers to shape functionality and content structure. Development and Testing Following on from the design stage, the platform was developed through a user-centred approach, including: • Focus groups with local authorities and suppliers • User Acceptance Testing (UAT) • Continuous feedback loops to refine navigation, data presentation and user experience Content Gathering As the platform has been built, the team undertook market scanning, identification of low-carbon materials, and delivery of live trials on operational road networks (refer to Section 2, 3 and 4). Outputs from these activities, including carbon profiles, technical assessments and trial evaluations, make up the core content of the Knowledge Bank. This evidence base underpins confidence in the data and supports adoption and scaling by other local authorities. Launch After a soft launch and testing period in August 2025, the Knowledge Bank was formally launched in October 2025 through a programme of engagement activity, including a launch event, demonstrations, webinars and presentations to industry bodies and LAs. It was positioned as a live, evolving platform, not a static product, with a clear call for ongoing user input and data contribution from across the sector. Ongoing Development and Legacy Following the end of Year 3, the Knowledge Bank continues to evolve through regular updates and incorporation of user feedback. Future priorities identified through engagement include enhanced functionality, deeper interaction between local authorities and suppliers, and long-term monitoring to assess impact beyond programme closure. The Knowledge Bank is a critical legacy of the Centre, supporting sustained decarbonisation and long-term behaviour change across the local roads sector. Page 235 of 296
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41 Figure 27: Images of the Knowledge Bank 4.5.3 Metrics of Engagement for the Knowledge Bank The response from the sector has been clear: a clear, collaborative platform is a valuable asset to decision- making. Since launch, the Knowledge Bank • Total unique users: 2,200 • Total registered users: 41 • Materials uploaded: 62 • Case studies submitted: 19 • Most-viewed feature: Materials listing with 1,112 views since go live in October. In the last 30 days the Materials listing, Case Study listing and Community Homepage are the 3 top visited pages. • Repeat monthly visits: 57% of sessions are returning users across all time (repeat visits). This appears consistent month on month, sitting between 55-60%. Page 236 of 296
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42 4.6 Communications and Engagement Communications and engagement have been fundamental to the success of the Centre, as decarbonising local roads requires confidence, trust and alignment across the sector. Through consistent, targeted engagement with local authorities, industry, suppliers and national bodies, the Centre has moved innovation beyond isolated trials by sharing evidence, surfacing learning and normalising the adoption of low‑carbon materials. Proactive communications have supported peer‑to‑peer learning, reduced perceived risk, and created a shared understanding of what works, where and why. This sustained engagement has been essential in building credibility, encouraging collaboration, and ensuring that technical evidence translates into behaviour change and business‑as‑usual adoption across the sector. Key activities include: • LinkedIn - A professional social network that gives organisations the ability to connect with their audience, share real-time updates, thought-leadership and industry insights. Since August 2023, the Centre has maintained a LinkedIn page, building credibility and targeting audiences through posts and articles. • Newsletter – The Centre’s newsletter has been circulated among subscribers on a quarterly basis, providing key updates and industry insights. The newsletter has allowed NLC to effectively communicate its story in a way that builds trust and maintain consistent visibility with stakeholders and partners. • YouTube - YouTube is the second largest search engine and has given the Centre the opportunity to share in-depth content such as trials and insights. • Website – The Centre’s website has been a central hub of information for stakeholders and partners to access all the information relevant to the project. Launched in November 2023, with development led by the North Campus, the website has effectively communicated the tone of the brand and driven conversions. • Events - Attendance at events enabled the Centre to build trust through demonstrating our expertise whilst networking with stakeholders and increase awareness. This consequently opened new opportunities for the project, such as LA partnerships, innovation identification and market awareness. • Social Value - Social value creates a positive impact on communities and strengthens the reputation of the project. It fundamentally connects the ethos and objectives of the Live Labs 2 programme with younger generations, demonstrating the breadth of sustainable careers in local roads, whilst building the critical creative skills required to tackle the challenges of decarbonisation. Led by delivery partner, Amey, the North Campus have undertaken multiple social value initiatives across North Lanarkshire, including: o Two workshops at primary schools o Three workshops at secondary schools and/or youth groups o Procurement of numerous local SMEs for the provision of services and materials Page 237 of 296
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43 Figure 28: Social Value at St John’s Primary The cumulative impact of the concerted, strategic communications strategy has been felt sector-wide, with the Centre undoubtedly demonstrating a marketing presence of its own, as evidenced by the metrics: Channel Followers Engagement LinkedIn 1,247 2162 Reactions 70 Comments 43 Reposts (Over the past year) Newsletter 472 via LinkedIn 134 via website YouTube 8 followers 583 views over 6 videos Website 8,100 Users 89,000 events (e.g. clicks) Events NA 27 events *Figures as of 23rd March 2026 Page 238 of 296
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44 Attending and exhibiting at industry events has been a critical part of how the Centre has delivered impact, providing a platform to actively engage with LAs, industry partners and academics. Through attendance and presentations at national and international events, NLC have been able to spread the message of low‑carbon materials and practices, build trust with local authorities, and create opportunities for open dialogue around the practical challenges of decarbonisation. These events have also played a vital learning role, enabling the team to identify emerging low‑carbon materials, techniques and best practice from across the sector, understand how others are addressing similar barriers, and feed this intelligence back into the trial programme and Knowledge Bank. Some of the events and presentations include: • LCRIG Learning and Innovation Festival (2023, 2024, 2025, 2026) • LCRIG Strictly Highways (2025, 2026) • Highways UK (2025) • Road Expo Scotland (2023, 2024, 2025, 2026) • ADEPT Autumn Conference (2023) • ADEPT Spring Conference (2026) • NAPA Road Forward Summit (2025) • APSE Conferences (2024, 2026) • SCOTS AGM (2023, 2025, 2026) • Live Labs Expo (2024, 2025) • CPC Summit (2025) • Traffex (2023, 2025) • Interchange (2026) • PIARC Winter Road Congress (2026) • PIARC World Road Congress (2023) • MPA Scotland (continuous) • IAT Training days (2025) • Transport Scotland Pavement Forum (continuous) • Dedicated AIA Event (2025) • Transport Scotland Trunk Roads Environmental Forum (2025) Page 239 of 296
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45 | P a g e 5. Opportunities for Future Change Within the realm of material decarbonisation, the local roads sector faces a litany of opportunities, obstacles and data. What remains evident throughout this Live Lab is the systems-based change and levers which must be pulled in order to drive any true reduction in the emissions associated with road materials. Firstly, the North Campus has trialled, evaluated and proven a number of solutions that offer carbon savings alongside commensurate performance and cost, depending on the circumstances associated with other local authorities and within schemes. This includes: Service Category Strategies for Decarbonisation Innovation Examples Level of Complexity to Decarbonise Level of Impact on Service-Level Carbon Emissions Surfacing Avoid over-design Temperature reduction in manufacturing Transport and logistics optimisation Increase % recycled content Select longer-lasting materials Biogenic binders Biogenic PMBs High % of RAP Lignin Graphene In-situ recycling Medium-High High Preventative Maintenance Integrate into asset management strategy, exploring preventative maintenance with the lowest embodied carbon and greatest durability impact Rejuvenators Preservatives Micro-asphalts Retexturing Low Medium-High Pothole Repair Optimise treatment for condition of road and defect cause Increase % recycled content Select longer-lasting materials (depending on asset condition) Reduce waste Transport and logistics optimisation Recycled materials Cold-mix with RAP MMA cold-mix Low Low Page 240 of 296
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46 Line-marking Transport and logistics optimisation Switch to biogenic materials Switch to cold-applied materials Select longer-lasting materials Biogenic thermoplastic MMA Abrasion-resistant thermoplastic Water-based paint Low-Medium Medium Signage Durability Recycled aluminum and steel Composite materials Composite materials Natural materials (e.g.reed-based signface) Low Low-Medium Winter Maintenance Transport and logistics optimisation Grit and brine reduction Non-corrosive materials Alternatives to traditional grit Intelligent winter maintenance systems Medium Medium Footways Increase % recycled content Avoid over-design Select longer-lasting materials Reduction in waste Single-layer footway Increased RAP Biogenic binders Low Medium Page 241 of 296
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47 Despite the plethora of methods for achieving material decarbonisation, this Live Labs’ research has revealed the requirements that must be met for local authorities to reach their net zero targets. These conditions to enable decarbonisation range from commercial-readiness, LA-readiness and technology readiness. • Commercial readiness: incentivisation mechanisms in contracts, reporting requirements and whole-life cost-based decision-making can help bridge the gap between individual trials and business-as-usual. • LA readiness: dedicated carbon and material innovation training, access to resources like the Knowledge Bank, consistent carbon measurement, and clear strategies and policies must underpin any material decarbonisation action. Tools such as carbon management hierarchies, carbon software (e.g. FHRG toolkit), and access to robust materials testing are critical to a LA’s ability to select materials that offer whole-life benefit. • Technology readiness: focused, joined-up materials research, innovation funding mechanisms to support the gap between proof of concept and business as usual, and shared risk agreements between LA and supply chain will help advance material innovation in the local roads sector. By creating the right conditions for material decarbonisation to flourish, the sector inherently addresses wider operational and technical objectives. Lower-carbon materials mean longer-lasting assets; longer- lasting assets mean less repairs and more resilient networks; less repairs and greater resiliency mean less frequent disruption to the public and ultimately better outcomes for the communities that local authorities serve. The logic behind this Live Lab is remarkably close to common sense, but the building blocks needed to implement this common sense are more complex when weighed up against operational constraints. Therein lies the challenge. And although the North Campus was not able to single-handedly solve the issues preventing material decarbonisation from wider adoption, it has endeavoured to provide data, knowledge, guidance and toolkits to ensure that no other local authority has to go through intensive research to be able to tackle this multifaceted and significant element of emissions. Page 242 of 296
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48 | P a g e 6. What Didn’t Stick Not all innovation is a success, and in fact failure often yields the most valuable lessons. Indeed, this Live Lab set out to have the freedom to fail to reduce wasted energy or effort across other LAs, and in adopting this mindset, the team became more comfortable with the ambiguity and uncertainty of innovation in local roads. Those lessons learnt come in two forms – the material and the process. From a materials perspective, NLC gained insight from the trials that did not yield results as anticipated. • Rejuvenation was not as effective on Hot-Rolled Asphalt as anticipated. Although NLC are transitioning to a greater proportion of preventative maintenance as a result of these trials, they will not include as much rejuvenation as originally envisaged. • Some materials struggle with securing UK-based scalability. For example, reed-based signage may reduce the embodied carbon of signage in continental Europe, but current EU trade restrictions provide undesirable supply delays for a material that often needs to be ordered in relatively small quantities and as bespoke orders. • Certain asphalt trailer technologies produced minimal impact on the quality of laying, when compared to the new thermally insulated asphalt trailers already commercially available through the larger asphalt manufacturers. • Although NLC has an ambition to increase and consistently adopt MMA line-marking, cold-applied lining materials still face challenges in the transition to business-as-usual. Typically requiring dry weather, these conditions are rarely experienced in Scotland. Equally, some lessons from trials were gained from the trial process itself rather than material performance. From effective communication to joined-up planning, NLC improved its own experience of innovation management. Over the course of more than 25 trial sites, the following became evident: • Effective communication is vital – from LA to contractor to carbon and technical teams. • Early contractor involvement in innovation scanning and prioritisation is essential to smoother procurement and sufficient time for operational planning and skills development. • On-site supervision prevents data collection gaps or deviation from the trial design. • Unbiased material testing is not as readily available as envisaged, and trials should be planned in line with testing availability. • Manual carbon data capture can be onerous, and automation should be sought where possible. This reduces the risk of inaccuracy and data manipulation. • There is untapped potential for the Trunk Road/Strategic Road Network and the Local Road Network to collaborate more closely on materials research and trials. • Innovative materials introduce additional complexity; treatments such as in‑situ recycling require increased preparation, programme flexibility, and a balanced approach to managing risk versus reward compared to BAU delivery. Although the lessons learned extend far beyond what is captured in this list, the moments that did not go to plan reinforced the importance of robust quality management, working with competent contractors, and getting it right first time, regardless of material type. These experiences strengthened team knowledge, collaboration, and confidence in delivering future innovation in North Lanarkshire. Page 243 of 296
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49 7. Spreading a Tailored Message To ultimately achieve the impact originally outlined in NLC’s Theory of Change, the team must now focus efforts singularly on encouraging other local authorities to adopt low-carbon materials. Early signs indicate a wind of change in the sector, with authorities such as East Renfrewshire Council, the West of England Combined Authority and Transport for Wales already proactively requesting collaboration with the Centre. Building off this momentum, both campuses will strive to develop a consistent cross-sector evidence base. This will be achieved through: Audience Communications Objective Activity in Year 4 NLC Internal Team Embed Live Labs 2 findings until business-as-usual • Knowledge transfer workshops • Leadership briefings Policymakers Shape policies to address material decarbonisation challenges • Thought leadership • Participation in policy forums Emerging Professionals Upskill workforce of the future through collection of generational knowledge and effective knowledge transfer • Engineers’ toolbox on Knowledge Bank • CPD-style sessions • Exhibition at events aimed at this audience, e.g. LCRIG Innovation & Learning Festival Engineers and Asset Managers Drive adoption and specification of low-carbon materials • 1:1 Collab&Connect sessions • Event exhibition • Industry workshops • Alignment to other industry forums (e.g. UK Labs Network) Heads of Highways Encourage commitment to material decarbonisation at a service-level • 1:1 Collab&Connect sessions • Event exhibition • Industry workshops • Alignment to other industry forums (e.g. UK Labs Network) Supply Chain Continuously update materials into the Knowledge Bank and signpost LA clients to share case studies • Supply chain outreach programme • Event exhibition Although the content may vary depending on the audience, the central messages will be clear: the drive to decarbonisation must continue, and the sector must recognise the co-benefits of reducing material emissions. Professional development and workshops will upend the assumption that decarbonisation has to cost more or will come with trade-offs in performance. Page 244 of 296
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50 | P a g e 8. Conclusions This final report concludes the ADEPT Live Labs 2 programme delivery for the Centre of Excellence for Decarbonising Roads (CEDR) North Campus. Over three years, North Lanarkshire Council, delivery partner Amey and other partners have demonstrated that local authorities can lead a step change in how low-carbon road materials are identified, tested, evaluated and critically adopted at scale. The programme’s most significant legacy is the creation of an evidence-led national capability: a functioning Centre of Excellence model spanning North and South campuses, a robust innovation funnel and comparative trial methodology, and the UK’s first open-access Knowledge Bank for low-carbon road materials. Together, these assets reduce duplication across the sector, improve decision-making through consistent carbon and performance evaluation, and provide a trusted pathway for suppliers and SMEs to progress from innovation to implementation. Just as important, the project has reinforced that successful decarbonisation depends on more than technology. The work has surfaced the behavioural, procurement and specification constraints that can prevent good innovations from “sticking”, and it has generated practical guidance to help local authorities run cleaner trials, collect higher-quality data, and balance carbon reduction with cost, safety and technical performance. Where innovations did not perform as expected, those outcomes have been captured as transferable learning, strengthening future commissioning and avoiding repeated investment in approaches that are unlikely to scale. Looking ahead, the opportunity is to convert this programme foundation into sustained, business-as-usual change. Priorities include continuing to expand and curate the Knowledge Bank content (materials, Environmental Product Declarations, evaluations and case studies), supporting local authorities with targeted collaboration and training, and maintaining an active pipeline of local authority trial and evaluation data focused on the highest-impact activities (particularly surfacing and preventative maintenance). In parallel, there is a clear role for policymakers and industry bodies to accelerate progress through more flexible standards departure processes, proportionate assurance routes, and procurement mechanisms that reward whole-life carbon reduction and performance. In summary, Live Labs 2 has proven that an evidence-driven, collaborative approach can de-risk innovation and accelerate decarbonisation across the local roads sector. The Centre of Excellence is now positioned as a practical, scalable resource for the UK, supporting local authorities to adopt lower-carbon materials with confidence, strengthening resilience and asset outcomes, and enabling the pace of change required to meet net zero commitments. At the same time, NLC, delivery partner Amey, and all other members of the North Campus will retain the skills, tools, know-how, confidence and passion for decarbonisation that is required to enact sustained change in the local roads sector. Page 245 of 296
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51 | P a g e 9. Appendices A. Relevant Links • Website: www.decarbonisingroads.co.uk • Knowledge Bank: https://kb.decarbonisingroads.co.uk • LinkedIn: https://www.linkedin.com/company/centre-of-excellence-for-decarbonising- roads-cedr • Resource Library: https://decarbonisingroads.co.uk/news/ • YouTube: https://www.youtube.com/@decarbonisingroads B. Publications Publication type Title Purpose Link Guidance Trial Protocols Establish standardised guidance for local authorities to conduct an innovation trial on the live road network. Guidance Innovation Log Disseminate all innovations identified through market- scanning, including those not progressed to trial. Guidance Local Authority Industry Playbook Create a simplified innovation management process and repository of guidance for local authorities. Guidance BDRS - SME Final Reports Share results and mitigation recommendations for barriers to decarbonising roads from the perspective of material SMEs. Guidance BDRS - SME Blueprint Provide useful guidance, lessons and process flows for SMEs navigating the UK road materials market. Guidance Categorisation of Carbon Emissions Factors To provide a clear, consistent framework for assessing the robustness and reliability of carbon data sources Guidance Behavioural Trial Protocols Outline methods for local authorities to embed behavioural change Research Behavioural Research 1 A behavioural approach to defining EURs for the Knowledge Bank Research Behavioural Research 2 An approach to a three-step process to Identify, Explain and Influence roads maintenance behaviours Research Connected Places Catapult International Market Scanning Identify and assess emerging low-carbon materials and practices from the UK and international markets Research Connected Places Catapult Future Foresights Explore emerging trends, risks and opportunities affecting the decarbonisation of local roads Carbon Evaluation NLC Carbon Baseline Report Consistent baseline of carbon emissions across North Lanarkshire Council’s roads activities Page 246 of 296
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52 Carbon Evaluation Shell SuperLow CarbonInk Carbon Evaluation Quantify and compare the carbon impacts of materials/ approaches against BAU. Carbon Evaluation ACLA Quantify and compare the carbon impacts of materials/ approaches against BAU. Carbon Evaluation Degafill (pothole phase 1) Quantify and compare the carbon impacts of materials/ approaches against BAU. Carbon Evaluation GreenPatch (pothole phase 1) Quantify and compare the carbon impacts of materials/ approaches against BAU. Carbon Evaluation Permafyx (pothole phase 1) Quantify and compare the carbon impacts of materials/ approaches against BAU. Carbon Evaluation Roadmender (pothole phase 1) Quantify and compare the carbon impacts of materials/ approaches against BAU. Carbon Evaluation Viafix (pothole phase 1) Quantify and compare the carbon impacts of materials/ approaches against BAU. Carbon Evaluation Reclamite Rejuvenator (phase 1 & 2 combined) Quantify and compare the carbon impacts of materials/ approaches against BAU. Carbon Evaluation EcoFlakes Pro Quantify and compare the carbon impacts of materials/ approaches against BAU. Carbon Evaluation Superlow Carbon Quantify and compare the carbon impacts of materials/ approaches against BAU. Carbon Evaluation Swarco Eco Hibrite AR (line marking) Quantify and compare the carbon impacts of materials/ approaches against BAU. Carbon Evaluation SPL Regen Insitu-recycling (calcined clay & CEM II combined) Quantify and compare the carbon impacts of materials/ approaches against BAU. Carbon Evaluation Colas Regen Insitu-recycling Quantify and compare the carbon impacts of materials/ approaches against BAU. Carbon Evaluation Swarco Pumabrite (line marking) Quantify and compare the carbon impacts of materials/ approaches against BAU. Carbon Evaluation Styrelf Bio- PMB Quantify and compare the carbon impacts of materials/ approaches against BAU. Carbon Evaluation Tarmac Bio HRA Quantify and compare the carbon impacts of materials/ approaches against BAU. Carbon Evaluation Warm mix HRA Quantify and compare the carbon impacts of materials/ approaches against BAU. Carbon Evaluation GiPave Quantify and compare the carbon impacts of materials/ approaches against BAU. Carbon Evaluation WJ Weatherline (line marking) Quantify and compare the carbon impacts of materials/ approaches against BAU. Page 247 of 296
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53 Carbon Evaluation MilePave Quantify and compare the carbon impacts of materials/ approaches against BAU. Carbon Evaluation HardiPave Quantify and compare the carbon impacts of materials/ approaches against BAU. Carbon Evaluation Jerol Signposts Quantify and compare the carbon impacts of materials/ approaches against BAU. Carbon Evaluation Pentack Preservative Quantify and compare the carbon impacts of materials/ approaches against BAU. Technical Evaluation UoN reports and Technical evaluations C. Context Documents • Outline Business Case: https://www.adeptnet.org.uk/documents/north- lanarkshire-council-live-labs-2-strategic-outline-business-case D. Awards • Highways UK Net Zero Award (2024) • Finalist Scottish Transport Award Excellence in Technology and Innovation (2025) • Highways UK Associate Laureate Award for Programme Manager (2025) • CIHT Collaboration Award (finalist, winner to be announced June 2026) Page 248 of 296
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North Lanarkshire Council Report Environment and Climate Change Committee Does this report require to be approved? ☐ Yes ☒ No Ref LR/SW/RD Date 12/08/26 Roads and Infrastructure Maintenance and Improvement Services Contract: Annual 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 an Annual Performance Report on 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”) and the Interim Report submitted on 11 February 2026. This report consolidates the information from that report and provides full performance information to cover the complete reporting period of the extended contract year (01 October 2024 – 31 March 2026). 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. The Contract has been operational since 01 October 2024. The estimated upper financial limit of the Contract, over the maximum duration of the Contract, including contingency, is £450 million. This report provides strategic and 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. 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 31 March 2026; (2) Acknowledge the enhanced contract management regime in place to support the management of this Contract; and (3) Acknowledge key Contract achievements in the extended year 1 of Contract delivery, including the successful mobilisation of the Contract, integration of many transition contracts and Social Value deliverables. Item 9 Page 249 of 296
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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 a full Annual Performance Report based on the extended first year 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. 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 Page 250 of 296
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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. Contract Commencement 2.7 The Contract commenced on 01 October 2024 and over the first extended 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 18 months of the Contract which constituted the extended first contract year, 9 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: Page 251 of 296
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• new local apprenticeship programme including a first female road worker apprentice; • 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; • 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 purpose-built community training hub offering training to apprentices and the wider community; • 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; • commitment to work with the council’s community boards to establish an annual community partners programme; • Partnership with New College Lanarkshire and development of multi-skilled road worker course; and • Creation of SCQF - Level 5 Roads in Action: Infrastructure, Innovation and Future Skills for S4 pupils. 2.13 Key Social Value highlights delivered during the extended first year of the Contract include: • 5 new apprenticeships created across the contract and supply chain; • £11.1m spent through local supply chain; • 67% of workforce locally based (average); • 13 women hired on the contract; • 4 armed forces veterans employees (FTE) hired on the contract; • 8 disabled employees (FTE) hired on the contract; • 92 residents (FTE) employed directly or through the supply chain on the contract; (Hochtief average); • 105 local direct employees (FTE) hired or retained on contract (average); • 24 site visits for school children or local residents; and • Accreditation gained – Living Wage, Living Hours, Disability Committed, Age- Friendly, NL Chartership Gold Level 2.14 In addition to the above key Social Value highlights, the Contractor has successfully launched its Connecting Communities programme. Connecting Communities a commitment to giving time and resources to support voluntary, community and social enterprises operating across North Lanarkshire. Two rounds of Connecting Page 252 of 296
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Communities saw 20 organisations sharing awards of £55k and receive over 328 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; • Support for mental health charity offering drop-in support, holistic therapies and children and teenager interventions; and • Repair and lining of car park to improve access to local community facility • Support to upgrade a community pantry; • Support to provide inclusive, autism-friendly sports and interest-based activities across North Lanarkshire; • Financial support to provide volunteer-led transport for cancer patients; • Equip a specialist sexual abuse support service with secure, up-to-date laptops to support clients remotely; • Support for a volunteer-led food bank and community café to continue to provide stigma free food and essential support; • Provision of support to deliver a 12-month programme of community-based health and wellbeing activities; • Development of community garden; • Support to deliver a music course for young people experiencing mental health challenges; • Support to restore and make safe the community garden at The Dan Young Building; and • Support to deliver Parent and Carer ADHD Support Group sessions. 2.15 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. 2.16 NLC collaboration has contributed to the development of the Glasgow City Region Community Benefits Hub Wishlist, aimed at enhancing the delivery of community benefits across North Lanarkshire. 2.17 The Community Benefits hub is a web-based portal aimed at allowing communities to request community benefits in the form of either goods or services from suppliers involved in the delivery of public contracts. Each group can enter up to three requests at any one time with a maximum cap on each request of £2,000. 2.18 Use of the Community Benefits hub fully aligns with the North Lanarkshire Council Social Value Framework approved at the Policy and Strategy Committee on 19 March 2026. Page 253 of 296
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2.19 In addition to the contractual social value commitments outlined in 2.12, the Contractor has voluntarily signed up to the NL Community Benefits Hub and is utilising the portal to further enhance the delivery of community benefits for this contract. NLC Community Benefits Dashboard Contract Governance 2.20 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. 2.21 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. 2.22 The governance groups are fully established with appropriate representation at all levels and meet regularly in line with contractual obligations. 2.23 To further support the enhanced approach to contract management, an Enterprise Contracts Performance and Assurance team is in place to support Contract governance arrangements for this Contract and other Enterprise Contracts (namely the Housing and Corporate Maintenance and Investment Services Contract). 2.24 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. 2.25 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; Page 254 of 296
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• Core Projects register; • Improvement and Rectification Plan register; • Annual Service Delivery Plan; • Annual Review Checklist; and • Strategic Maturity Monitoring Report. 2.26 The Project Board continues to meet regularly to oversee this Contract and provide strategic oversight and governance for all Enterprise Contracts and, will continue to meet through Contract Year 2 and beyond. Annual Service Delivery Plan 2.27 The Contract requires the council to prepare an Annual Service Delivery Plan (the “ASDP”) that covers each Financial Year. In preparing the plan, the Authority consulted with the Contractor to develop the plan. 2.28 The ASDP outlines the council’s forecast requirements for the financial 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. 2.29 Where the Authority has additional requirements for services that are not detailed in the ASDP, the council may provide the opportunity to price delivery of these services to the Contractor by means of a Project Request. 2.30 Where the Contractor agrees to deliver such services, these shall be incorporated by means of additional Core Services or Core Projects (as appropriate). 2.31 An extract containing the council’s forecast requirements for the year ahead from the ASDP is contained in Appendix 5. Strategic Performance Indicators 2.32 The Contract requires the Contractor to prepare a report which summarises the progress made against each of the Strategic Performance Indicators (the "Strategic Maturity Monitoring Report"). 2.33 The council has worked collaboratively with the Contractor to support them in achieving the SPIs. From the relevant Service Commencement Date, the Contractor has monitored their performance against each SPI and have provided to the council a Strategic Maturity Monitoring Report detailing the level of service actually achieved. 2.34 The Contractor has provided supporting evidence to demonstrate progression towards achievement of the relevant maturity level. The Contractor is required to achieve maturity level 3 in respect of all SPIs by the end of the third Contract Year. Page 255 of 296
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2.35 The Strategic Performance Indicators (SPIs) measure Contractor progress against each of the following strategic areas: (a) Policy impact (comprising Social Impact, Health & Wellbeing; Climate Emergency & Environment; Community Participation and Empowerment; and Digital Transformation); (b) Service excellence (comprising Property asset management; Property estate management; and Day-to-day Service Delivery); and (c) Contract resilience (comprising Contract Financial Resilience; Commercial Evolution; and Culture and Collaborative Benefit). 2.36 The Strategic Maturity Monitoring Report contains: (a) a description of progress against each individual SPI; (b) Hochtief’s assessment of the maturity level attained over the Contract Year for each individual SPI; (c) a summary of the evidence used to justify Hochtief’s assessment of the maturity levels attained for each SPI; and (d) details of any steps taken by Hochtief and/or proposed to support attainment of the agreed maturity level in the event of any SPI failures. 2.37 An extract containing the council’s assessment of Hochtief’s SPI performance for Contract Year 1 is contained in Appendix 6. 2.38 The Strategic Maturity Monitoring Report is only for indicative purposes at this time. Contractual measurement of this will take place in line with 2.34. 2.39 Areas of strategic weakness have been highlighted to the Contractor to allow them time to rectify performance in line with contractual reporting requirements. 2.40 A high-level overview of Contract year 1 performance is outlined in the infographic below. Key Highlights from Contract Year 1 Key Performance Indicators Page 256 of 296
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2.41 The Contract allows for an enhanced approach to performance monitoring through operational Key Performance Indicators (KPI’s), including the introduction of a Service Credit Model with financial deductions for failure to meet KPI’s. 2.42 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. 2.43 The KPI outputs for Contract Year 1 are available at Appendix 2. 2.44 A single KPI was not measured during the extended first year of Contract which was intended to measure customer satisfaction. Client teams and the Contractor are now including an option for customer feedback within notification letters which are issued to residents. This data will be used to provide indicator reporting over this contract year. 2.45 For the extended first year of the Contract, the Service Credit Model applied from April 2025 onwards in line with contract clauses. Service credits were accrued in this reporting period from 01 April 2025 – 31 March 2026. 2.46 The value for Service Credits for the reporting period is £34,592.52. The sums recovered from the Contractor will be used to further enhance contract management arrangements to support continuous improvement in the delivery of the Contract. 2.47 Details of Service Credit accruals are included in Appendix 4. Contract Performance 2.48 Appendix 2 provides a summary of performance against all contractual Key Performance Indicators for the reporting period. The most significant performance outcomes, including areas of strong performance, operational challenges and improvement actions, are discussed in detail within the following paragraphs. 2.49 Network Performance (KPI 1.1) 2.49.1 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. Page 257 of 296
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2.50 Capital Investment and Improvement (Annual KPI) 2.50.1 Performance against the Contract’s Capital Investment and Improvement indicators has been positive during the reporting period, with Hochtief exceeding the target for both the design and delivery of schemes in accordance with the agreed Scope and Programme. This reflects the successful delivery of a significant programme of projects across a diverse portfolio of roads and infrastructure assets. 2.50.2 The Service has worked collaboratively with Hochtief to establish a structured performance measurement framework for major projects that progress through multiple design and construction phases. The framework assesses performance against a series of agreed milestones, including the provision and management of project programmes, achievement of key target dates, and delivery of outputs in accordance with the approved project scope. 2.50.3 To further strengthen contract management and performance reporting, the Service is now working with the supplier of the Fastdraft contract management solution to integrate the capture, monitoring and reporting of these indicators directly within the platform. This enhancement will improve the efficiency, consistency and transparency of performance monitoring and provide greater assurance over the delivery of future capital investment and improvement programmes. 2.50.4 During the reporting period, Hochtief successfully delivered approximately £22.5 million of capital investment projects, including the Roads and Lighting Capital Infrastructure Renewal Programmes and a range of strategically important projects supporting the Council's wider Programme of Work. 2.51 Routine Maintenance (Cyclical Services) 2.51.1 Significant progress has been made in establishing the asset information, reporting processes, and performance measures required for this indicator. Working collaboratively across a number of Services, the necessary data requirements and reporting arrangements have now been identified and established. As a result, robust measurement and reporting of this indicator will be available from April 2026. 2.51.2 During this period, Hochtief has continued to successfully deliver a wide range of essential cyclic maintenance inspections and activities, including gulley cleaning, bridge and reservoir inspections, non-destructive lighting column testing, and electrical testing. Alongside improving operational performance, the required data capture and Page 258 of 296
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reporting mechanisms have now been established, providing a solid foundation for the effective measurement and reporting of these indicators from April 2026. 2.52 Reactive Maintenance (KPI 4.7) 2.52.1 This indicator measures the percentage of reactive repairs completed within the agreed contractual timescales across roads, street lighting and other infrastructure assets. Reactive repairs include potholes, drainage defects, street lighting faults, damaged signs, bollards, fences and walls. 2.52.2 Performance against this KPI remained below the contractual target throughout the reporting period, particularly in relation to roads and other infrastructure assets. Street lighting performance was generally stronger, with compliance levels operating around the target threshold. The underperformance was attributable to a combination of factors rather than any single issue. These included the mobilisation of the new contract, implementation of the CONFIRM asset management system, the introduction of a revised risk-based Road Safety Inspection Strategy and increased operational demands associated with winter service delivery. 2.52.3 The introduction of the new inspection strategy represented a significant change in operational practice, with defects assessed through a structured risk assessment process aligned to the Well-Managed Highway Infrastructure Code of Practice. During the initial implementation period, changes to defect categorisation and response requirements resulted in an increase in priority work instructions, placing additional pressure on operational resources responsible for delivering both reactive and planned maintenance activities. 2.52.4 The Contract Governance Framework requires the preparation of a Performance Rectification Plan where a KPI fails to achieve its target for three consecutive monitoring periods. Following the third consecutive failure of this indicator, an Early Warning was issued and the Council instructed the contractor to develop and implement a Performance Rectification Plan. Enhanced monitoring and recovery arrangements were established, with performance subject to ongoing scrutiny through the governance framework. As improvement remained insufficient, the matter was escalated from Governance Level 4 to Level 3 and subsequently to Level 2 to provide increased senior management oversight and intervention. 2.52.5 Through collaborative working between the Council and Hochtief, a series of improvement measures were agreed and implemented, including operational process reviews, targeted training, resource management actions and enhanced performance monitoring. Although outside the formal reporting period, these measures have delivered a significant and sustained improvement in performance, with compliance increasing from approximately 60% to more than 90% by June 2026. This demonstrates that the governance and assurance arrangements established for the Contract are operating effectively and providing a robust mechanism for driving continuous improvement. The Council and Hochtief will continue to work in partnership to achieve full compliance with the contractual performance targets. Page 259 of 296
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Hochtief KPI 4.7a - c June 2026 performance dashboard 2.53 Incident Response (KPI 5.8) 2.53.1 The Contractor has delivered consistently high levels of performance in responding to emergency incidents throughout the reporting period, achieving 100% compliance against the contractual response time target in every reporting period. This performance has ensured that emergency situations, including road traffic accidents, hazardous carriageway defects and storm-related incidents such as fallen trees, were responded to promptly and effectively, helping to maintain network safety, minimise disruption and protect the travelling public. 2.54 Winter Maintenance (KPI 6.9) 2.54.1 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. 75% 80% 85% 90% 95% 100% R&I KPI - 5.8 Page 260 of 296
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2.55 Compliance, Safety and Value for Money (KPI 7.12 and 7.16) 2.55.1 During the first year of the Contract, there was a single intervention from regulatory bodies, including the Health and Safety Executive, the Office of the Scottish Roadworks Commissioner, or other recognised authorities. 2.55.2 The single intervention relates to the expiry of a works notice following the extension of the extents of a scheme and miscommunication between the works site and the noticing team. 2.55.3 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. 2.55.4 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. 75% 80% 85% 90% 95% 100% R&I KPI - 6.9 (a) 75% 80% 85% 90% 95% 100% R&I KPI - 6.9 (b) 0 1 2 3 4 5 R&I KPI - 7.12 Page 261 of 296
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The Contractor continues to implement robust risk mitigation measures to minimise occurrences and ensure full compliance with health and safety standards. Core Projects 2.56 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. 2.57 In addition to the annual improvement programmes undertaken for Roads & Infrastructure assets such as carriageways, footways, street lighting, drainage and signs, an additional 98 projects were undertaken or initiated during the reporting period. 2.58 Details of these additional projects are included in Appendix 3. Contractual Spend 2.59 Contractual spend is monitored on a weekly basis, with summary reports provided to key stakeholders. An overview of extended Contract Year 1 actual spend is included below: Forecast Year 1 actual Variance Core Services (includes Mobilisation) £20.25m £18.36m - £1.89m Core Projects £24.75m £22.47m - £2.28m Totals £45.00m £40.83m - £4.17m 2.60 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; 0 1 2 3 4 5 R&I KPI - 7.16 Page 262 of 296
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• 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. Innovation 2.61 Cyclic gully cleansing operations have now been fully digitised within the CONFIRM Asset Management System, delivering improved asset visibility, operational efficiency and programme management. The Service is also exploring opportunities to integrate SEPA flood zone data into its maintenance planning processes, with ongoing development work focused on understanding how flood risk information can be used to support more informed and targeted decision making. This approach will further strengthen the Council’s ability to prioritise resources effectively and enhance resilience across the drainage network. £0 £500,000 £1,000,000 £1,500,000 £2,000,000 £2,500,000 £3,000,000 £3,500,000 £4,000,000 Contract Year 1 - Spend per month Core Services (Order Type A) Core Services (Order Type B) Core Projects (Order Type C) Core Projects (Order Type D) Page 263 of 296
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EDGITAL Digital Infrastructure Management 2.62 Technological innovations include the trial of EDGITAL, a digital surveying tool using AI to support improved decision-making. In line with contractual requirements, Hochtief has surveyed 100 km of the public footpath network in the Cumbernauld area, to provide condition data for robust management planning. The software is also being 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. Page 264 of 296
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Digital Virtual Training 2.63 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. Sustainable Road Materials 2.64 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. 2.65 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. Page 265 of 296
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2.66 North Lanarkshire Council delivered the UK’s first installation of EcoPals EcoFlakes on a road section in Motherwell. EcoFlakes is a high-performance asphalt additive produced from recycled plastic waste and has been developed to support the decarbonisation of highway maintenance activities through the adoption of more sustainable construction materials. The trial aligns with the Council’s commitment to innovation, climate resilience and the principles of the circular economy. Early results have been encouraging, with no adverse impacts identified during installation or subsequent operation, whilst also demonstrating the potential to reduce the environmental footprint of road resurfacing works. Following the success of the initial trial, the Service is planning further applications of the technology as part of a broader programme of sustainable asset management and low- carbon infrastructure investment. 2.67 In parallel with the operational improvements already implemented, the service and our partners are continuing to investigate and trial innovative maintenance techniques and technologies in partnership with recognised industry leaders. This proactive approach seeks to identify new methods of defect detection, repair and asset management that can reduce response times, improve the durability of repairs and maximise value for money. By embracing innovation and learning from best practice across the sector, the service is positioning itself to deliver a more responsive, efficient and sustainable reactive maintenance operation in the years ahead. Future Reporting 2.68 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. 2.69 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. Risk 2.70 Risks relating to the Contract are being managed at an operational level through a contract risk register and at a corporate level. 2.71 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. 2.72 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 266 of 296
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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 Narrative 4.2 Appendix 2 – Key Performance Indicators 4.3 Appendix 3 – Additional Core Projects Summary 4.4 Appendix 4 – Service Credit Recovery 4.5 Appendix 5 – Annual Service Delivery Plan 4.6 Appendix 6 – Strategic Maturity Monitoring assessment 4.7 Appendix 7 – Social Value Case Studies Lyall Rennie Chief Officer (Community Operations) Page 267 of 296
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5 Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 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 268 of 296
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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 269 of 296
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Appendix 1 – 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% c) Other infrastructure Quarterly 95% Page 270 of 296
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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 271 of 296
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Appendix 2 – Key Performance Indicators KPIs Extended Contract Year 1 KPI Ref Reporting frequency Target Oct 24 Nov 24 Dec 24 Jan 25 Feb 25 Mar 25 Apr 25 May 25 Jun 25 Jul 25 Aug 25 Sept 25 Oct 25 Nov 25 Dec 25 Jan 26 Feb 26 Mar 26 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✓ 99.37✓ 99.46✓ 98.87✓ 99.37✓ 98.98✓ 99.40✓ 5.8 Monthly 97% 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 6.9a Monthly 97% 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ Non-winter period 100.0✓ 98.20✓ 100.0✓ 97.90✓ 98.64✓ 98.67✓ 6.9b Monthly 97% 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 98.30✓ 100.0✓ 99.20✓ 98.94✓ 100.0✓ 7.16 Monthly 0 0✓ 0✓ 1x 1x 1x 1x 0✓ 0✓ 0✓ 0✓ 0✓ 1x 0✓ 1x 2x 0✓ 3x 0✓ 7.17 Monthly 2% 99.00x 74.00x 81.00x 15.00x 56.00x 15.00x 14.00x 30.00x 0.09✓ 0.00✓ 0.11✓ 2.82x 0.22✓ 0.56✓ 2.55x 5.70x 0.56✓ 5.94x 7.18 Monthly 99% No Disputes No Disputes No Disputes No Disputes No Disputes No Disputes No Disputes No Disputes No Disputes No Disputes No Disputes No Disputes No Disputes No Disputes No Disputes No Disputes No Disputes No Disputes 8.21 Monthly 2 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 1✓ 0✓ 0✓ 0✓ 1✓ 0✓ 0✓ 1✓ 1✓ 0✓ 1✓ 0✓ 8.22 Monthly 98% None raised None raised None raised None raised None raised None raised None raised None raised None raised None raised None raised None raised None raised None raised None raised 100.0 100.0 None raised KPI Ref Reporting frequency Target Q1 (24) Q2 (25) Q3 (25) Q4 (25) Q1 (25) Q2 (26) KPI Ref Reporting frequency Target Oct 2024 – March 2026 3.6a Quarterly 95% Not calculable Not calculable 0.00x 0.00x 0.00x 0.00x 2.2 Annually 90% 91.67✓ 3.6b Quarterly 90% Not calculable Not calculable 0.00x 0.00x 0.00x 0.00x 2.3 Annually 90% 90.63✓ 3.6c Quarterly 95% Not calculable Not calculable 0.00x 0.00x 0.00x 0.00x 2.4 Annually 98% None raised 3.6d Quarterly 98% Not calculable Not calculable 0.00x 0.00x 0.00x 0.00x 3.5a Annually 100% 62.00x 3.6e Quarterly 95% Not calculable Not calculable 0.00x 0.00x 0.00x 0.00x 3.5b Annually 100% 100.00✓ 4.7a Quarterly 95% 63.32x 41.60x 60.83x 57.97x 81.17x 54.60x 3.5c Annually 100% 100.00✓ 4.7b Quarterly 95% 82.34x 79.03x 90.11x 95.00✓ 94.41x 83.74x 3.5d Annually 100% 100.00✓ 4.7c Quarterly 95% 52.77x 39.27x 53.67x 55.56x 67.66x 50.97x 3.5e Annually 100% None raised 7.12 Quarterly 0 0✓ 1x 0✓ 0✓ 0✓ 0✓ 7.10 Annually 95% 0.00x 7.13 Quarterly 0.1 0✓ 0✓ 0✓ 0✓ 1.0x 1.2x 7.11 Annually 95% None raised 7.14 Quarterly 0 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 7.15 Quarterly 0 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 7.19 Quarterly 99% 0.00x 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 8.20 Quarterly 80% Not calculable Not calculable Not calculable Not calculable Not calculable Not calculable Page 272 of 296
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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:- Subject Motherwell Station Active Travel Route Ravenscraig Park Play Area Improvements Orbiston Hub Road Safety Improvements Carnbroe ATL Clyde Footbridge Refurbishment Bus Stop Improvements Chapel Street, Airdrie - New Puffin Crossing A723 Carfin to Holytown Toucan Crossing Motherwell Station Active Travel Route Lighting Stepends Road - Bridge Renewal Temporary Car Park - Motherwell Craigneuk Park - Tree Planting Coatbridge Road, Langmuir Road Junction Bargeddie Cumbernauld Village Cycle Parking Review of Active Travel Standards and Consultation Bellziehill Roundabout Dykehead Road-Stirling Road Airdrie Live Labs 2 - Rejuvenator (Reclamite) Treatment Calderside Place Allanton Minewater Treatment Maintenance Kilsyth FRRS Coopersburn Detailed Design Motherwell Station Active Travel Route - Hope Street Bridge Inspections (General Inspections) Janes Brae Investigation Works Bridge Inspections (Principal Inspections 1) Bridge Inspections (Principal Inspections 3) Bridge Inspections (Principal Inspections 2) Work at Gartlea R/A/B to Graham St Live Labs 2 - Hirst Road Site Motherwell Car Park - Construction Clyde Bridge North Footway Alexander Street - Geophysical Survey Design of VRS Replacement Schemes (VRSH001) Purchase of Salt from NLC stockpile at Bellshill Depot Westwood Bridge Bat Surveys and Reporting Glenboig Primary School - St Joseph's Carpark Stepps to Condorrat Active Travel Optioneering Bus Stop Improvements Phase 2 Bus Stop Improvements Phase 3 Palacerigg Ground Investigation and Reporting Bridge Assessments (Scour, Half Joint and Prioritisation) RAIS Management and Programming RAIS Flooding and WM Advice SNR 1 Coatbridge to Muirhead Active Travel MSat1B - Drainage Survey Cumbernauld Priority 3 Bus Stop Accessibility Page 273 of 296
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Cleland - Red Line Boundary Car Parking Pollockshole Bridge Investigation Reliability Assessment Overseeing Organisation Geotechnical Advisor (OOGA) Ravenscraig (RIAS) - Spoil Heap & Road Box Testing Bargeddie Cross - Construction Works Local Transport Strategy Graphical Report RIA S - Liberty Steel Exclusion Zone RIA S - Concrete Slab (South of railway) S50 Reservoir Inspections 20mph road assessments Non Corridor Public Transport Improvements Phase 2 Walking Routes to School - Lighting Design SNR 2 Croy to Craiglinn Active Travel Optioneering SNR 7 Airdrie Town Centre Active Travel Optioneering Bridge Maintenance 25-26 Flood Study & Surface Water Management Plan C/B Local Development Plan Consultancy Support Trashscreen Improvement Works Clyde Footbridge Refurbishment (investigation works) RIA S - Contaminated Land - Airbles Road (Area 12) Motherwell Station Active Travel - Phase 2A Bellshill Road Gartcosh Bridge repairs Trashscreen Improvement Works (Batch 2) Lighting Design - Parking Area, Fleming House School Walking Routes - Detailed Design Hamilton Road - Orbiston Road Junction Improvements Strathclyde Park Watersports Centre Improvements RIA S - Railway Portal Works (Area 11) Orbiston Phase 2 - Part A - Construction Works Cambusnethan Street Road Safety Improvements A71 Allanton Rd Roundabout Advanced Prelim Design Dunbeth Road, Road Safety Review Muir Street, Motherwell - Sign Repair Alexander Street - Active Travel Station Link Monitoring and Evaluation for MyBus D&B of Path at Dumbreck Local Nature Reserve Allanton Minewater Treatment Maintenance Slab Extension RIA S - GPR Survey - Whole Site Allanton Ecological Works RIA S - PU Works Section 1 (Areas 8&9) Kilsyth FRRS - Colzium Estate Pond Ecological Survey Kilsyth FRRS - Garrel Burn Construction Monklands Canal Pipeline Maintenance and CCTV Survey Shottskirk Road Junction Improvements - Detailed Design Traffic Management for Grass Cutting 2026 Strathclyde Park Headwall and Interceptor - Investigation Kilsyth FRRS - Construction Palacerigg Country Park Landscape Improvement Works SNR 9 - Optioneering & Feasibility Bus Stop Improvements - Phase 4 - No Corridor Page 274 of 296
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Appendix 4 – Service Credit Recovery The information below details Service Credits accrued during extended Year 1 of the Contract, period 01/10/2024 – 31/03/2026. Service Credits were applicable from 01/04/2025. Service Credits accrued Value Value of Service Credits Accrued £34,592.52 No of KPI assessed 244 Overall KPI Pass rate (for Strategic Monitoring only) 73.36% Page 275 of 296
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Appendix 5 – Annual Service Delivery Plan Order Type Order Type Potential Annual Value Core Services Order Type A £6,990,000 Order Type B £6,035,000 Core Projects Order Type C £27,667,000 Order Type D £30,000 Combined Services & Projects Potential Value £40,722,000 Client Service Area Project or Works Description Estimated Annual Value Housing R&M Housing footpath repairs £500,000 Housing Investment New and upgraded car parking for NLC Housing £500,000 Asset & Procurement Corporate property ad hoc repairs £100,000 Asset & Procurement Corporate property car park upgrades £150,000 Asset & Procurement Corporate property winter gritting (including NLP) £120,000 Asset & Procurement New Car Parks (Forward Planning) TBC Asset & Procurement Assessment of abnormal development costs £30,000 Roads & Asset Services Carriageway Renewal Programme £5,750,000 Roads & Asset Services Footway Renewal Programme £1,250,000 Roads & Asset Services Energy Efficient Lighting Programme £1,800,000 Roads & Asset Services Street Lighting Renewal Programme £2,500,000 Roads & Asset Services Vehicle Restraint System Renewal Programme £290,000 Roads & Asset Services Road sign renewal programme £100,000 Roads & Asset Services Live Labs 2 - decarbonisation of local roads £200,000 Roads & Asset Services Town Car Parks / Cumbernauld £200,000 Roads & Asset Services Drainage Improvements £130,000 Roads & Asset Services Street Lighting Maintenance £1,300,000 Roads & Asset Services Street Lighting Electrical Testing £150,000 Roads & Asset Services Street Lighting Non Destructive Testing £50,000 Roads & Asset Services Road Maintenance programme £4,500,000 Roads & Asset Services Cyclic Gully cleaning programme £350,000 Roads & Asset Services Footway renewal Programme (Housing footpaths) £310,000 Roads & Asset Services Winter service £4,300,000 Roads & Asset Services Traffic Management Provision (events & other services) £200,000 Infrastructure & Transportation Bridge Asset Management (services) £900,000 Infrastructure & Transportation Bridge Asset Management (works) £650,000 Infrastructure & Transportation Bridge Maintenance and Repairs £100,000 Infrastructure & Transportation Drainage and Flood Risk Management (capital services) £360,000 Infrastructure & Transportation Drainage and Flood Risk Management (capital works) £100,000 Infrastructure & Transportation Drainage and Flood Risk Management (revenue works) £90,000 Infrastructure & Transportation Drainage and Flood Risk Management (revenue works) £70,000 Infrastructure & Transportation Reservoir Safety Inspections and Repairs £95,000 Infrastructure & Transportation Allanton Mine Water Treatment (works) £235,000 Page 276 of 296
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Infrastructure & Transportation Allanton Mine Water Treatment (services) £50,000 Infrastructure & Transportation Kilsyth Flood Risk Management £810,000 Infrastructure & Transportation Road Safety Improvements (works) £1,900,000 Infrastructure & Transportation Road Safety Improvements (services) £150,000 Infrastructure & Transportation Parking Infrastructure £50,000 Infrastructure & Transportation Parking Restrictions - TRO Signing and Lining £50,000 Infrastructure & Transportation Active Travel Infrastructure (works) £3,150,000 Infrastructure & Transportation Active Travel Infrastructure (services) £600,000 Infrastructure & Transportation Public Transport Infrastructure (works) £50,000 Infrastructure & Transportation Public Transport Infrastructure (services) £42,000 Infrastructure & Transportation Airbles Road South - Enabling Works (works) £850,000 Infrastructure & Transportation Airbles Road South - Enabling Works (services) £150,000 Infrastructure & Transportation 20mph speed limit implementation £800,000 Infrastructure & Transportation Gartcosh CGA £450,000 Community Partnership Team Surfacing projects, car parking spaces and path works £400,000 City Deal and Regeneration Motherwell Station Active Travel Links (Phase 1b) £850,000 City Deal and Regeneration Various work packages (13 in total) £2,500,000 Community Ops Ash Dieback Tree Removal (roadside trees) £100,000 Community Ops Path design & construction £80,000 Community Ops Extension of Boatyard at SCP and compound fencing £250,000 Community Ops Resurfacing footpaths (multiple) £60,000 Page 277 of 296
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Appendix 6 – Strategic Maturity Monitoring assessment SPI Measure Level 1 % of Targets Met Level 2 % of Targets Met Level 3 % of Targets Met 1.1 Social Value, Health and Wellbeing 75.00% - - 1.2 Climate Emergency and Environment 33.33% - - 1.3 Community participation and empowerment 100.00% - - 1.4 Digital Transformation 66.67% - - 2.1 Asset management 50.00% - - 2.2 Network management 57.14% - - 2.3 Day to day service delivery 33.33% - - 3.1 Contract financial resilience 50.00% - - 3.2 Commercial evolution 75.00% - - 3.3 Culture and collaborative benefit 54.55% - - Summary 59.50% SPI Maturity Level Achieved No Page 278 of 296
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Appendix 7 – Social Value Case Studies Connecting Communities – Case Study Programme Overview • Programme: Connecting Communities • Partners: HOCHTIEF & North Lanarkshire Council • Delivery Mechanism: TimeBank (staff time), Community Fund (grants up to £5k), ResourceBank (materials) • Funding Rounds Delivered: 2 • Organisations Supported: 20 community groups across multiple Community Board areas • Applications Received: 92 (Round 1 = 34, Round 2 = 58) • Funds awarded: Over £55k (Round 1 = £19,101, Round 2 = £36k) Summary Connecting Communities is a targeted social value initiative designed to support voluntary, community, and social enterprise organisations through funding, resources, and staff volunteering. Strategic Purpose The programme supports key outcomes including: • Improving places and community spaces • Supporting people to reach their potential • Assisting vulnerable residents • Strengthening inclusive community networks • Enhancing environmental sustainability Outcome of Fund Organisation Award Area Bellshill & District CAB £1,836 Bellshill Birkshaw Tower Tenants & Residents £2,000 Wishaw Cardowan Community Meadow £2,000 Cardowan PALS (Play & Learning Support) £2,000 Cumbernauld Pathway Church £2,000 Wishaw Viewcare £2,000 North Lanarkshire Volunteering Matters £750 North Lanarkshire You are My Sunshine £1,965 Motherwell Cliftonville & Coatdyke Bowling Club £4,550 Coatbridge The Health & Wellness Hub £4,000 Motherwell Spina Bifida Hydrocephalus £4,000 Cumbernauld Cathedral Kitchen £440 Motherwell Lanarkshire Cancer Carer Trust £4,000 Shotts Friends of Kilsyth £2,500 Kilsyth Star Point School of Music £3,130 Motherwell Hope for Autism £4,000 Airdrie Moira Anderson Foundation £1,930 Airdrie ADHD Network £4,000 Motherwell Glenboig Development Trust £4,000 Coatbridge Cumbernauld Resilience £4,000 Cumbernauld Page 279 of 296
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Feedback Cliftonville & Coatdyke Bowling Club: £4,550.19, 48 hours “We would like to thank you and your team for the support with our car park. The relining work looks fantastic and has already made a noticeable difference to safety and accessibility. The team who carried out the works were a credit to Hochtief – they worked extremely hard and kept disruption to a minimum, which was hugely appreciated by our service users. We are very grateful for your contribution and appreciative of your support and the positive impact Hochtief has already made for our community hub. We have attached a few photos and appreciate your feedback on the surface finish? Thank you again for working with us to make our centre more accessible and welcoming” Page 280 of 296
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Social Value Marketplace – Case Study Overview The Social Value Marketplace event (22 January 2026) was delivered as part of HOCHTIEF’s Social Value commitments within the North Lanarkshire contract. The event was held at New College, Coatbridge Campus and was organised in partnership with Aecom and North Lanarkshire Council. It brought together partners from across the voluntary, community and social enterprise (VCSE) sector, alongside public and private stakeholders, to gather local insight and shape the Social Value approach for the contract. Purpose of the Event The primary objectives of the Marketplace were to: • Understand local needs, challenges, and priorities directly from community organisations • Identify where HOCHTIEF and its supply chain can provide meaningful support • Create opportunities for collaboration and partnership working • Gather insight to inform and refine the Social Value strategy and delivery plan Event Design The Marketplace combined presentations, networking, and structured engagement to maximise participation and insight gathering. Key components included: • Introduction to the contract, Social Value commitments, & local priorities • Spotlight sessions showcasing community-led impact • Interactive roundtables to gather structured feedback • Networking and stalls to support collaboration and connections Roundtable key themes: • Stronger Together: Building a Resilient Local Community • Voices of Change: Empowering Local VCSEs • Innovate, Include, Inspire: Shaping the Future This approach ensured both depth of discussion and breadth of participation across the sector. Key Insights from the Marketplace Community priorities included: • Improved access to services, transport, and opportunities • Reduced poverty and inequality • Greater focus on health, wellbeing, and safety • Stronger community voice in decision-making Page 281 of 296
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Overall, participants emphasised the need for communities to be actively involved in shaping solutions. Key challenges identified: • Short-term and unstable funding • Pressure on volunteer capacity • Barriers to engagement, including digital exclusion • Limited collaboration across organisations • Infrastructure issues such as transport and access to spaces Key Outcome: Focus on Youth Voices Analysis of Marketplace feedback identified Youth Voices as a key priority. Participants highlighted that: • Young people are underrepresented in decision-making • They face growing challenges around mental health, confidence, and access to opportunities • There is a need for more structured opportunities to engage and influence Focusing on Youth Voices is seen as a high-impact opportunity, supporting long-term community outcomes, future workforce development, and greater inclusion, aligned with HOCHTIEF’s Social Value commitments. Early Actions and Next Steps As a direct outcome of the Marketplace, actions are underway to embed the Youth Voices theme into delivery. This is being taken forward through the Next Gen Roundtable – Youth Voices event, which provides a structured platform to engage young people in discussions on: • Future careers and opportunities • Mental health and pressures • Confidence and barriers to progression The event, which is scheduled for September 2026, combines youth-led inputs, interactive roundtables, and networking with employers and education providers, enabling both engagement and access to opportunities. It will also support the launch of the new “Roads in Action” SCQF qualification, creating a clear pathway for young people into infrastructure careers and aligning directly with Social Value commitments around skills, employment, and education. Together, this ensures that Marketplace insights are translated into practical, youth-focused outcomes, connecting young people with real opportunities and future career pathways. Page 282 of 296
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North Lanarkshire Council Report Environment and Climate Change Committee Does this report require to be approved? ☐ Yes ☒ No Ref: NLC-SLP-26-031 Date: 12 August 2026 Contract Award for Purchase of 6 Electric Roll Packers From Lyall Rennie, Chief Officer (Community Operations) E-mail renniely@northlan.gov.uk 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 Six Electric Roll Packers (the ‘Agreement’) following the undertaking of a procurement procedure as detailed within this report below. Permission to award out with the committee cycle in accordance with GCSO 21.3.2 was sought to expedite the award of the Agreement due to the production timescales. Vehicles required are being built as new and the contractor’s factory must allocate production slots with the council facing competition from other organisations around the world. The council had secured production slots in advance of the Agreement being awarded however if they were not confirmed promptly then they would have to of been surrendered resulting in significant delay in delivery. In accordance with GCSO 21.3, the Depute Chief Executive approved the award of the Agreement on 24 June 2026, and the Agreement was formally awarded on 02 July 2026. Recommendations It is recommended that the Environment and Climate Change Committee: (1) Acknowledge the award of the Agreement to Bergmann Direct Limited (the “Contractor”) at the maximum value of Nine Hundred and Fifty-Two Thousand Three Hundred and Eighty Eight Pounds and Thirty Four Pence Sterling (£952,388.34) exclusive of VAT for a period of 9 months that commenced in July 2026 with the final vehicle delivery due in March 2027. 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 10 Page 283 of 296
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1. Background 1.1 The council has an ongoing requirement to purchase various vehicle types including but not limited to cars, vans, trucks, refuse collection vehicles (RCV), tractors, buses / coaches, road sweepers, plant equipment, trailers etc. Historically the Council has had various iterations of its “vehicle Replacement Programme” which programmes the purchase of vehicle types years in advance however there has been often instances where vehicles have been purchased on an ad-hoc basis i.e. a vehicle has been written off by insurers due to damage. 1.2 Accordingly, this Agreement is for the purchase of 6 x Electric Roll Packers to replace the aging fleet of diesel roll packers. 1.3 Roll Packers are a key element of the council’s vehicle fleet and are utilised in various ways. The main function is to ensure the councils Household Waste Recycling Centres remain operational by maximising the space available in skips and minimising the amount of vehicle movements disposing of the waste at various outlets. Other functions also include the manoeuvrings of skips around the site. 1.4 The Agreement shall be procured via the Scotland Excel 0923 Framework Waste Disposal Equipment, Lot 4 Roll Packers (the “Framework”). 1.5 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. 1.6 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 28 June 2026. 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 284 of 296
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Financial / Budget Consideration 2.5 The pre-tender wholelife estimate budget for the Agreement was £970,000. The costs associated with delivery of the Agreement will be contained within the Vehicle Replacement capital budget for the Fleet Services team within Community Operations. 2.6 Following completion of the procurement procedure, the Agreement will cost Nine Hundred and Fifty-Two Thousand Three Hundred and Eighty Eight Pounds and Thirty Four Pence Sterling (£952,388.34) exclusive of VAT. 2.7 The cost of the Agreement demonstrates a cost saving of £17,611.66 against the initial budget. This is due to a negotiation to provide the fast charge unit as part of the build cost of the roll packer. Price Stability 2.8 Prices within the Agreement are fixed and unchangeable for its entire duration. It is anticipated the vehicles will be delivered in over a 4-month period. The initial delivery schedule looks to be around the 1st roll packers being delivered in December 2026. Community Benefits 2.9 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. 2.10 Within their tender, the recommended Contractor committed to deliver community benefits as detailed within Appendix 1 of this report: 2.11 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 2.12 Further information on the Living Wage status of the recommended Contractor is detailed in Appendix 1. Contract Management 2.13 Officers from the Fleet Services 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 3.1 The Agreement will deliver the following outcomes; • Best Value will be demonstrated as outlined in Appendix 1; • The appointment of a Contractor who has the experience and capability to provide the required RCV’s to a suitable build quality and within the timescales required. • The procurement procedure is compliant with the procurement legislation, the Framework and internal procedures. • The Agreement secures a range of community benefits; and Page 285 of 296
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• 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 286 of 296
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The cost has been identified as part of the VRP Capital Allocation, under pEPR spend. 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 ☐ Page 287 of 296
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The service is replacing diesel roll packers with electric ones. 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 288 of 296
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Appendix 1 – Summary of Procurement Procedure Overview Reference NLC-SLP-26-031 Title Purchase of 6 Electric Roll Packers 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 0923 Framework Waste Disposal Equipment, Lot 4 Roll Packers Interest No. of Lot / Framework Agreement Appointments 1 Date ITT Package Issued (If Applicable) 22 June 2026 Direct Award Basis Single Contractor Framework Where Direct Award is the Only Available Call-off Procedure How Has “Best Value” Been Demonstrated? By utilising a Direct Award, it 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. • The council conducted the Direct Award from the Scotland Excel 0923 Framework Waste Disposal Equipment, Lot 4 Roll Packers which was determined to be the optimum route to market for the Agreement. • Bergmann Direct Limited were the highest scoring supplier within Lot 4 of the framework and are the only supplier on the framework who can offer an electric version of the roll packer. All costs are included in the framework as standard. • New roll packer shall run off electric and will require less maintenance than the current fleet. • The move to electric aligns with the Fleet Services Fleet Asset Management Plan 2026 – 2035. • The above costs include an extended warranty covering 4 years. There is an additional option to include a service package for 4 years for all 6 machines for an additional £16,800. Page 289 of 296
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• The commonality of the roll packers will bring consistency and service efficiencies in terms of vehicle technician / mechanic knowledge and purchase of consumables e.g. vehicle parts, tyres etc. 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. The budget for the requirement was £980,000, given the total cost of the Agreement is £952,388, a saving of circa £17,600 against the initial budget has been obtained. This Agreement cost is inclusive of a 48-month extended warranty. Although no discount was available on the list price of the vehicle, Bergmann have agreed to include fast charging units free of charge for each unit, saving an additional £17, 820. Following a desktop exercise looking at other suppliers / routes to market, only one additional supplier was identified that could provide an electric roll packer. Following a quote submitted, the equivalent cost from this supplier was £170,783 per unit including delivery. This is significantly more expensive than the one offered via the Scotland Excel framework. Award Details General Overview Total / Maximum Value £952,388 Contract Duration (Months) 9 Months Contractor Registered Name(s) Bergmann Direct Limited Contractor Overview Registered Local Authority Area Lincolnshire Contractor(s) Size Small Living Wage Paying the Living Wage Yes Living Wage Accredited No Overview of Community Benefits Bergmann Direct will provide community benefits to the total of 150 points as per the Scotland Excel Community Benefits menu. Although no definite details were provided past community benefits were details showing the type that have been offered to other local government bodies. 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 290 of 296
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North Lanarkshire Council Report Environment and Climate Change Committee Does this report require to be approved? ☐ Yes ☒ No Ref JMcK/CPT Date 12/08/26 Contracts awarded below Committee approval threshold From James McKinstry - Chief Officer (Assets and Procurement) E-mail McKinstryJ@northlan.gov.uk 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 11 Page 291 of 296
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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) 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 292 of 296
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Appendix 1 – Summary of Contracts Awarded Contract Ref NLC-CPT-25-118 Title Woodland & Forestry Operational Framework - Site Audits Classification Services – Standard Chief Officer, Procuring Service Area Lyall Rennie, Chief Officer (Community Operations) Competition Governance by Value Lower Threshold Regulated Procurement, procured in accordance with The Procurement Reform (Scotland) Act 2014 AND The Procurement (Scotland) Regulations 2016 Procurement Route Open Procedure No. of Expressions of interest 22 No. of Bids Received 3 Award Criteria Most Economically Advantageous Tender (“MEAT) Scoring Model Evaluation Scores – Successful 90.00% Evaluation Scores – Unsuccessful 83.94% Comments Of the 3 tenders received; 1 tenderer did not pass compliance/selection stage therefore there was no evaluation score. Award Details Value £69,842.82 Contract Duration 12 months Contractor Name EnviroCentre Limited Contractor Size SME Contractor Location Glasgow 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 293 of 296
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Contract Ref NLC-CPT-25-072 Title The Provision of Window and Glazing Cleaning Classification Services – Standard 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 27 No. of Bids Received 6 Award Criteria Most Economically Advantageous Tender (“MEAT) Scoring Model Evaluation Scores – Successful Lot 1 = 92.05% Lot 2 = 92.60% Lot 3 = 91.68% Evaluation Scores – Unsuccessful Lot 1 = 36.27% – 69.32% Lot 2 = 50.88% – 84.96% Lot 3 = 37.09% – 82.17% Award Details Value £301,025.92 Contract Duration 48 months (initial 36 months, option to extend 12 months) Contractor Name Lot 1 J Kyle Cleaning Services Lot 2 Caledonian Maintenance Services Ltd Lot 3 Ron Services Ltd Contractor Size Glasgow & Strathclyde Glasgow & Strathclyde Glasgow & Strathclyde Contractor Location SME SME SME Status - Payment of Living Wage? Yes Yes Yes Status - Living Wage Accredited? No No 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 294 of 296
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Contract Ref NLC-SLP-26-017 Title Supply of 1 x 15T Road Sweeper 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 10 Award Criteria Best Value assessment, in accordance with the Framework Information Comments Procured via Scotland Excel Framework Agreement for Heavy Vehicles - Lot 1 Chassis (Ref.0321) Award Details Value £173,069 Contract Duration 10 months Contractor Name Volvo Group Uk Ltd t/a Volvo Truck and Bus Centre North & Scotland Contractor Size Large Company Contractor Location Warwickshire 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 295 of 296
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Contract Ref NLC-SLP-26-026 Title Purchase of 4.5T Precinct Sweeper 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 Procured via Scotland Excel Framework Agreement for Heavy Vehicles - Lot 7 Complete Road Sweepers (Ref.0321) Award Details Value £85,000 Contract Duration 10 months Contractor Name Bucher Municipal Limited Contractor Size SME Contractor Location Surrey Status - Payment of Living Wage? No 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 296 of 296