Agenda Document Pack - Climate Change and Sustainability Committee - 23/09/2026
South Lanarkshire Council · 23 September 2026
Back to Climate Change and Sustainability Committee — 23 September 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 15 September 2026 Dear Councillor Climate Change and Sustainability Committee The Members listed below are requested to attend a meeting of the above Committee to be held as follows:- Date: Wednesday, 23 September 2026 Time: 10:00 Venue: Hybrid - Council Chamber, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive Members Norman Rae (Chair), Kirsten Robb (Depute Chair), Maureen Devlin (ex officio), Alex Allison, John Anderson, Ralph Barker, Maureen Chalmers, Ross Clark, Colin Dewar, Monique Equi, Elise Frame, Ross Gowland, Lynsey Hamilton, Gavin Keatt, Richard Lockhart, Katy Loudon, Julia Marrs, Fiona McDermott, Elaine McDougall, Carol Nugent, Mo Razzaq, John Ross, Graham Scott, Bert Thomson, Helen Toner, Margaret B Walker, Kirsty Williams Substitutes Walter Brogan, Robert Brown, Andy Carmichael, Gerry Convery, Poppy Corbett, Andrea Cowan, Allan Falconer, Gladys Ferguson-Miller, Geri Gray, Martin Hose, Richard Nelson 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Climate Change and Sustainability Committee held on 17 June 2026 submitted for approval as a correct record. (Copy attached) 3 - 10 Item(s) for Noting 3 Beat the Street Presentation by Bronah Byrne, Environmental Health Officer Item(s) for Decision 4 Impact of Council Events – Sustainability Considerations Report dated 2 September 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 11 - 16 5 Employee Travel Plan Report dated 4 September 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 17 - 28 6 New Climate Change Plan – Proposed Development Approach Report dated 3 September 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 29 - 36 Item(s) for Noting 7 Pesticide Free Council Motion - Update Report dated 2 September 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 37 - 42 8 Annual Review of the South Lanarkshire Local Heat and Energy Efficiency Strategy Report dated 2 September 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 43 - 52 Urgent Business 9 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Susan Somerville Clerk Telephone: 07557 323097 Clerk Email: susan.somerville@southlanarkshire.gov.uk 2
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CLIMATE CHANGE AND SUSTAINABILITY COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 17 June 2026 Chair: Councillor Kirsten Robb (Depute) Councillors Present: Councillor John Anderson, Councillor Ralph Barker, Councillor Robert Brown (substitute for Councillor Norman Rae), Councillor Maureen Chalmers, Councillor Ross Clark, Councillor Colin Dewar, Councillor Ross Gowland, Councillor Lynsey Hamilton, Councillor Gavin Keatt, Councillor Ross Lambie, Councillor Richard Lockhart, Councillor Katy Loudon, Councillor Julia Marrs, Councillor Elaine McDougall, Councillor Carol Nugent, Councillor John Ross, Councillor Graham Scott, Councillor Bert Thomson, Councillor Helen Toner, Councillor Margaret B Walker, Councillor Kirsty Williams Councillors' Apologies: Councillor Alex Allison, Councillor Margaret Cooper, Councillor Maureen Devlin, Councillor Monique Equi, Councillor Norman Rae (Chair), Councillor Mo Razzaq Attending: Community and Enterprise Resources K Carr, Executive Director; J Birkin, Biodiversity Officer; A Brown, Head of Enterprise and Sustainable Development; F Carlin, Head of Planning and Regulatory Services; G Dodds, Sustainable Development Officer; C Park, Head of Roads, Transportation and Fleet Services; K McCafferty, Carbon Management Officer; K McGuire, Waste and Grounds Strategic Manager; A Wallace, Sustainability Adviser Education Resources L Sherry, Head of Education (Support Services and School Estate); G Reilly, Development Officer Finance and Corporate Resources K McLeod, Administration Assistant; S Somerville, Administration Manager Housing and Technical Resources S Turner, Section Leader (Property Information and Legislative Compliance) Also Attending: S Kuhens, PhD Student, Glasgow Caledonian University; M Miller, Vice Chair, South Lanarkshire Youth Forum; H Schofield, Chair, South Lanarkshire Youth Forum Chair’s Opening Remarks The Chair welcomed the following to the meeting:- Sage Kuhens, PhD student, Glasgow Caledonian University Harry Schofield, Chair, South Lanarkshire Youth Forum who attended Duncanrig High School Mya Miller, Vice Chair, South Lanarkshire Youth Forum who attended Trinity High School 1 Declaration of Interests No interests were declared. 2 3
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2 Minutes of Previous Meeting The minutes of the meeting of the Climate Change and Sustainability Committee held on 29 April 2026 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. Councillor Lambie entered the meeting during consideration of the above item of business 3 Presentation from Youth Forum H Schofield, Chair and M Miller, Vice Chair, South Lanarkshire Youth Forum gave a presentation on ways in which young people were driving change on climate change and sustainability issues. The Youth Forum, established in 2021, had representatives from secondary schools across South Lanarkshire who had a common interest in making a positive difference to the environment and helping young people to have a voice in decisions that would affect them. The Youth Forum was youth-led which meant that members could identify priorities, plan activities, deliver projects and work alongside staff and partners throughout the year. It gave members a platform to share views and concerns of young people across South Lanarkshire. Over the past 5 years, the Youth Forum had organised conferences, delivered training, contributed to consultations, influenced priorities and represented the views of young people at local and national events. Harry and Mya spoke on the key highlights the Youth Forum had achieved this year, particularly in organising and delivering Conference of Schools 4 which explored the 4Cs framework of curriculum, campus, culture and community. The 4Cs were part of the national approach to learning for sustainability for Scotland and helped schools to embed sustainability across all aspects of school life. Feedback on the Conference had been positive and was seen as a pathway to create a more sustainable future. The Youth Forum had also contributed to Education Scotland’s national Hope, Care and Action videos which were now available nationally to support climate education. The Sustainability Adviser confirmed that the Sustainability Officer had engaged with the Youth Forum about the ongoing climate change risk and opportunity assessment work and intended to consult the Youth Forum about the new iteration of the Climate Change Strategy at the appropriate time. Harry and Mya, having responded to members’ questions and suggestions to explore links with South Lanarkshire’s twin towns, were thanked for their very informative and inspiring presentation. The Committee decided: that the presentation be noted. Councillors Keatt and Williams joined the meeting during consideration of the above item of business 4 Presentation on Final Just Transition Thesis S Kuhens, PhD Student, Glasgow Caledonian University gave a presentation on the final survey results from her Just Transition research. This focused on the quantitative findings, with some insights around power and responsibility within South Lanarkshire. 4
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The aim of the research was to examine climate justice challenges in South Lanarkshire to inform how justice principles could be meaningfully integrated into local just transition policy through inclusive participatory processes. The survey was based on themes emerging from the qualitative data and distributed online. There were 40 questions, along with demographic indicators of vulnerability. 191 valid responses had been received. Analysis revealed that 10% of survey respondents, 44% of disabled respondents and 40% of respondents aged 65 or older, resided in the 20% most deprived areas of Scotland. Some statistical information was provided in terms of the following key themes:- Housing and Energy Transport and Mobility Power and Responsibility Knowledge and Awareness Collaboration Engagement Methods Sage concluded that co-ordination was crucial to the success of a just transition and that climate adaption could not be achieved through technical measures alone. While physical resilience was important, those measures must be complemented by social and institutional resilience. A justice-oriented approach to climate policy meant ensuring that the transition to net zero addressed the structural inequalities that made some groups more vulnerable than others. She would share the recommendations of her research at a future meeting. Sage, having responded to members’ questions, was thanked for her very informative presentation. The Committee decided: that the presentation be noted. Councillor Scott left the meeting during consideration of the above item of business 5 Sustainable Development and Climate Change Strategy Action Plan 2025/2026: Quarter 4 Progress Report A report dated 14 May 2026 by the Executive Director (Community and Enterprise Resources) was submitted on the status of the actions and measures contained in the Sustainable Development and Climate Change Strategy (SDCCS) at Quarter 4 of 2025/2026. At its meeting on 15 June 2022, the Council approved the Council’s SDCCS which covered a 5- year period from 2022 to 2027. Delivery of actions within the Strategy provided the main focus for sustainable development activity over the period and enabled the Council to fulfil its duties under the Local Government (Scotland) Act 2003, the Climate Change (Scotland) Act 2009 and the United Nations Sustainable Development Goals. The SDCCS Action Plan for 2025/2026 contained 18 performance measures towards the Strategy’s outcomes together with 96 improvement actions. The measures were rated using a traffic light system of green, amber or red, while the improvement actions were rated using green, amber or red as well as blue which indicated that an action had been completed. Of the 18 measures within the SDCCS:- 6 had seen the timescale or target met according to expectations (green) 1 had minor slippage against timescale or minor shortfall against target (amber) 2 had seen major slippage against timescale or major shortfall against target (red) 5
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5 would be reported later when data was available 4 were contextual and provided a health check for South Lanarkshire The red measures related to the number of food growing participants on Council land, which remained unchanged from the previous year, and the percentage of household waste recycled, which remained below target. The work undertaken to address both issues was included in Appendix 1 and performance against both measures would continue to be monitored. There was also one amber improvement measure that had seen minor slippage. The amber categorisation was associated with the number of environmental volunteering days. It was recognised that the figure provided for this measure might not be the final figure for the year, given the challenges with gathering data from the third sector independent volunteering groups. Further detail on those measures was included in Appendix 1 to the report. Of the 96 improvement actions, there were none marked as red at Quarter 4. There were 7 amber actions, where minor slippage was reported. Six of those actions related to revision of timescales for the delivery of associated plans, guides and strategies. The remaining amber action related to work to embed consideration of climate change and sustainability in procurement activity and outcomes. Progress on all objectives, actions and measures was detailed in the Quarter 4 performance report for 2025/2026, attached as Appendix 1 to the report, with key highlights outlined in paragraph 4.6 of the report. There followed a discussion during which officers responded to members’ questions on various aspects of the report and confirmed, where relevant, reporting timescales to future meetings on the matters raised. The Committee decided: that the Sustainable Development and Climate Change Strategy Action Plan Quarter 4 Progress Report 2025/2026 be noted. [Reference: Minutes of South Lanarkshire Council of 15 June 2022 (Paragraph 6)] Councillor Lambie left the meeting during consideration of the above item of business 6 Update on Scotland’s Climate Change Plan 2026 to 2040 A report dated 1 June 2026 by the Executive Director (Community and Enterprise Resources) was submitted providing an overview of the recently published Scottish Government’s Climate Change Plan 2026 to 2040. The Scottish Government had published a draft Climate Change Plan (CPP) 2026 to 2040 for consultation on 6 November 2025. The Council’s response to that consultation was reported to this Committee on 11 February 2026. The draft Plan had now been superseded by the finalised Climate Change Plan: 2026 to 2040 (CCP) which was published on 24 March 2026. The CCP set out the policies and proposals the Scottish Government would take forward in order to meet its emissions reduction targets, as set out in paragraph 3.2 of the report. On 6 March 2026, the Scottish Government published the ‘Climate change duties: statutory guidance for public bodies’. The purpose of this statutory guidance was to support public bodies in performing their climate change duties under the Climate Change (Scotland) Act 2009. 6
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The CCP outlined the emissions pathway for 7 key sectors, the key actions required and the economic opportunities and benefits those actions would support. The 7 key sectors were:- Buildings (residential and public) Transport Waste Energy Supply Business and Industrial Process and Negative Emissions Technologies Agriculture Land Use, Land Use Change and Forestry (LULUCF) Local authorities had responsibilities for implementation across all 7 key sectors and those were detailed in Appendix 1 to the report. This included developing programmes and investable projects, strengthening partnerships, and securing external funding and private investment. Delivery must also incorporate effective community engagement and embed just transition principles, such as tackling fuel poverty and supporting local employment, as detailed in section 7 of the report. Delivery of those commitments would require co-ordinated action across all Council Resources, with a requirement for climate consideration to be embedded in capital investment decisions and all Resource and Service planning. A new Sustainable Development and Climate Change Strategy, covering the period 2028 to 2035, was under development and would align with the priorities and requirements of the CCP. The Committee decided: (1) that the overview of the contents of the Climate Change Plan 2026 to 2040 be noted; and (2) that the role and responsibilities for local authorities as set out in the Climate Change Plan, as detailed in Appendix 1 of the report, be noted. [Reference: Minutes of 11 February 2026 (Paragraph 7)] 7 Climate Change Duties Statutory Guidance for Public Bodies - Update A report dated 11 May 2026 by the Executive Director (Community and Enterprise Resources) was submitted:- providing an update on the recently published statutory guidance to support public bodies in implementing their climate change duties under the Climate Change (Scotland) Act 2009 on the requirements placed on public bodies as per the guidance on action to be taken by the Council in implementing the guidance On 6 March 2026, the Scottish Government published an update to the statutory guidance to support public bodies in implementing their climate change duties under the Climate Change (Scotland) Act 2009. The new statutory guidance provided a clear, up-to-date framework for how public bodies were expected to fulfil their climate change duties in line with Scotland’s net zero, adaptation and sustainability ambitions. It reinforced that climate action must be embedded in everyday decision-making, governance and resource allocation, rather than treated as a standalone activity. It also signalled a shift towards stronger accountability and scrutiny, helping ensure public bodies moved from plans and commitments towards measurable delivery and impact. 7
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The guidance stated that public bodies should focus on urgent action to reduce emissions as far as possible, as fast as possible, over the next decade to minimise cumulative emissions, while still ensuring the goal of achieving net zero by 2045. Local authorities would be expected to provide details of how they were meeting the new statutory guidance within their annual submission of the Public Bodies Climate Change Duties Report. Appendix 1 to the report set out all actions which were recommended as ‘must’ or ‘should’, together with status updates on how well the Council was progressing to deliver against the recommendations. The Committee decided: (1) that the updated Climate Change Duties: Statutory Guidance for Public Bodies be noted; and (2) that the current Council position to the recommendations in the statutory guidance, as detailed in Appendix 1 of the report, be noted. 8 South Lanarkshire's State of the Environment Report 2025 A report dated 20 May 2026 by the Executive Director (Community and Enterprise Resources) was submitted:- providing an update of the completion of the South Lanarkshire State of the Environment Report 2025 highlighting the key findings from the Report The Environmental Assessment (Scotland) Act 2005 required all public bodies to undertake Strategic Environmental Assessments (SEAs) of all plans, policies, programmes and strategies (plans). The South Lanarkshire State of the Environment Report was the body of data used to monitor and report Council activity against key environmental indicators. The Report provided data and analysed data across a suite of SEA environmental issues and reported the findings in 10 chapters, which were outlined at paragraph 3.6 of the report. The trends identified across those issues allowed the Council to assess the overall condition of South Lanarkshire’s environment. The findings, detailed in Appendix 1 to the report, showed that:- 18 indicators had a ‘Good’ rating, with 11 of those showing improvement 22 indicators had a ‘Fair’ rating, with 7 of those showing improvement 7 indicators had a ‘Poor’ rating, with 4 of those showing improvement Following approval by the Executive Committee on 20 May 2026, the full State of the Environment Report had been made available on the Council’s website. 8
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The Committee decided: to note that the State of the Environment Report 2025, approved by the Executive Committee on 20 May 2026, had been disseminated across the Council and to relevant Council partners and external agencies for use in the preparation of plans, policies, programmes and strategies and their Strategic Environmental Assessment and as an information resource. [Reference: Minutes of the Executive Committee of 20 May 2026 (Paragraph 10)] 9 Outcomes for the Nature Restoration Fund (NRF) 2021 to 2026 A report dated 21 May 2026 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the projects and outcomes the Council had achieved with assistance from the Scottish Government’s Nature Restoration Fund (NRF). The NRF had the following 5 priority themes:- habitat and species restoration: management for enhancement and connectivity freshwater restoration: including restoration of natural flows in rural catchments coastal and marine initiatives: which promoted restoration, recovery, enhancement or resilience control of invasive non-native species impacting on nature urban: enhancing and connecting nature across, and between, towns and cities The Council focused the NRF to support significant strategic priorities under the urban projects: making space for nature theme. Project highlights were provided at paragraph 5.1 of the report and full details on the outcomes for the NRF were attached as Appendix 1 to the report. The Biodiversity Officer responded to a member’s question in terms of working with private landowners. The Committee decided: that the ‘Report on the outcomes for the Nature Restoration Fund for South Lanarkshire Council 2021 to 2026’, attached as Appendix 1 to the report, be noted. Councillor Keatt left the meeting during consideration of the above item of business 10 Energy Reduction Plan Update A report dated 29 May 2026 by the Executive Director (Housing and Technical Resources) was submitted providing an update on the progress made to reduce energy consumption through low to zero cost measures at non-domestic Council properties. At its meeting on 7 December 2022, the Council approved a motion which outlined a range of actions for the Council to progress, including a requirement to explore further opportunities to reduce energy consumption across its property portfolio. A baseline had been established to monitor electricity and gas consumption using calendar year 2023 consumption data. Energy audits had been conducted across the property portfolio over an 18-month period to assess potential energy-saving measures. The chart at paragraph 4.5 of the report showed the general category of energy efficiency improvements identified through the audit process. 9
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The temperature adjustment trial initiated across 30 properties in January 2024 was extended across the property portfolio for winter 2024/2025, subject to certain limitations. Tables 1 and 2, at paragraph 5.3 of the report, provided a detailed breakdown of savings by calendar year. Table 3 provided cumulative savings across 2024 and 2025 against the baseline year of 2023. The Energy Audit exercise had identified ‘spend to save’ investment opportunities with significant potential for consumption and carbon emissions. Several projects identified as part of this exercise had since been appraised against the Central Energy Efficiency Fund (CEEF) criteria with a number incorporated and delivered as part of the 2025/2026 programme. During 2026, the Energy Billing software platform utilised for utility bill validation and reporting would be upgraded. The enhanced system was expected to provide additional functionality, including improved reporting capabilities and automated alerts. Energy audit re-inspections, incorporating site-specific awareness training, would continue to be undertaken on an annual basis. The Section Leader (Property Information and Legislative Compliance) responded to a member’s question in relation to photovoltaic panels in schools during summer months. The Committee decided: (1) that the criteria detailed at paragraph 4.1 of the report, to create the benchmark for electricity and gas consumption, be noted; (2) that the energy reductions, carbon emission savings and estimated value of costs avoided achieved in calendar years 2024 and 2025, as outlined at paragraph 5.3 of the report, be noted; and (3) to note that energy reduction opportunities requiring capital investment were currently being evaluated against the eligibility criteria for inclusion in the Central Energy Efficiency Fund (CEEF) programme, as well as utilising funding that had been identified to support the outcomes of the Estates Review. [Reference: Minutes of South Lanarkshire Council of 7 December 2022 (Paragraph 17)] 11 Urgent Business There were no items of urgent business. 10
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Report Agenda Item Report to: Climate Change and Sustainability Committee Date of Meeting: 23 September 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Impact of Council Events – Sustainability Considerations 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] set out actions taken by South Lanarkshire Council to reduce the environmental impact of Council events and catering [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report with regards to the measures in place to reduce the impact of Council events and catering be noted; and (2) that the introduction of a checklist as part of the Council’s events booking process be approved. [1recs] 3. Background 3.1. At full Council meeting on 1 October 2025, a motion was passed declaring a climate emergency, with a request that a report be prepared providing detail on “action that will be taken to reduce the impact of Council events and catering by, but not limited to, use of reusable cups, hybrid events as default where appropriate, promotion of sustainable travel, use of local and low carbon food and drink, including opportunities for third sector and local caterers, subject to compliance with Council procedures.” 3.2. Council events and catering activities contribute to greenhouse gas emissions through travel, energy use, food production, waste generation and the consumption of single- use materials. While individual events may have relatively small impacts, the cumulative effect across Council services may be significant. 3.3. This report sets out the measures and processes that are already in place to ensure that events and catering delivered by the Council reduce environmental impacts, alongside relevant external influencing factors. It also considers opportunities for further enhancing the sustainability of Council events and catering. 3.4. For the purposes of this report, ‘event’ refers to the full breadth of bookings received by the Council’s Room Booking Team, from teas and coffees for a meeting to a training conference, held in the banqueting hall for up to 180 people. The Council no longer hosts weddings and has no plans for this to change. 4 11
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3.5. The Headquarters and Corporate team within Facilities Service deliver hospitality services for internal business meetings, conferences, and civic events. In the year 2025/2026, this approximates to around 1,652 internal events booked, with 2,156 (per head) soup and sandwich offerings, 23,443 (per head) tea and coffee provisions supplied and 2,688 (per head) buffet provisions. In total, approximately 29,750 attendees are catered for annually. As these events are predominantly internal, generally the number delivered has declined over the years as Service budgets have reduced. 3.6. The Council does not cater for any event organised or hosted by South Lanarkshire Leisure and Culture. 3.7. As noted at the Climate Change and Sustainability Committee meeting of 11 February 2026, the purpose of this report is not to suggest any reduction in the number of Council events catered to, particularly those in support of the Council’s charitable partners, but to ensure that when events do take place, that sustainability is fully considered in the approach to delivery of those events. 4. Existing Measures and Processes 4.1. The existing arrangements in place for the delivery of events within South Lanarkshire already addresses a number of points raised in the motion which will be detailed in this section. Additionally, it should be noted that South Lanarkshire Council hosts a limited number of significant catered events, with the majority of events consisting of tea and coffee provisions for internal meetings. 4.2. Event Catering South Lanarkshire Council hosted and catered events already adhere to certain arrangements. Council events do not make use of single use plates and cups as standard. All Council hosted and catered events make use of reusable crockery and cutlery with no single use alternatives provided. Only under specific request and by exception would disposables be used. Examples where this may be requested would include the following: Where food or beverage has been ordered for children, e.g. can, plastic bottle or paper bag Event delivered to external venue where no washing facilities are available (even in this instance, suitability of reusable would be considered first) Seniors Together event where disposable boxes are provided to reduce food waste, thereby facilitating take away 4.3. The Council also complies with Scottish bans on specific single-use items (such as plastic cutlery, plates, straws, and beverage stirrers) which came into force via Single use Plastic Products (Scotland) Regulations 2021. 4.4. All catering at Council hosted and catered events is delivered by the Council’s Facilities Service, with the Council holding sole catering rights for all internal events. This means that no external providers are able to cater events, ensuring standards of food quality, hygiene, sustainability etc. can be met. 4.5. Reducing event food waste is a key consideration for the Council, therefore, ensuring accurate attendee numbers is critical in minimising food waste. Buffet provisions are unsuitable for redistribution due to hygiene and food safety. However, more widely the Council is committed to reducing food waste through the redistribution of leftover cold packaged food at the end of the day (see section 4.18.). 12
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4.6. Procurement In terms of event catering (preparation/serving of food etc.), South Lanarkshire Council holds sole catering rights for all internal events. This means that there are no tendering opportunities for third sector or local caterers for events. 4.7. In terms of the provision of food/drink for these events, the Council’s strategic sourcing approach for food and drink requirements is focused on use of Scotland Excel frameworks, which ensure compliance with health and safety and food quality standards. Scotland Excel is the Scottish local authority Centre of Expertise which is responsible for establishing collaborative frameworks for use of all councils to drive efficiency and best value. South Lanarkshire Council procures all food and drink via Scotland Excel framework contracts, including milk, groceries, frozen foods and fruit and vegetables. 4.8. Through the Scotland Excel framework, sustainability is a clear focus. Within the technical sections of its tenders, Scotland Excel includes a sustainability related method statement which has questions around the following areas:- Reducing plastic and alternative solutions Developing reusable, returnable packaging Food waste prevention Reducing CO2 emissions and food miles 4.9. The Procurement team continues to support Facilities Services in ensuring sustainable procurement arrangements are in place for all food, drink and other catering supplies. Additionally, the Council encourages local suppliers interested in public sector procurement, including the above Scotland Excel contracts, to engage with the Supplier Development Programme (SDP). SDP work with suppliers to provide training, advice, events and one-to-one guidance to help businesses improve their understanding of public sector procurement and increase their competitiveness when bidding for contracts. 4.10. Hybrid Events Hybrid working has become embedded across the Scottish public sector and indeed the Council's own working practices. Digital platforms are now routinely used, creating opportunities to reduce staff, member and stakeholder travel, while maintaining participation and accessibility. This development has reduced the demand for Council catered events, particularly the smaller tea and coffee provisions noted at section 3.5. 4.11. The Council already operates within established hybrid working arrangements. Digital and hybrid meeting formats, while not mandated, have become embedded as good practice within Council operations. For internal meetings, workshops, training sessions and stakeholder engagement activities, hybrid delivery is considered as the default option unless a clear operational requirement exists for a fully in-person event. This rationale is evident in arrangements for committee meetings and many Council wide network meetings. 4.12. Larger in person events, such as the charitable events hosted by the Council and noted at section 3.5., would be unsuitable for delivery as hybrid events and are understood to be most suited for in-person delivery. Recent examples of these events include Provost hosted events e.g. Burns Supper; RegenFX event hosting 160 young people; and Headteacher training events. Where events are organised in person, it is understood that there is a clear operational or demand-based requirement for this, for example, community engagement, networking events and workshops of a practical nature. 13
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4.13. Horizons Café Following a service review in 2017, Horizons Restaurant was reconfigured as a coffee shop, delivering annual savings of £170,000 and reducing staffing by six FTE posts. As part of this revised operating model, the food offer was streamlined, takeaway containers were introduced, and opening hours were reduced. 4.14. The move to takeaway containers was part of the wider redesign of Horizons as a coffee shop style service, shifting away from the previous restaurant model to a more grab-and-go offer that better supports people moving through the building. This change was introduced alongside a planned reduction in staffing levels, delivered as part of agreed efficiency savings, and was designed to create a more streamlined and flexible service for users. In that context, the introduction of takeaway containers was an important enabler of the new operating model, allowing food and drink to be easily carried as part of the grab-and-go experience rather than being tied to a traditional plated dining format 4.15 All takeaway containers are procured through the Scotland Excel (SXL) framework. The service works in partnership with our supplier and seeks to minimise environmental impact by ensuring that disposable products remaining in use are recyclable, biodegradable or compostable wherever practicable. 4.16. The service will continue to monitor emerging best practice and identify opportunities to reduce reliance on single-use items while maintaining a safe, efficient, and accessible catering service. In addition, an internal working group is being established to consider the implications of forthcoming legislation, including the Scottish Government’s commitment to introduce a charge on single-use disposable beverage cups through powers contained within the Circular Economy (Scotland) Act. As part of this work, the Council will review the use of disposable cups and other single-use catering items and assess potential alternatives. 4.17. Any future move towards increased use of reusable cups, plates or containers will require consideration of the associated operational and financial implications, including additional employee resources for the collection, washing, and management of reusable items. 4.18. Horizons Café has implemented a range of measures to reduce waste and increase recycling. Food waste is minimised through the use of a “Still Fresh” fridge for surplus food, food waste monitoring, and sales forecasting to support efficient stock ordering. To support recycling and the circular economy, used coffee grounds are made available to staff for composting. In line with the Environmental Protection (Plastic Products) (Scotland) Regulations, plastic cutlery and stirrers were removed in 2021 and replaced with reusable metal alternatives. Recycling facilities are provided throughout the building, including two dedicated recycling banks introduced as part of the Horizons refurbishment. 4.19. Transport Where in person events are organised, consideration of sustainable travel arrangements for attendees is undertaken in alignment with recommendations within the Council’s Employee Travel Plan. In person events should consider the following: Promoting walking, wheeling and cycling where appropriate Raising awareness of public transport options Encouraging car sharing for attendees travelling from similar locations Minimising staff travel through venue selection and hybrid attendance options 14
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Using Council electric vehicles where transport is required 5. Other Considerations 5.1. There are a number of external factors relevant to the request within the motion. Single-use cups, lids, and beverage containers made from expanded polystyrene (Styrofoam) are already illegal to manufacture, sell, or supply in Scotland under the Environmental Protection Regulations and are, therefore, not used for Council events. Additionally, the Scottish Government has committed to introducing a charge on single-use disposable beverage cups under powers provided through the Circular Economy (Scotland) Act. Consultation proposals have suggested a minimum charge of at least 25p per disposable cup to encourage greater use of reusable alternatives. The proposed legislation is moving through legislative frameworks, however, timelines are still being evaluated by the Scottish Government. The Council needs to adhere to the above existing and forthcoming legislation. 6. Next Steps 6.1. Considering the factors noted above, and the Council’s existing robust approach to sustainability in the organisation of events, opportunities for the enhancement of the Council’s approach to the sustainable delivery of Council catered events have been considered. 6.2. The most effective entry point for engaging event organisations has been identified as through the booking process and engagement with the Event Booking Team. All Council events must go through this process, and while the booking process does establish some metrics with an impact on sustainability, this is not explicit; for example, ensuring that the attendance numbers are accurate in order to minimise food waste. 6.3. There is an opportunity here to embed sustainability in the booking process to ensure that all aspects as noted in the Climate Emergency Motion are considered. It is proposed that the following be added to the online booking form: “Have you considered and implemented all reasonable measures to minimise the environmental impact of this event, including the need for an in-person event vs. online or hybrid delivery, opportunities for reducing waste, avoiding over-ordering of catering, selecting sustainable options where available, ensuring attendee numbers are accurate, and promoting sustainable travel options?” 6.4. Additionally, it is proposed that a rider is added to the confirmation email sent to the customer confirming the Council’s commitment to sustainability and reiterating that where possible the above considerations are taken into account during event planning. 7. Employee Implications 7.1. Employee implications relating to this paper are minimal. Additional considerations within the booking form will be embedded within existing processes. 8. Financial Implications 8.1. There are no financial implications to this paper. 9. Climate Change, Sustainability and Environmental Implications 9.1. Implementation of a new sustainability focused consideration at the event booking stage will ensure that the overall sustainability of Council events is further enhanced. The delivery of Council events is already well considered with regards to sustainability, particularly with regards to the influence of the Council’s sustainable procurement processes. 15
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10. Risk and Other Implications 10.1. No risks identified with regards to this paper. 11. Integrated Impact Assessment and Consultation Requirements 11.1. No integrated impact assessment required for this paper. In preparation of this paper, Facilities and Procurement Services were consulted with. Kevin Carr Executive Director (Community and Enterprise Resources) 2 September 2026 Link(s) to Council Values/Priorities/Outcomes Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities Previous References None List of Background Papers South Lanarkshire Council, Notice of Motion - South Lanarkshire's Climate Emergency Declaration, 1 October 2025 Climate Change and Sustainability Committee, Response to the Council’s Climate Emergency Declaration, 11 February 2026 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Adam Wallace, Sustainability Adviser E-mail: adam.wallace@southlanarkshire.gov.uk 16
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Report Agenda Item Report to: Climate Change and Sustainability Committee Date of Meeting: 23 September 2026 Report by: Executive Director Finance and Corporate Resources Subject: Employee Travel Plan 1. Purpose of Report 1.1. The purpose of the report is to:- provide Committee with an update on the revised Employee Travel Plan 2. Recommendation(s) 2.1. Committee is asked to approve the following recommendation(s):- (1) that the progress to date to review the Employee Travel Plan be noted; (2) that the revised Employee Travel Plan, attached at Appendix 2, be noted; and (3) that the action plan and monitoring arrangements, as set out at section 4, be approved. 3. Background 3.1. South Lanarkshire Council has made a clear commitment to sustainable development and tackling climate change through the Sustainable Development and Climate Strategy 2022–2027. Oversight of the Strategy is through the Climate Change and Sustainability Committee and supported by annual action plans. Transport can be a significant contributor to emissions and is a key area where organisational leadership will influence change in operational emissions and workforce travel behaviours. 3.2. Nationally, Scotland has a statutory net zero target by 2045 and the Climate Change (Scotland) Act 2009 places duties on public bodies to contribute to emissions reduction targets (mitigation), support delivery of the Scottish National Adaptation Plan (adaptation) and act sustainably. Updated statutory guidance for public bodies was published in March 2026, and public bodies are also required to report annually on compliance with climate change duties, including targets and alignment of spend and resources with emissions reduction. 3.3. The Council’s existing Employee Travel Plan (ETP) has been in place for several years and included sustainable travel options such as Cycle to Work, and promotion of public transport offers. Refreshing the Employee Travel Plan is a key contribution to the Council’s wider net zero and carbon reduction commitments and supports delivery of the SDCC Strategy 2022–2027 action planning and reporting cycle. It also provides a clear framework for influencing emissions from staff commuting and work-related travel, alongside fleet and estate initiatives, through consistent travel principles, targeted support, and measurable monitoring. The key changes are outlined in Appendix 1. 5 17
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4. Employee Travel Plan 4.1. The revised Employee Travel Plan, attached at Appendix 2, was developed through a structured, evidence-based approach. Support was provided from Strathclyde Partnership for Transport (SPT) to assist with the design and delivery of a comprehensive employee travel survey, ensuring robust data collection on current travel behaviours and requirements. The survey was issued to all South Lanarkshire Council employees and employees of South Lanarkshire Leisure and Culture, Seemis and LVJB, with findings subsequently analysed to identify key trends, barriers and opportunities to promote sustainable travel. 4.2. A summary of the survey findings is attached at Appendix 3. These insights informed the revision of the Travel Plan, ensuring alignment with workforce needs and climate change priorities. The draft revised plan was then subject to further consultation with the Council’s Climate Change and Sustainability Steering Group to ensure strategic alignment to the Climate Change and Sustainable Development Strategy. 4.3. Key Travel Plan Changes 4.3.1. Purpose and scope: The Employee Travel Plan sets out how the Council will reduce the need to travel, support sustainable commuting choices, and decarbonise business/work-related travel, while ensuring approaches are fair, inclusive and realistic across varied roles and locations. 4.3.2. Strategic alignment: The plan supports the Council’s climate emergency response and wider strategies (including Sustainable Development and Climate Change Strategy and the Local Transport Strategy), contributing to Scotland’s net zero by 2045 ambition and local objectives on air quality, public health and equal access to transport. 4.3.3. Travel hierarchy approach: The Council will apply the Scottish Government travel hierarchy as standard practice—avoid travel first, then walking/ wheeling, cycling, public/shared transport, car sharing, and finally minimising single-occupancy car use where alternatives exist. 4.3.4. Evidence base (employee survey): Survey findings highlight a strong reliance on private car travel and limited active/public transport use (Appendix 1 notes 81% single- occupancy car, 2% car share, 6% active travel, 9% public transport), alongside demand for improved infrastructure, clearer incentives, and continued hybrid/agile working, where practical. 4.3.5. Key enabling actions: Proposed measures include promoting digital meetings and better journey planning; improving cycle facilities and maintaining Cycle Friendly Employer accreditation; increasing awareness of public/community transport and discount schemes; exploring salary sacrifice options (public transport and potentially EVs, subject to business case); exploring car-share options; and expanding EV charging where feasible. 4.3.6. Work-related travel and policy linkage: For business travel, the Council will prioritise pool cars/public transport/shared vehicles where available, reduce single-occupancy travel, and review the Travel and Subsistence Policy to align with the Travel Plan. 4.3.7. Inclusion and safety: The plan emphasises that sustainable travel initiatives must not disadvantage staff with disabilities, health conditions, caring responsibilities, rural locations or role constraints, and that personal safety (including lone working considerations) remains paramount. 18
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4.3.8. Governance and monitoring: Commitments include improved internal communications, repeat travel surveys, and ongoing monitoring with updates through climate governance arrangements to track progress and inform future actions. 5. Next Steps 5.1. Implementation of the Employee Travel Plan will be communicated to employees and be used to promote sustainable travel options. Ongoing delivery will be monitored through the Sustainable Development Steering Group. A further employee travel survey will be compared to baseline data, agreed data sources and to monitor progress and refresh actions as required. An update will be reported annually as part of the Sustainable Development and Climate Change Strategy action planning cycle. 5.2. The Travel and Subsistence policy will be refreshed to ensure this fully supports the Employee Travel Plan and sustainable travel options. The communication plan for employees, managers and trade union partners, will include clear guidance on sustainable travel options. In addition, the monitoring framework and review cycle, will cover reporting arrangements to develop further initiatives and repeat the employee travel survey. 6. Employee Implications 6.1. There are no direct employee implications, however, the Employee Travel Plan is expected to have a positive impact on employees by promoting healthier, more sustainable travel choices and supporting flexible and accessible travel options. 7. Financial Implications 7.1. There are no financial implications. The plan will be delivered within existing resources. 8. Climate Change, Sustainability and Environmental Implications 8.1. The Employee Travel Plan makes a positive contribution to the Council’s climate change and sustainability objectives by promoting a shift towards lower carbon travel options, including active travel, public transport and car sharing. The plan supports the reduction of greenhouse gas emissions associated with employee commuting and business travel, contributing to the Council’s net zero ambitions and wider environmental commitments. There are no adverse environmental impacts anticipated; rather, the plan seeks to embed more sustainable travel behaviours across the workforce, supported by improved awareness, infrastructure and organisational practices that align with the Council’s climate change strategy. 9. Risk and Other Implications 9.1. In accordance with the requirements of Section 7 (1) of the Environmental Assessment (Scotland) Act, 2005, South Lanarkshire Council, as the ‘Responsible Authority’ has come to a pre-screening opinion in relation to its proposed Employee Travel Plan. The Council is of the opinion that the proposed Employee Travel Plan is exempt from Strategic Environmental Assessment as its implementation will have minimal effect in relation to the environment. This is in accordance with Sections 5 (4) and 7 (1) of the 2005 Act. 10. Integrated Impact Assessments and Consultation Requirements 10.1. This does not introduce a new policy or strategy and therefore there is no requirement to undertake an integrated impact assessment, however in line with good practice, the requirement for an assessment will be monitored. 10.2. Trade Unions will be updated on the revisions to the Employee Travel Plan through the JTUC Executive. 19
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Jackie Taylor Executive Director (Finance and Corporate Resources) 4 September 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Excellent employer Previous References None List of Background Papers Sustainable Development and Climate change Strategy. 2022 – 2027 Introduction - South Lanarkshire Council Local Transport Strategy, 2026 – 20236 Local Transport Strategy Appendix 1 Policies and Actions Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Michelle Milne, Head of Personnel Services Tel: 01698 454330 E-mail: michelle.milne@southlanarkshire.gov.uk 20
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Appendix 1 A summary of the key differences between the previous Employee Travel Plan (2013) and the revised Plan (2026) (a) Purpose and scope 2013 Focuses on giving employees information about commuting and business travel, encouraging sustainable choices and explaining linked personnel policies. 2026 Applies expressly to commuting, business travel and work-related journeys, and links the plan to the Sustainable Development and Climate Change Strategy, Local Transport Strategy and existing personnel policies. Provides a clearer corporate scope and stronger connection to wider Council strategies. (b) Climate Impact 2013 Refers to the Climate Change (Scotland) Act 2009, the Carbon Reduction Commitment scheme and the Council’s Carbon Management Plan. 2026 Frames the plan around the climate emergency and the target of net zero emissions by 2045, including reducing vehicle kilometres, improving air quality and reporting progress transparently. (c) Travel Decision Framework 2013 Encourages employees to consider whether a journey is necessary and to explore alternatives but does not present a single formal order of preference. 2026 Introduces the Scottish Government Travel Hierarchy: avoid travel, walk or wheel, cycle, use public or shared transport, car share and reduce single-occupancy car use. Explicitly prioritising a shift towards more sustainable and active travel choices. (d) Reducing travel through technology 2013 Suggests telephone calls, video conferencing, instant messaging and email as alternatives to face-to-face meetings. 2026 Commits the Council to promoting digital meetings, improving work planning, reducing multiple or avoidable trips, and considering travel within service planning and workforce models. (e) Business Travel 2013 Provides practical ideas for reducing business journeys and promotes pool cars. 2026 Requires the travel hierarchy to be applied as standard practice and introduces consideration of travel reduction and carbon impact in procurement and service-delivery decisions. It also commits to reviewing the Travel and Subsistence Policy. targeted manager training. 21
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Appendix 2 South Lanarkshire Council Employee Travel Plan August 2026 Contents 1. Background and purpose 2. Commitment 3. Travel Principles 4. Employee Travel Survey 5. Employee Travel Options 6. Business and Work-Related Travel 7. Inclusion, Safety and Responsibility 8. Engagement, Monitoring and Review 9. Conclusion Appendix A - Employee Travel Plan – Information for Employees 22
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1. Background and Purpose South Lanarkshire Council is committed to tackling the climate emergency, reducing carbon emissions and supporting healthier, more sustainable communities. As one of Scotland’s largest local authorities, the Council recognises its role as an anchor institution in leading by example and influencing positive change among employees, partners and communities. Transport is a significant source of carbon emissions. While substantial progress has been made in reducing emissions associated with staff travel over recent years—through advanced digital technology and the introduction of lower-carbon vehicles—further action is required to support the Council’s commitment to net zero emissions by 2045. This Employee Travel Plan sets out how South Lanarkshire Council will: • Support employees to make active and sustainable travel choices, where practical • Reduce the need to travel, particularly unnecessary car journeys • Decarbonise work-related travel • Ensure travel policies are fair, inclusive and realistic, reflecting varied roles, locations and personal circumstances The Plan applies to commuting, business travel and work-related journeys, and complements the Council’s Sustainable Development and Climate Change Strategy, Local Transport Strategy and existing personnel policies. 2. Our Commitment to Sustainability and Climate Change South Lanarkshire Council is committed to addressing climate change and supporting national and local sustainability objectives, including: • The Climate Change (Scotland) Act and Scotland’s target of net zero emissions by 2045 • Reducing vehicle kilometres and emissions from transport • Improving air quality and public health • Promoting equality of access to transport and services The Council will continue to: • Embed sustainability into decision-making, procurement and workforce policies • Reduce emissions from Council operations, including employee travel and fleet use • Invest in active travel infrastructure, public transport improvements and low-carbon alternatives • Report progress transparently through carbon management and climate reporting This Employee Travel Plan forms a key part of delivering those commitments. 3. Travel Principles The Council will apply the Scottish Government Travel Hierarchy when considering employee travel: 1. Avoid travel where possible 23
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2. Walk or wheel 3. Cycle or use active travel 4. Use public or shared transport 5. Car share 6. Reduce single-occupancy car use for work related travel Not all options will be suitable for every role or individual, and the Council recognises this. The Plan is intended to support better choices. 4. Employee Travel Survey The Council employs staff across a wide geographic area, including urban, semi-rural and rural communities, with roles that vary significantly: • Office-based, site-based, frontline, mobile and peripatetic roles • Agile working arrangements • Caring responsibilities, health conditions and accessibility needs • Employee travel survey results in May 2026 show: • High reliance on single-occupancy car travel • Low levels of active travel and public transport use • Demand for agile working, improved infrastructure and clearer incentives 5. Employee Travel Options 5.1 Reducing the Need to Travel South Lanarkshire Council will: • Promote use of digital meetings and technology to reduce unnecessary journeys • Encourage better planning of work to reduce multiple or avoidable trips • Encourage travel considerations into service planning and workforce models • Continue to support agile working, where appropriate to the role 5.2 Walking, Wheeling and Cycling Where practical, the Council will support employees to walk, wheel or cycle by: • Maintaining and improving cycle-friendly facilities at key sites (secure storage, showers, lockers) • Continuing Cycle Friendly Employer accreditation • Promoting the Cycle to Work Scheme and providing clearer guidance on eligibility (details in Appendix a) Active travel will be promoted as a choice, recognising distance, safety, health and caring constraints. 5.3 Public and Community Transport The Council will: 24
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• Work with partners to improve awareness of bus, rail and community transport options (details in local transport strategy Local Transport Strategy Appendix 1 Policies and Actions) • Support integrated travel solutions, including Park and Ride • Explore opportunities for salary sacrifice for public transport and sustainable travel options • Promote existing discount schemes and season-ticket options more effectively (details in Appendix a) The Council recognises that public transport is not viable for all staff, particularly in rural areas or for time-critical roles. 5.4 Car Sharing Where feasible, the Council will: • Explore car-sharing opportunities across major sites and services • Promote lift-sharing for staff travelling to common locations or training • Ensure car sharing is voluntary and safe, with consideration given to personal circumstances 5.5 Low-Carbon and Electric Vehicles The Council will: • Explore options to reduce reliance on grey fleet mileage • Expand EV charging infrastructure across Council sites where feasible • Promote accurate information on EV options, costs and infrastructure • Explore future salary sacrifice schemes, subject to affordability and business case 6. Business and Work-Related Travel For work-related travel, the Council will: • Apply the travel hierarchy as standard practice • Promote use of pool cars, public transport and shared vehicles where available • Minimise single-occupancy car use where alternatives exist • Consider travel reduction and carbon impact in procurement and service delivery decisions • Review the Travel and Subsistence Policy to align with the Employee Travel Plan 7. Inclusion, Safety and Accessibility South Lanarkshire Council is committed to ensuring that: • Travel initiatives are inclusive and equitable • No employee is disadvantaged due to disability, health conditions, caring responsibilities or role requirements • Personal safety, particularly for lone workers, remains paramount • Active and sustainable travel is encouraged without expectation or pressure 8. Engagement, Monitoring and Review The Council will: 25
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• Improve internal communication and awareness of travel support • Conduct regular employee travel surveys to monitor progress • Monitor the Employee Travel Plan and provide updates to the Climate Change officer Steering Group 9. Conclusion This Employee Travel Plan reflects South Lanarkshire Council’s commitment to sustainability, fairness and practicality. By reducing unnecessary travel, supporting sustainable options where possible, and recognising the realities of our workforce, the Council will continue to play a leading role in responding to the climate emergency while supporting staff wellbeing and service delivery. Appendix A Employee Travel Plan – Information for Employees Public Transport Information Plan Your Journey | Traveline Journey planner | First Bus Journey Planner | Official Train Ticket Info | National Rail South Lanarkshire Council employees can sign-up to The Commuter Travel Club and get access to a 20% discount on Adult First4Week Tickets and Flexible Day Ticket bundles. Being part of the Commuter Travel Club means you can use the bus for work or leisure and pay less compared to the cheapest monthly ticket available. It’s free to sign up with several monthly ‘bundles’ to choose from. Should you decide to access this benefit and select a ticket bundle, an automated monthly subscription is set up and paid via Direct Debit. This can be cancelled at any time via your bank. Should you decide to sign up, you can use the following link: Commuter Travel Club | First Bus Select ‘South Lanarkshire Council’ from the dropdown menu and complete sign up with your work email address. If you don’t have a work email address, please select ‘South Lanarkshire Council (passcode)’ and enter ‘slctravel’ to take advantage of the discount. Cycle to Work South Lanarkshire Council participates in the Cycle To Work Scheme. The scheme enables employees to take advantage of the Government initiative which was developed to promote healthier journeys to work and to reduce air pollution and also fits in with the council's own Wellbeing Plan and sustainable South Lanarkshire. Employees are able to choose a bike and some cycling safety equipment and can use a hire agreement with SLC pay via salary sacrifice over the next 12 months. Once your agreement has come to an end Halfords will get in touch to discuss your options. The advantage of the scheme is that savings can be made on the tax you pay and the cost of the bike and equipment is paid up over the course of the year. 26
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The bike must be used by you, mainly for commuting to work including part and full journeys made between home and your workplace. The scheme has been run by the council for over ten years and has been very successful with more than 1000 employees signing up. You can take advantage of this scheme using the employer code SLCC2W. More information including FAQ's can be found in the Cycle 2 Work website. 27
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Appendix 3 Employee Travel Survey Data - Summary Completed responses to the South Lanarkshire Council travel survey had an 11% response rate. Summary of Findings Employees who currently use cars, how they use them and if they work from home • High level of car usage - 81% single occupancy car use • 2% car sharing • Low levels of active travel - 6% active travel • 9% public transport (6% bus, 3% train) • 1% homeworking • Currently high levels of hybrid working with 39% of respondents working from home 1- 4 days a week, only 46% of respondents commuting 5 days a week to a council worksite/s. Key themes to come out of the survey: • Inadequate Public Transport (Especially in Rural Areas) - Widespread frustration with poor rural public transport connectivity and frequency. • Desire for More Flexible and Remote Working -calls to maintain or expand home working and hybrid policies. Concerns about return-to-office policies increasing unnecessary travel. • Need for Better Cycling and Walking Infrastructure - more segregated, well- maintained, and safe cycle routes. Poor lighting, potholes, and traffic cited as major barriers. • Support for Electric/Hybrid Vehicle Incentives - High interest in salary sacrifices schemes and leasing options. Desire for more EV chargers at work and in residential areas, but cost and infrastructure issues are barriers. • Parking Issues - many mention the cost and lack of parking at Council offices. Requests for free parking for staff using their cars for work. • Workplace Transport Support - Suggestions include Staff bus services, E-bike loans and Improved access to pool cars. • Rural-Urban Divide -Many feel rural communities are overlooked in sustainable transport planning. • Concerns About Safety and Accessibility - Fears for personal safety, especially among female carers working alone. Active travel not practical for staff with health conditions, disabilities, or shift work. • Interest in Car-Sharing and Park & Ride - Suggestions for secure and free park-and- cycle or car-share schemes. 28
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Report Agenda Item Report to: Climate Change and Sustainability Committee Date of Meeting: 23 September 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: New Climate Change Plan – Proposed Development Approach 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] outline the proposed approach to the development of the Council’s new Climate Change Plan, including consultation and engagement [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): - [recs] (1) that the proposed approach to the development of the Climate Change Plan, including consultation and engagement, be approved. [1recs] 3. Background 3.1. The Sustainable Development and Climate Change Strategy 2022 to 2027 was approved by the Council on 15 June 2022. The current Strategy is due to end in March 2027 with the expectation that a new iteration of the Strategy be developed to replace it. It is intended that the new policy document will be presented for approval at Committee by June 2027, subject to the new Council Committee schedule. 3.2. At full Council meeting on 1 October 2025, a motion was passed declaring a climate emergency, with a request that a report be prepared providing detail on how the new Strategy can have input from local communities. At Climate Change and Sustainability Committee on 11 February 2026, it was agreed that a report detailing the approach to development of the new Climate Change and Sustainable Development Strategy (including aspects mentioned within the motion) would be presented. 3.3. The development of the new strategy will align with a number of new and emerging policies, guidance, and key Council activities, notably: the development of the new Council Plan recently published Public Bodies Climate Change Duties Guidance Scottish Government Climate Change Plan 2026 to 2040 Scotland’s Climate Change Public Engagement Strategy PhD research on Just Transition in South Lanarkshire ongoing work to develop an SLC Net Zero Route Map and Climate Change Risk and Opportunity Assessment 6 29
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3.4. Of note within the new Public Bodies Climate Change Duties Guidance is the provision of a ‘Climate Change Plan’ template for local authorities. This is an extensive document and covers mitigation, adaptation and acting sustainably from both an organisational and an area-based perspective. It is intended to act as a guide to what local authorities’ plans are expected to include. This is an effort to standardise climate change approaches across all public bodies in Scotland to help the sharing of good practice and alignment of reporting. It is, therefore, proposed that the Council’s new climate change and sustainability policy document is termed the ‘Climate Change Plan’ as opposed to ‘strategy’, bringing our approach in line with the new guidance’s recommendations. It also notionally demonstrates a more action focussed mindset and approach to the Council’s sustainability work. 3.5. The development of a new Climate Change Plan provides an opportunity to refresh the Council’s strategic direction in response to the above evolving national policy, statutory climate change duties, and local priorities. The proposed approach to stakeholder engagement and consultation with regards to development of the new Plan is informed by best practice in public engagement, including early stakeholder involvement, use of existing evidence, and a combination of broad consultation and more targeted, deliberative engagement methods. 3.6. Good practice highlights the importance of early, continuous and proportionate engagement, ensuring that stakeholder views inform both the development of priorities and the validation of final proposals. In particular, there is increasing emphasis on:- Integrating engagement within existing governance structures Avoiding duplication and consultation fatigue Combining wide-reaching consultation with more targeted, in-depth engagement 3.7. The overall approach laid out in the following sections is based on a layered engagement model, combining internal collaboration, targeted stakeholder engagement, use of existing consultation evidence, and formal public consultation. This ensures both efficiency and inclusivity while maintaining a strong evidence base. 4. Internal Engagement 4.1. The initial phase of consultation will focus on internal engagement with all Council Services to ensure that key sustainability concerns and workstreams across all Resources are considered early and form the foundation of the new plan. A key principle of the proposed approach is to treat strategy development as a process of co-production, embedding input from services and partners throughout. 4.2. Engagement will be delivered through established governance arrangements, including: The Climate Change and Sustainability Officers’ Group The Climate Change and Sustainability Steering Group Strategic Environmental Assessment Relevant Council Services across all Resource areas The Community Planning Partnership and associated thematic groups 4.3. These groups and forums represent a wealth of knowledge across the Council of relevant ongoing work as well as key regional and national policy elements which should inform the Council’s approach. Engaging their expertise early will ensure that ongoing development is grounded in a holistic evidence base of Council, regional, and national priorities. Using these structures reflects best practice by:- 30
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Ensuring climate considerations are integrated into service planning rather than developed in isolation Supporting ownership of the Plan across services and partners Allowing iterative feedback as proposals develop, rather than a single consultation point 4.4. This approach is consistent with Audit Scotland expectations around mainstreaming climate action across public bodies. 5. Targeted Stakeholder Engagement 5.1. In addition to internal engagement, early targeted engagement will be undertaken with key stakeholder groups outside of, and adjacent to, the Council. This will include:- The Council’s Youth Forum on Climate Change and Sustainability, ensuring meaningful youth participation and the involvement of young people before decisions are finalised Third sector organisations within South Lanarkshire, particularly those working in climate action, community development and equalities Key external partners with an interest in delivering local climate outcomes 5.2. This stage will focus on exploring priorities, barriers, and opportunities, rather than consulting on fixed proposals. This ensures prioritisation of upstream engagement, enabling stakeholders to shape the direction of the Plan. 5.3. To complement wider consultation, the Council will develop a community panel or similar deliberative engagement mechanism. This reflects growing best practice in climate governance, recognising that complex issues such as climate change benefit from more informed, discussion-based engagement rather than solely survey-based approaches. 5.4. Key features of this approach include:- Recruitment of a panel with representation from: Climate-focused community groups Underrepresented demographics (e.g. low-income households, minority groups, rural communities) Facilitated sessions to explore key themes, trade-offs and priorities in greater depth Opportunities for participants to consider evidence and contribute informed views 5.5. The Lanarkshire Climate Action Hub will be engaged as a facilitating partner, utilising its established networks and experience in community engagement. Their involvement will further ensure that we are able to engage as broadly as possible, supporting an inclusive approach to participation. Their experience in community work around climate change and sustainability will also deepen understanding and representation of community perspectives in the process and final Plan. 6. Use of Existing Evidence and Previous Consultation 6.1. An important element of the proposed approach is the systematic use of existing consultation evidence. The Council is fortunate to have access to a wealth of existing evidence to draw on to inform the development of the Plan, including that gathered through:- Local Development Plan 3 The Local Transport Strategy 31
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Just Transition Research Other recent Council strategies and engagement exercises 6.2. Best practice guidance highlights the importance of avoiding unnecessary duplication where robust, recent evidence already exists. This approach will help to reduce potential consultation fatigue among residents and stakeholders. It will also ensure that the consultation and engagement phase makes efficient use of existing resources. The use of a broad range of evidentiary support through existing consultation feedback will strengthen the evidence base of the research by drawing together insights from multiple policy areas. This will ensure that critical elements of the new Plan such as transport and just transition are well informed through the use of detailed bespoke prior engagement on these topics. 6.3. This phase will involve a structured review of previous consultation findings, identifying common themes relevant to climate and sustainability (e.g. transport, place-making, energy, and inequalities). These will then be included in the ongoing analysis of emerging consultation themes. 7. Public Consultation 7.1. Once a draft Plan has been prepared, it will be subject to formal public consultation. This will be delivered through an online consultation platform, supported by targeted communications and promotion through Council and partner networks. The consultation will:- Present clear, accessible information on the proposed Plan Seek feedback on priorities, actions and deliverability Provide opportunities for both structured responses and open comment 7.2. This stage represents a validation phase, in line with good practice, ensuring that proposals are tested with a wider audience before finalisation. Comments and input from this phase will be incorporated as appropriate into the final Strategy before final presentation to Committee for approval. 8. Timescales 8.1. The table below sets out the anticipated timescales for the proposed Plan development, including the consultation stages. At this stage, these timescales are indicative only, with more specific timescales developed as the development of the Plan progresses. Phase Activity Timescale Project Initiation and Evidence Establish project governance, confirm project plan, review national policy developments, statutory guidance, climate duties and relevant Council strategies. Collate evidence from recent consultations including LDP3, Local Transport Strategy and other relevant plans. August – October 2026 Internal Scoping and Pre- Engagement Workshops with Climate Change and Sustainability Officers Group and Steering Group. Initial engagement with Council services to identify priorities, emerging issues, opportunities and dependencies. September – October 2026 SEA Screening Screening Report prepared and submitted to SEA Gateway. Consultation Authorities consider Screening Report. Screening Determination prepared and submitted to SEA Gateway. September – November 2026 32
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Phase Activity Timescale Partner and Stakeholder Engagement Engagement with Community Planning Partnership partners, third sector organisations, public sector partners and key external stakeholders. Identification of themes and priorities for inclusion within the Strategy. October 2026 – February 2027 Youth Engagement Programme Dedicated engagement with the Council's Youth Forum on Climate Change and Sustainability to explore priorities, opportunities and expectations for climate action. Findings incorporated into strategy development. Engagement with the Youth Forum will extend over a number of months to ensure feedback and reflection on young people’s priorities is incorporated at every stage. September 2026 – March 2027 Community Panel Design and Recruitment Develop and agree model for community panel/deliberative engagement. Work alongside Lanarkshire Climate Action Hub to recruit participants, with particular focus on climate-focused groups and underrepresented demographics. October 2026 Community Panel Engagement Facilitate deliberative workshops with community panel members, exploring strategic priorities, challenges, opportunities and potential actions. Once the Panel has been established it is anticipated that monthly sessions will be convened with the Panel to steer and shape the development of the draft Plan October 2026 – February 2027 SEA Development (if required) Scoping workshop organised and held. Scoping Report prepared and submitted to SEA Gateway by February 2027. Consultation Authorities consider Scoping Report by March 2027. Assessment carried out and Environment Report prepared by May 2027. November 2026 – May 2027 Development of Draft Plan Preparation of draft Climate Change Plan informed by engagement findings, evidence review and policy analysis. Internal review by Council services and governance groups. December 2026 – March 2027 Committee Approval for Consultation Draft Present draft Plan and consultation approach to CMT seeking approval to undertake public consultation. March 2027 Public Consultation Formal online consultation on draft Plan and SEA Environment Report, supported by communications campaign, stakeholder engagement and targeted promotion through Council and partner networks. April – May 2027 Final Strategy Development Consultation comments considered and reflected in final Plan as appropriate. Strategy finalised for approval. May 2027 Pre - Approval Final comments and amendments made to the Plan in preparation for final approval and publication. May 2027 Plan Finalisation Final Plan approved at Committee and launched. June 2027 33
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9. Next steps 9.1. Following presentation of this report, development of the new Plan will move at pace through research and pre-engagement phases. This will include drawing on emerging themes and priorities arising from the Council’s Net Zero Route Map and risk and opportunity assessment work in progress. These pieces of work are currently being developed through extensive engagement with key organisational stakeholders and will provide an important evidence base for the Plan. 9.2. Progress on the development of the Plan will be reported to the Climate Change and Sustainability Committee at key points. A draft version of the Plan will be presented to Committee prior to the public consultation phase; it is anticipated that this will be done February 2027. Following public consultation and incorporation of feedback, the final Plan will be presented to Committee for approval before the summer 2027 recess. 10. Employee Implications 10.1. There are no direct employee implications arising from this report. However, the approach will require co-ordinated input from officers across services, supported through existing governance structures. 11. Financial Implications 11.1. The proposed approach is designed to maximise use of existing resources and structures. Any additional requirements, such as facilitation of a community panel, will be managed within existing budgets where possible or reported to Committee as necessary. The use of existing evidence is expected to minimise overall consultation costs. 12. Climate Change, Sustainability and Environmental Implications 12.1. The engagement process is integral to ensuring that the Plan reflects local priorities and supports effective delivery of the Council’s climate change duties, including mitigation, adaptation and wider sustainability outcomes. 12.2. Development of the new Plan will set the priorities for the Council in terms of climate change and sustainable development. It will be the key policy document shaping and driving progress in this area and will enable the Council to meet its obligations under the Climate Change (Scotland) Act 2009. 13. Risk and Other Implications 13.1. Key risks include:- Consultation fatigue and reduced participation Lack of representation from key groups Limited engagement from services or partners These risks are mitigated through a proportionate, layered approach, including:- Use of existing consultation evidence Targeted engagement with key groups Use of established governance structures Inclusion of a deliberative community panel approach 14. Integrated Impact Assessment and Consultation Requirements 14.1. The Plan will be subject to relevant Integrated Impact Assessments and public consultation as noted above. 34
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Kevin Carr Executive Director (Community and Enterprise Resources) 3 September 2026 Link(s) to Council Values/Priorities/Outcomes Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Our children and young people thrive Good quality, suitable and sustainable places to live Caring, connected, sustainable communities People live the healthiest lives possible Previous References South Lanarkshire Council, Sustainable Development and Climate Change Strategy 2022 to 2027, 15 June 2022 List of Background Papers South Lanarkshire Council, Notice of Motion - South Lanarkshire's Climate Emergency Declaration, 1 October 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Adam Wallace, Sustainability Adviser E-mail: adam.wallace@southlanarkshire.gov.uk 35
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Report Agenda Item Report to: Climate Change and Sustainability Committee Date of Meeting: 23 September 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Pesticide Free Council Motion - Update 1. Purpose of report 1.1. The purpose of the report is to: - [purpose] provide an update on the current work being undertaken since the last report of 2023, including an update on the current position regarding alternative weed control methods and any ongoing trials. 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendations: - (1) Note the content of this report, and reduction in pesticide use. (2) Note the recommendation to continue exploring options to reduce pesticide usage, as outlined in section 4.8. 3. Background 3.1. On 16 December 2020, the Council considered a motion regarding a proposal for South Lanarkshire to become a Pesticide free Council. On 10 February 2021, the Climate Change and Sustainability Committee considered a report which outlined work that had been undertaken to look at alternatives and consider further options with regards to herbicide applications. 3.2. A further report was presented to the Climate Change and Sustainability Committee on 25 August 2021 providing members with an update on the trials requested by the previous Committee. Given the extent and time required to evaluate the impact of further trials, it was agreed to provide a final report in early 2023. 3.3. Since that final report in 2023, Ground Services have continued to use glyphosate based herbicides in the main, however, have continued to investigate alternative means of weed control across the authority. This report provides an updated position on where Ground Services are with that ongoing work. 4. Alternative options 4.1. Whilst undertaking a series of trials of alternative methods of weed control, Ground Services has largely continued to use glyphosate on a range of surfaces in the absence of a reliable and affordable alternative. The application continues to be carried out by trained operatives using a licensed and legal product through knapsacks, motorised vehicle (quad bikes), stem injection and controlled droplet application (CDA). 7 37
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4.2. Since 2019, when Ground Services started this review, the volume of pesticides used has reduced from 4,462 litres in 2019 to 3,203 litres in 2025, representing a reduction of 1,259 litres (28.2%) over the period. This equates to an average reduction of approximately 210 litres per year (5.4%), demonstrating a sustained downward trend in pesticide use, reflecting the Council’s ongoing efforts to minimise pesticide application, where operationally practicable. 4.3. Officers continue to apply herbicides in a targeted manner within selected hard- surfaced areas of the Council estate, including shrub beds, concrete and slabbed footpaths, and housing drying areas where alternative management approaches are not currently considered practical. Herbicide use has been significantly reduced in other areas, particularly along grass edges, around trees and adjacent to play area fencing. The majority of play areas are no longer subject to herbicide treatment, with applications limited to older facilities containing concrete or asphalt surfaces and only where operationally necessary. Within the school estate, any herbicide treatments are restricted to school holiday periods. Local Grounds Officers continue to monitor and review these arrangements to ensure compliance with operational requirements and support the Council's ongoing commitment to reducing pesticide use where feasible. 4.4. The table at section 4.5 provides further detail on those alternatives that are still in use. A summary of each alternative assessed against three categories (Climate; Control; Cost) and a recommendation is provided in the table below. 4.5. One trial is ongoing currently in the Hamilton area where no-mix CDA is being used in controlled droplet application to apply “Dual” which is a product containing glyphosate and sulphosulphuron, which is a residual chemical. The use of this product, if successful, would potentially reduce the number of applications required throughout the year. Product/Method Climate Control Cost Recommendation Glyphosate Medium Good Med/High Continue and review locations to further reduce usage Hot Foam High Poor High Continue and expand usage, particularly near water bodies due to very low risk on product used. Manual Low Good High Continue and expand in high footfall areas. Mankar Lances Low Good Med Continue and increase usage Pedestrian Brushing Low/Med Good/Med High Continue and expand in high footfall areas. Mechanical Brushing Low/Me Good/Med High Continue and expand in high footfall areas. 4.6. Overall, the alternatives listed above can be considered a success in varying degrees. However, they can bring their own issues. The mechanical belly brushes used on slabbed paths performed well, however, they can be prone to also removing the soil, which then leaves potential trip hazards if the gaps between the slabs are wide. It is evident there are no clear alternatives at this point which would allow the complete removal of glyphosate from the Council’s weed control approach. 4.7. The additional investment detailed in section 7.2 includes £1.1m for the replacement of small mechanical sweepers, now deployed throughout the authority, working closely 38
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with the Neighbourhood Team, to target high footfall areas, expanding into other arterial routes. In addition, the investment in the replacement quad vehicles has enabled the treatment of hardstanding areas, such as footpaths, roads channels and herb beds being replaced, with one fitted with no-mix CDA controlled droplet equipment, allowing it to be utilised for the ongoing trial of no-mix herbicide within the Hamilton area. 4.8. Other options to consider are the actual make up of hard surface footpaths, in areas such as East Kilbride, which have a significant number of slabbed paths running through the housing estates. These generally attract weeds which grow between the slabs and can lead to movement in the slabs, creating further trip hazards. Removing these slabbed paths and replacing with tarmac paths would reduce the need for herbicide treatment and mitigate any potential trip risks. 4.9. The trial process, which led us to the alternatives, has demonstrated a clear direction of travel for decreasing usage of glyphosate. It is recommended that the Service continues to look at the options and explore what alternatives may be available in future. The continued investment in additional staffing and new equipment will enable the Council in the longer-term, to continually reduce dependence and volumes of glyphosate used. This approach will also support delivery of the Council’s obligations as part of the new national action plan on the sustainable use of pesticides. The action plan requires councils to reduce the use of herbicides and test alternative methods of weed control, whilst developing their own integrated management plan on the control of weeds. 5. Legislation 5.1. Glyphosate remains fully legal for agricultural, professional, and domestic use. However, its current UK authorisation expires on 15 December 2026. The Health and Safety Executive (HSE) is reviewing its renewal application, while ongoing political and trade debates focus on whether to align with EU approvals. 5.2. In discussion with several of the Council’s chemical suppliers the general view is that current UK approval will be extended in line with existing EU approvals and restrictions. One of the key areas that must be considered in the products that we use annually is their labelling and approvals. Labelling provides detail on what other chemicals may be contained with the product purchased, whilst approval is important to ensure that the products purchased have been approved for use on a particular surface. For Ground Services and the Council, it is imperative that we only use products approved for use on any surface. 6. Employee Implications 6.1. The treatment and application of any alternative will be incorporated within day-to-day operations with staff receiving any additional training required for equipment and machinery. 7. Financial Implications 7.1. Ongoing financial commitment is required to ensure continuity with year-on-year environmental improvements, utilising the new teams to tackle high-footfall areas and expanding into other routes, including continued use of alternative methods and the purchase of new equipment. Year Investment / Equipment Cost 2024 Compact tractors with side and belly brushes £0.078m 39
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2025 9 x Westermann pedestrian brushes Kersten pedestrian brush £0.014m £0.017m 2026 6 x WEIBANG pedestrian brushes Replacement of 6 (out of 9) quads Fitting of 1 new quad with dual no-mix system Replacement of 11 x small mechanical sweepers £0.012m £0.063m £0.005m £1.100m Total £1.289m 8. Climate Change, Sustainability and Environmental Implications 8.1. South Lanarkshire Council’s Biodiversity Duty Implementation Plan (BDIP) 2024 to 2030 reflects the priorities and outcomes set out within the South Lanarkshire Biodiversity Strategy and articulates how the Council will achieve its duty to conserve biodiversity. The BDIP takes cognisance of the South Lanarkshire Sustainable Development Strategy which also emphasises the importance of achieving the Council's biodiversity duty, in-line with guidance from the Scottish Government. 8.2. The work we have undertaken since 2020 in relation to our review of glyphosate use has delivered significant reductions in volumes used as well as the use of alternative methods of controls. Officers will continue to monitor the formal regulatory position and will use only products authorised for the intended use, surface and application method, in accordance with current product conditions and Council procedures. 9. Risk and Other Implications 9.1. There are no risks associated with this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required 10.2. There is no requirement to undertake any consultation at this time in terms of the information contained in this report. However, as detailed proposals are developed, these will be subject to further appropriate consultation arrangements. Kevin Carr Executive Director (Community and Enterprise Resources) 2 September 2026 Link(s) to Council/Priorities/Outcomes We will work towards a sustainable future in sustainable places Good quality, suitable and sustainable places to live Caring, connected, sustainable communities 40
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Previous References South Lanarkshire Council - 16 December 2020 – Pesticide Free Council Climate Change and Sustainability Committee 10 February 2021 – Pesticide Free Council Update Climate Change and Sustainability Committee 2023 – Pesticide Free Council Update, Final report List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Colin Reid, Grounds Manager E-mail: colin.reid22@southlanarkshire.gov.uk 41
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Report Agenda Item Report to: Climate Change and Sustainability Committee Date of Meeting: 23 September 2026 Report by: Executive Director (Housing and Technical Resources) Subject: Annual Review of the South Lanarkshire Local Heat and Energy Efficiency Strategy 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an overview of progress made during 2025/2026 against delivering the agreed outcomes set out in the South Lanarkshire Local Heat and Energy Efficiency Strategy provide an overview of the key priorities and actions proposed for delivery as part of the strategy in 2026/27 [purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): - (1) that the overview of progress made during 2025/2026 against delivering the agreed outcomes be noted; and (2) that the key priorities and actions proposed for delivery as part of the strategy in 2026/2027 be noted. [purpose] 3. Background 3.1. The Scottish Parliament passed the Local Heat and Energy Efficiency Strategies (Scotland) Order in May 2022. The Order places a duty on local authorities to prepare, publish, and update a Local Heat and Energy Efficiency Strategy (LHEES) and associated Delivery Plan. 3.2. Executive Committee approved South Lanarkshire’s LHEES on 26 June 2024, including the requirement to conduct an annual review and report the outcomes of this to the Climate Change and Sustainability Committee for noting. 3.3. The LHEES sets out a long-term plan for decarbonising heat in buildings and improving their energy efficiency across an entire local authority area. The Delivery Plan sets out how the Council and its partners propose to support the implementation of the Strategy. 3.4. The creation of an LHEES brings together key priorities around the reduction of carbon emissions, improvement of domestic and non-domestic building stock, and the need for a reduction in fuel poverty. The LHEES considers these priorities to ensure that action addresses inequalities and supports a just transition to net-zero carbon by 2045. 8 43
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3.5. The priorities for South Lanarkshire’s LHEES are as follows:- Priority 1: Reduce heat demand using a fabric-first approach to improve the condition and energy efficiency of housing across all tenures to ensure that poor energy performance is removed as a driver of fuel poverty Priority 2: Transition to zero direct emissions heating systems in buildings across South Lanarkshire to tackle climate change Priority 3: Make greater use of heat networks as part of the wider just transition to net zero 3.6. The Delivery Plan includes 28 actions across the five chapters. These are categorised into immediate actions (to be implemented in years 1-2) and medium-term actions (to be implemented in the years 2-5). 4. Annual Review 2025/2026 4.1. Following the second full year of the strategy, a review of progress has been conducted by Housing and Technical Resources in conjunction with council and community planning partner services. 4.2. The review identified that positive progress has been made across all five chapters of the strategy, with 24 of the 28 Delivery Plan actions either underway or anticipated to commence on schedule. The four areas yet to be progressed will do so in 2026/2027 as intended. 4.3. Key highlights of activity under each of the chapters are provided in Appendix 1. 4.4. As well as monitoring the progress of the strategy, the review is an opportunity to amend or update priorities or actions that may have changed stemming from changes in legislation or wider policy context. Following discussions with relevant council services, community planning partners and the Scottish Government, the review identified that there are no updates or changes required to be made to LHEES at this early stage of implementation. 5. Focus for 2026/2027 5.1. Focus for the council and its partners in 2026/27 aims to ensure work is progressed across each of the three priorities set out in the strategy. These actions relate to:- Taking forward the recommendations from the heat network feasibility study for Bothwell Road and Almada Street, Hamilton before it can be progressed to Outline Business Case (OBC) for further exploration of the heat network opportunity Consideration of potential heat network or building decarbonisation opportunities within town centre regeneration capital projects at East Kilbride and Hamilton Carry out a detailed feasibility study and option analysis for the decarbonisation of the multi-storey blocks in Central Cambuslang Carry out a fabric-first retrofit project to non-traditional properties before transitioning to clean heating in line with net zero requirements. The works comprise external wall insulation, double-glazed windows, insulated entrance doors, 300mm loft insulation, and solar PV and batteries. Funding for this project has been sought through the Social Housing Net Zero Heat Fund 44
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Administering £2.976m of grant funding from the Scottish Government for 2026/27 under the Energy Efficient Scotland Area Based Schemes (EES:ABS). The funding will be targeted to install energy efficiency measures, including external wall insulation, double glazing, cavity wall and loft insulation to 272 privately owned properties. A further 125 privately owned properties will be offered PV panels and battery storage, also funded through EES:ABS In partnership with Glasgow City Council, South Lanarkshire Council have funded a research study into domestic heat pumps to identify which properties could be prioritised for heat pump deployment in Glasgow City and South Lanarkshire and carry out case studies to promote better understanding of heat pump performance and costs in completed installations. This work will be undertaken by Loco Home Retrofit CIC with support from Nesta and the University of Glasgow Implementing the agreed Central Energy Efficiency Fund Programme (CEEF) for 2026/27. This includes the installation of a range of energy-saving lighting packages within the primary school estate, as well as the installation of solar PVs on two schools. An additional one-off investment funding of £1m, allocated for investment in energy efficiency at the Full Council meeting on 25 February 2026, will be utilised for further upgrades to low-energy lighting, upgrading Building Energy Management Systems, and the installation of PV panels in general services buildings across 2026/2027 and 2027/2028 Through the Estate Strategy, manage a long-term transition toward a smaller, higher performing and lower carbon estate, prioritising interventions that improve asset performance, reduce operational emissions, manage service risk and deliver value for money within affordable investment parameters Exploring the opportunity of electricity generation at the Council Headquarters car park by carrying out a pre-feasibility study for a solar PV system comprising photovoltaic panel arrays mounted on “carport” style canopies over the existing surface car parking bays Consideration of progressing energy efficiency and heating improvements to six multi-storey buildings in Calderwood, East Kilbride following delays to the delivery of intended ground source heat pump system. Considerations aim to fully consider fabric improvements to each building, reducing risk of fuel poverty to occupants Consideration of engaging with private commercial and industrial sectors to understand opportunities for partnerships or where existing decarbonisation, energy generation, or energy efficiency works are already taking place or are planned 5.2. In addition, the Council awaits updates from the Scottish Government on updated targets, policy positions or legislative changes being proposed during 2026/27. This includes detail contained within the new Social Housing Net Zero Standard and the new Heat in Buildings Bill and Heat in Buildings Strategy, which will confirm targets for installing clean heating systems across all building types. 6. Next Steps 6.1. The review identified that the Council and its partners have made good progress in 2026/27 towards delivering against the three LHEES priorities. 45
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6.2. The Council will continue to monitor, influence where possible and enact any national policy changes that relate to the LHEES in 2026/2027. 6.3. The third annual review of LHEES, covering the 2026/27 period, will be presented to the Climate Change and Sustainability Committee in early 2027/2028. 7. Employee Implications 7.1. All Resources will be required to contribute to the implementation of the Local Heat and Energy Efficiency Strategy to ensure that actions and targets are met. 7.2. The Scottish Government has allocated each local authority £75,000 annually until 2027/2028 to support the development and delivery of the first iteration of LHEES. This funding has been utilised to recruit a dedicated officer established to act as the main point of contact for the Council and partners concerning LHEES. 8. Financial Implications 8.1. The LHEES itself does not commit any expenditure. There will be additional costs associated with the delivery of projects identified through the LHEES, some of which will be eligible for external funding. Funding options will be developed and reported on a project-by-project basis. 8.2. Each local authority receives £75,000 annually to support the development of its LHEES. This funding will be paid by the Scottish Government at the end of March each year as a redetermination of the General Revenue Grant, until 2027/2028, as detailed in section 7.2 above. This funding is being utilised to cover the employee costs for the Strategy Co-ordinator (Energy and Decarbonisation) and any associated tasks. 9. Climate Change, Sustainability, and Environmental Implications 9.1. It is anticipated that there should be no new significant environmental implications that have not already been identified in either the national Heat in Buildings Strategy or council-led plans, for example, the Local Housing Strategy, Council Plan, Community Plan, Local Development Plan 2, Sustainable Development and Climate Change Strategy. Any new effects should be minor and positive in nature. Where identified, appropriate enhancement or mitigation measures will be considered within the LHEES. 9.2. In formally determining whether a Strategic Environmental Assessment (SEA) is required, the Council has considered the views of the Consultation Authorities, who agree that the LHEES is unlikely to have significant environmental effects and therefore a full SEA was not undertaken. 10. Risk and Other Implications 10.1. ‘Failure to meet sustainable development and climate change objectives’ is one of the top risks for the Council. Without a plan in place and a financial plan to support it then this risk will continue to be one of the Council's top risks. 11. Integrated Impact Assessment and Consultation Requirements 11.1. An Equality Impact Assessment (EqIA) was undertaken as part of the development of the draft strategy. This identified that there would be no negative impact on the following categories: age, disability, gender, marriage and civil partnership, pregnancy and maternity, race, religion and belief, sex, and sexual orientation, whilst also highlighted that a key consideration of LHEES is to ensure a just transition concerning 46
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tackling climate change, contributing to a quality of life which is fair, inclusive, and does not disadvantage anyone. 11.2. A Fairer Scotland Duty Assessment was also undertaken as part of the development, concluding that South Lanarkshire’s LHEES will effectively support the delivery of the council’s wider goals of supporting those who are most vulnerable, reducing poverty, and decreasing carbon emissions. The assessment identified that those who are most vulnerable or faced socio-economic challenges would be the most adversely impacted by climate change, with the LHEES strategy acting as an engagement vehicle to ensure effective actions to tackle climate change are taken forward. 11.3. The implementation of LHEES is subject to ongoing consultation and engagement with key partners and stakeholders. Stephen Gibson Executive Director (Housing and Technical Resources) 2 September 2026 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Fair, open, and sustainable Accountable, effective, efficient, and transparent We will work towards a sustainable future in sustainable places Good quality, suitable, and sustainable places to live Caring, connected, sustainable communities Previous References South Lanarkshire Local Heat and Energy Efficiency Strategy (LHEES), Executive Committee, 26 June 2024 Update on Local Heat and Energy Efficiency Strategy, Climate Change and Sustainability Committee, 28 February 2024 Annual Review of the South Lanarkshire Local Heat and Energy Efficiency Strategy, Climate Change and Sustainability Committee, 3 September 2025 List of Background Papers The Climate Change (Scotland) Act 2009 South Lanarkshire Sustainable Development and Climate Change Strategy 2022-2027 South Lanarkshire Strategic Housing Investment Plan 2023-2028 South Lanarkshire Council Local Housing Strategy 2022-2027 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Name: John Smith Designation: Strategy Coordinator (Energy and Decarbonisation), Housing and Technical Resources E-mail: john.smith@southlanarkshire.gov.uk 47
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Appendix 1 Summary of progress Chapter 2 – Engagement The LHEES was developed in consultation with public sector stakeholders across South Lanarkshire alongside public engagement. Work with key stakeholders has continued to be progressed during the implementation of the strategy, including: The cross-Resource officer working group, with representation from across the council, continued to meet and discuss actions relative to the LHEES delivery. Engagement has taken place between the Council and public bodies such as Scottish Water Horizons, the NHS and Scottish Courts regarding the proposed Almada Street/Bothwell Road heat network, see below for further details. Further engagement with Registered Social Landlord partners took place through the South Lanarkshire Local Housing Strategy Steering Group. An update on LHEES was provided to tenants at the Tenant Participation Co- ordination Group in January 2026. Chapter 3 - Heat Network Delivery Areas The strategy identified indicative heat network zones across South Lanarkshire, which are considered as potentially suitable for the construction and operation of a heat network. During 2025/26, work has progressed on understanding more about these opportunities, including: The feasibility study for the Hamilton Heat Network, carried out by Buro Happold, was completed at the end of March 2026. The study concluded that there is a viable opportunity for a low-carbon heat network in central Hamilton, supplied by a wastewater source heat pump (WWSHP) at Hamilton Wastewater Treatment Works, provided that grant funding is secured and the key anchor buildings can be enabled to connect. However, before progressing to an Outline Business Case, additional steps are recommended within the report to de-risk the heat network opportunity. These include commissioning a building-level de-steaming feasibility study for SLC HQ building to understand the enabling works required to transition to a wet system that is compatible with a heat network connection and a building-perspective study for Almada Tower/Almada Grove to understand the current cost of heat to the tenants and the work required to upgrade the buildings to a wet heating system. Based on the methodology for heat network identification, 11 heat network opportunities were identified in the LHEES Delivery Plan. The plan recommended that further exploration would be required to assess the viability of these opportunities. Two areas were selected from the heat network opportunities in the Delivery Plan, and feasibility studies to investigate the potential for heat networks in Carluke and East Kilbride were completed in 2025/26. The studies concluded that due to the modest heat density of the properties included and the fact that a heat network would be highly sensitive to the inclusion or exclusion of individual buildings, a heat network in these areas would not be commercially viable. Viability is highly dependent on near-complete connection of all buildings, which could not be guaranteed, and small changes in the scope would materially affect outcomes. As this represents a delivery risk, particularly where long-term connection certainty cannot be guaranteed, the Council will not progress an outline business case for these potential heat networks. 48
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An amendment to the 2026/27 budget was included at the Executive Committee on 4 February 2026 to allocate £0.300 million of the 2025/2026 probable outturn underspend to the Heat Network / Decarbonisation projects. This funding will be used to carry out a de-steaming feasibility study of the Council HQ and the centralised wet heating system feasibility study at Almada Tower/Almada Grove during 2026/27. On completion of the building-level feasibility studies, undertaken to de-risk the heat network opportunity, an Outline Business Case (OBC) for the heat network should be considered. The building-level studies are intended to de-risk the anchor loads, which will allow the Council to understand the scale of the enabling works and increase certainty about buildings that could connect to the heat network. Chapter 4 - Social housing and mixed-tenure properties With a focus on tackling fuel poverty, the strategy sets out a range of actions that aim to improve energy efficiency and reduce energy consumption within the social rented sector. In 2025/26, work progressed included: Utilising the Climate Emergency Fund and with match funding from the Scottish Government’s Social Housing Net Zero Heat Fund, Housing and Technical Resources installed innovative new smart controls in tenants’ homes in the residential blocks at Logan Tower and Springhall Court in Cambuslang. Installing Connected Response's HeatSage technology provided a practical and cost-effective solution that improved resident comfort while helping to reduce energy consumption and running costs and reduce the risk of fuel poverty. Through the council’s Housing Investment Programme, a range of energy efficiency and decarbonisation measures were installed across the council’s domestic estate. Last year, this included 346 council properties receiving 614 energy efficiency measures. An update on the progress of the Programme in 2025/26 and 2026/27 to date were presented to Housing and Technical Resources Committee on 2 September 2026. The Climate Emergency Fund also provided funding for an initial options appraisal to understand how different low carbon heating technologies would perform if retrofitted into three multi-storey residential blocks in Central Cambuslang. The options appraisal did not indicate a single preferred solution at this stage; therefore, a detailed feasibility study will be carried out to assess how communal air source heat pumps and individual ground source heat pumps connected to a shared ground loop, and high heat retention storage heaters would perform in the blocks and how much capital investment would be required. In conjunction with community planning partners and members of the Financial Inclusion Network’s Fuel Poverty Subgroup to identify fuel-poor areas to assist in targeting financial or property-led interventions. 49
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Chapter 5 - Private tenure housing properties The strategy aims to actively support, encourage, and enable owner-occupiers and private sector landlords to retrofit their properties to reduce energy consumption. Actions progressed in 2025/26 include: A total of 120 households in South Lanarkshire Council have received 344 energy measures installed through the Energy Company Obligation Scheme (ECO4) scheme administered locally. The Scottish Government continues to provide grant funding under the Energy Efficient Scotland Area Based Schemes (EES: ABS). The purpose of the funding is to help councils develop and deliver fuel poverty programmes (mainly solid wall insulation) in areas of their local authority area with high levels of fuel poverty. Housing and Technical Resources procured a one-stop-shop domestic retrofit and energy advice service to provide advocacy and support for South Lanarkshire residents utilising £100,000 of funding from the UK Shared Prosperity Fund. The Council’s innovative Energy and Retrofit Support service ran from October 2025 to March 2026. This was a pilot scheme to help residents make their homes warmer, more energy-efficient, and affordable to run, and to remove barriers to enable retrofit. Over the course of the pilot scheme, over 56,000 people were engaged through the website and leaflet drops. 200 households were supported to reduce the burden of the cost of living, and 20 households received support to take up energy efficiency measures. The project was delivered by Changeworks, who attended 24 community events attended by 334 residents across South Lanarkshire to provide advice and assistance. An estimated 69,000 tonnes of CO2e reductions were realised as a result of support delivered through the pilot project. Housing and Technical Resources worked with the Glasgow City Region Housing Retrofit Delivery Group to prepare the Glasgow City Region Home Retrofit Strategy and Action Plan 2025-2028. This has been developed to promote the retrofitting of homes in the Glasgow City Region, including the installation of energy-efficiency measures and clean heating systems. Housing and Technical Resources continues to support landlords of privately rented properties to help them to understand and meet their obligations in relation to energy efficiency, fuel poverty and decarbonisation. This includes through the Private Landlord Forum, which had over 50 private landlords in attendance at events in September 2025 and March 2026. Chapter 6 - Non-Domestic Delivery Areas A priority action for this section is to enable the identification of delivery areas to collect data on non-domestic buildings in South Lanarkshire. The council will utilise the Central Energy Efficiency Fund (CEEF) Programme to undertake energy efficiency projects within its non-domestic estate. The 2025/26 programme included a number of projects for the installation of solar PV panels across the council estate, in seven primary schools, and LED lighting upgrades in 17 primary schools and the Hamilton Palace Sports Grounds. Utilising the Climate Emergency Fund, PV panels were installed in South Lanarkshire Lifestyles Carluke, and floodlighting upgrades were carried out in four sports facilities. 50
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A new 10-year Estate Strategy (2026 to 2036), which sets out the direction of travel toward a smaller, higher quality future core estate, was presented to the Executive Committee on 19 August 2026. The paper was approved and also commits to public consultation on aspects of the proposal with a further report due in October 2026. 51
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